Strategic Alignment Workshop Presentation
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  • The organisational performance profile depicts the nine elements which are outcomes of an effective organisation. Every organisation must understand its current effectiveness on each of these elements (e.g., how are you doing now on accountability? Is your corporate environment contributing to your performance?) and set aspirations for each of them. We have developed a diagnostic to understand current effectiveness on each outcome, the style of practice they employ to deliver these outcomes, and their aspirations for what they want the profile to look like going forward. The organisational performance profile gives leaders the information they need to prioritise these timeless concerns as well as those that arise from the diagnostic. Regardless of specific organisational context, there appears to be three key themes that CEO's are perpetually focusing on: ALIGNMENT EXECUTION RENEWAL Leadership is obviously crucial to all of these things and as such is depicted in the middle of each. The important thing to remember is that it is the combination of each of the elements, not one element by itself that delivers on these priorities.

Strategic Alignment Workshop Presentation Presentation Transcript

  • 1. Strategic Alignment Workshop
  • 2. Page  About Red Shoes Consulting
  • 3. Page  Welcome: Dato’ Shukri Creating Strategic Alignment and Creating Our Future 4 Picture Introductions Expectations and Concerns Presentation of Executive Interviews 14.00 – 14.30 14.30 – 15.00 15.00 – 15.30 15.30 – 15.45 15.45 – 16.00 Discussion and Validation of Interview Findings Break Power of 3 Discussions 16.00 – 16.15 16.15 – 16.30 16.30 – 17.30 Workshop Agenda – Day 1 17.30 – 18.00 Geography of Trust
  • 4. Page  4 Picture Introductions (cont’d) Review – Preview How Great Teams Work Break Plenary Discussion 9.00 – 9.45 9.45 –10.15 10.15-10.30 10.30-11.30 Commit to Action: Initiatives and Priorities 11.30-13.00 Workshop Agenda – Day 2 8.30 – 9.00
  • 5. Page  Objectives of this workshop
    • Objectives
    • Discuss mission, vision and values required to drive growth and performance in Bank CIMB Niaga
    • Explore issues and challenges around the top leadership team and what needs to be done the first year following the merger
    • Desired Outcomes
    • Meeting of minds on:
      • What the top team hopes to achieve going forward as the new entity
      • Corporate philosophy, culture and values that are required to align Group and achieve desired vision and future
  • 6. Let me introduce myself… Page  Name: Job Challenge What I do for fun Who I admire Happiest moment in my life
  • 7. Page  ? Expectations + Concerns? ? ?
  • 8. Our Expectations Of You… Page 
    • Mobile phones on silent
    • Punctuality
    • Be present
    • Be open and candid
    • Privacy and confidentiality of what other say
  • 9. Presentation of Executive Interview Findings
    • Team Dynamics
    • Differences in the two groups
    • Risks and Obstacles
    Page 
  • 10. About the Interviews
    • 10 Executive Interviews were conducted with individuals with selected Board of Directors and Board of Commissioners (in alphabetical order):
    • En Abdul Farid Alias
    • Pak Arwin Rasyid
    • Ibu Catherine Hadiman
    • Gan Pai Li
    • Pak Henk Mulder
    • Pak James Rompas
    • Dato’s Mohd Shukri Hussin
    • Pak Roy Tirtadji
    • Ibu Sri Hartini Urip Simeon
    • Ibu Thila Nadason
    Page 
  • 11. 1. Team Dynamics Page 
    • Board members are strong individuals, but weak as a team
    • Board members need to get over their differences some of which are ‘petty’
    • There seems to be a higher level of acceptance of each other compared to before
    • Directions and ambitions of new group are not clear yet
    • General desire of board members to move forward as a new entity
  • 12. 2. Differences between Niaga and Lippo * Page  *Based on executive interviewees’ opinions on self and each other NIAGA LIPPO Family culture, warm and nice Entrepreneurial, sales-driven culture Long-serving staff New staff with diverse backgrounds Standardized pay, high internal equity Many special hires with higher pay High team accountability but low individual accountability e.g. 90% of population’s performance rated satisfactory High individual accountability e.g. 40% of population’s performance rated satisfactory Low external orientation Dynamic, agile, flexible to change Strong credit and risk management culture More ‘flexible’ rules and policies Long-standing service quality Straightforward and simple customer service Caters to upper end of market Caters mainly to low to mid-end Chinese businessmen Reserved and polite communication Direct and straightforward communication BOC not involved in making executive decisions BOC involved in making executive decisions
  • 13. 3. Risks and Obstacles
    • Catering to two different markets may result in loss of key customers
    • Potential Loss of key talent if:
    • Salary harmonization not handled/communicated properly
    • Best jobs not reserved for best people, only those with connections
    • Lack of buy-in from Niaga employees on new business model
    • Immediate need to drive a strong HR agenda which is aligned with the business strategy
    Page 
  • 14.
