Harry meintassis bcl romania results_v5

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Harry meintassis bcl romania results_v5

  1. 1. Best Companies for Leadership Doing things differently…. NOVEMBER 13TH 2013 Hay Group Team
  2. 2. Agenda 01 Leadership challenge... 02 Global BCLs 03 What really makes a difference 04 Romanian BCLs 05 Insights & Take aways... © 2013 Hay Group. All rights reserved 2
  3. 3. Times of Turbulence... Global warming VOIP Aging population Information age Technology bubble Tsunami Millenials BRIC countries TARP Leadership crisis Internet EURO crisis Financial crisis Terrorism 9/11 Globalization Global debt Social media © 2013 Hay Group. All rights reserved Too big to fail 3
  4. 4. The six megatrends for leadership 01 Globalization 2.0 02 Individualization and