    • Do you agree with the findings?
    • If not, which points do you disagree with?
    • Did anything come as a big surprise?
    • Any other comments?
    Page  Discussion and Validation of Interview Findings
  • 15. Page  BREAK
  • 16. Power of 3: Direction, Leadership, Environment & Values Page  Direction Coordination & Control Accountability External orientation Learning Capability Motivation Environment & values
    • Alignment
    • Execution
    • Renewal
    Source: McKinsey Global Organisation and Leadership Practice Leadership
  • 17.
    • Instructions: Form 3 Groups. Each group spends 20 minutes discussing one of the following
    • topics. Make sure to flip chart your key points.
    • Group 1
    • Direction:
      • What is the direction/vision of Bank CIMB Niaga?
      • What are the barriers that may hinder our achievement of the direction/vision?
      • What are the priorities that need to be addressed for us to achieve our direction?
      • How can we ensure that the direction/vision for the bank is widely understood by employees?
    • Group 2
    • Leadership:
      • What leadership skills and competencies are required by us/our leaders to lead the organization towards achieving its vision?
      • What are the barriers that may hinder our ability to build these skills and competencies?
      • What are the priorities that need to be addressed for us to build the necessary skills and competencies?
      • How can we ensure that we as a board are respected throughout the Bank and demonstrate inspirational leadership?
    Page  Power of 3: Direction, Leadership, Environment & Values
  • 18.
    • Group 3
    • Environment and Values:
      • What kind of culture and values do we want to build?
      • What are the barriers that may hinder the building of our desired culture and values?
      • What are the priorities that need to be addressed for us to build the desired culture?
      • How can we ensure that the culture and values we want are:
        • Clearly defined
        • Produces employee behavior that support our strategy
        • Helps recruitment and retention of us
    Page  Power of 3: Direction, Leadership, Environment & Values
  • 19. Page  Geography of Trust
  • 20. Page 
    • 3 types of trust:
    • Personal trust
    • Expertise trust
    • Structural trust
    • Trust is dynamic: understand how your trust in others
    • changes as your career progresses
    • Develop your ability to cultivate relationships along all
    • dimensions of Trust
    Geography of Trust
  • 21. Page  Personal Trust
    • Trust at its most basic and widely understood
    • Develops in workplace because of shared tasks
    • Based on faith in a person’s character and integrity
    Source: ©2005 Cambridge International Group Limited
  • 22. Page  Personal Trust
    • When you know the advice you’re getting is sound because of a person’s competence and knowledge in a specific subject area
    • Expertise trust focuses on the thinking abilities of someone else
    Source: ©2005 Cambridge International Group Limited
  • 23. Page  Structural Trust
    • When someone’s current or future position or role
    • affects your confidence about how they deal with
    • you
    • Changes the most as you become more senior -
    • your position changes the dynamics between you
    • Extent of structural trust is significantly influenced
    • by an individual’s need to advance his goals,
    • position, advocacy or self-interest
    Source: ©2005 Cambridge International Group Limited
  • 24. Page  Evening Learning Experience
    • ‘ Two is Company’ Dinner Talk:
    • Should trust be given or earned?
    • What is our level of Personal, Expertise and/or Structural trust of each other?
    • If Trust does not exist how can we create levels of trust together?
    • HBR Reading
    • Leadership Development at Goldman Sachs by Boris Groysberg, Scott Snook (2006)
    • Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith
  • 25. Page  Dinner Groupings Pairs? (To ask Shukri) DO NOT PRINT
  • 26. Bank CIMB Niaga Board of Directors Meeting: Strategic Alignment Workshop Hotel Dharmawangsa, Jakarta 24 – 25 September 2008 Day 2
  • 27. Page  ?
    • Day 1 content
    • Dinner Talk
    • Goldman Sachs Article:
    • ( Leadership Development at Goldman Sachs)
    ? ? Review and Preview
  • 28. Page  4 Picture Introductions (cont’d) Review – Preview How Great Teams Work Break Plenary Discussion 9.00 – 9.45 9.45 –10.15 10.15-10.30 10.30-11.30 Commit to Action: Initiatives and Priorities 11.30-13.00 Workshop Agenda – Day 2 8.30 – 9.00
  • 29. Page  How Great Teams Work
  • 30. Basics of a High Performing Team Page  Source: The Wisdom of Teams; Jon R. Katzenbach PERFORMANCE RESULTS PERSONAL GROWTH COLLECTIVE WORK PRODUCTS SKILLS ACCOUNTABILITY COMMITMENT Problem solving Technical/ function Interpersonal Mutual Small number of people Individual Specific goals Common purpose Meaningful purpose
  • 31. Page  Six Elements of a Team “ A team is a small group of people with complementary skills who are committed to a common purpose , specific performance goals and common approach , for which they hold themselves mutually accountable for the team’s results.” Source: The Wisdom of Teams; Jon R. Katzenbach
  • 32. The Team Performance Curve Page  The Wisdom of Teams; Jon R. Katzenbach PERFORMANCE IMPACT TEAM EFFECTIVENESS 1. Working Group 2. Pseudo-team 3. Potential Team 4. Real Team 5. High Performance Team Leap of faith required Exceptional personal commitment required
  • 33. The Team Performance Curve Page  1. Working Group
    • No significant performance need to become a team
    • No common purpose, performance goals, joint work-products that requires mutual accountability
    • Members share info, best practices, make decisions to help each other perform within his/her area of responsibility
    2. Pseudo – Team
    • Could be a significant performance need, but not focused on achieving it
    • Weakest of all groups, contributes least to company’s performance
    • Sum of the whole less than the potential of the individual parts
  • 34. The Team Performance Curve Page  3. Potential Team
    • Significant performance need, and really trying to improve its performance impact
    • May require more clarity about purpose, goals, work-products, approach
    • Not yet established collective accountability
    • Small number of people with complimentary skills who are equally committed to a common purpose, performance goals and common approach for which they hold themselves mutually accountable (2) Pseudo Teams
    4. Real Team
  • 35. The Team Performance Curve Page  5. High Performance Team
    • All the conditions of a Real Team
    • Members are also deeply committed to one another’s personal growth and success
    • Significantly outperforms all other like teams; outperforms all reasonable expectations given its membership
  • 36. The 5 Dysfunctions of a Team Page  Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Invulnerability Artificial Harmony Ambiguity Low Standards Status and Ego Source: Patrick Lencioni, 5 Dysfunctions of a Team , 2002
  • 37. The 5 Dysfunctions of a Team
    • Dysfunction 1: Absence of Trust
      • Occurs when members are reluctant to be vulnerable with one another
    • Dysfunction 2: Fear of Conflict
      • Leads to sub-optimal decision-making
    • Dysfunction 3: Lack of Commitment
      • No conflict  No commitment to decisions  Environment of ambiguity
    • Dysfunction 4: Avoidance of Accountability
      • No Commitment to clear plan of action  No peer-to-peer accountability for performance and results
    • Dysfunction 5: Inattention to Results
      • No peer-to-peer accountability  Rise of individualism  Collective results suffer
    Page  Source: Patrick Lencioni, 5 Dysfunctions of a Team , 2002
  • 38. Page  BREAK
  • 39. Page  Plenary Discussion: Discipline and Dysfunction of Teams
    • What we look like as a team
      • What kind of Team are we?
      • Which dysfunctions do we have as a team?
      • What other barriers are there to becoming a high performance team?
    • Team behaviors/protocol/ decorum
      • What kind of behaviors should we stop?
      • What kind of behaviors should we start?
      • What are basic team rules/protocol we need to agree on and abide by? (E.g. disagreements, problem-solving)
  • 40. Page  Commit to Action: Initiatives and Priorities for 1 st Year Action Who Accountable When
  • 41. Page  Next Steps
    • Follow up on action plan during next Board Meeting / retreat
    • Talent assessment for mission critical positions in Bank CIMB Niaga
  • 42. Page  APPENDIX (To be viewed by Red Shoes Consultingconsultants ONLY) DO NOT PRINT
  • 43. Page  Direction
    • Outcomes
    • The vision for Bank CIMB Niaga future is widely understood by its employees
    • BN vision is meaningful to its employees on a personal level
    • BN strategy is aligned to its vision
    • BN strategy provides clear direction for its employees
  • 44. Page  Direction
    • Practices
    • Visionary
    • BN vision is cascaded deep into the organization
    • Management expresses a vision for the future of my BN that fits with my personal values
    • Strategy
    • Management in BN develops detailed strategic plans
    • BN strategic plan is translated into specific annual operational plans and targets
    • Engagement
    • Management aligns BN aspirations with the personal goals of employees
    • Managers at all levels of BN explain the vision to make it more relevant to their own people
  • 45. Page  Leadership
    • Outcomes
    • The actions of the management team members are aligned with BN strategy (answer each question)
      • Agree on a common vision for the future of BN
      • Is highly respected throughout BN
      • Makes a visible contribution to the success of BN
  • 46. Page  Leadership
    • Practices
    • Community Leader
    • Ask the opinions of others before making a decision
    • Gives people the autonomy to make their own decisions
    • Strives to achieve consensus on decisions
    • Command and Control
    • Uses authority to influence others to take action
    • Directs the activities of his/her direct reports
    • Provides continual pressure and guidance to get things done
    • Patriarchal
    • Demonstrates concern for the welfare of employees
    • Creates a positive sense of family or obligation to influence the behavior of direct reports
  • 47. Page  Environment and Values
    • Outcomes
    • BN culture and values are clearly defined
    • BN culture produces employee behaviors that support its strategy
    • People join BN because of the culture and values
    • People stay with BN because of its culture and values
    • There is a good atmosphere at BN
  • 48. Page  Environment and Values
    • Practices
    • Open and Trusting
    • Managers at BN emphasize important values related to trust
    • Management consults with employees on issues that affect them
    • Disciplined/Competitive
    • BN uses employee ranking techniques
    • BN incentive and recognition systems promote competition among employees
    • Results are made internally transparent to create pressure to perform
  • 49. Page 
    • Operational/Risk
    • Management emphasizes the importance of efficiency and productivity
    • Communicates clear behavioral standards of work (e.g. accuracy, quality)
    • Managers in BN keep a close eye on the operational details of BN organization as a whole
    • Entrepreneurial
    • Management encourages employees to take calculated risks
    • BN makes time for creative activities/innovation initiatives
    • BN provides opportunities for entrepreneurial employees to pursue new ideas/business of interest
    Environment and Values DO NOT PRINT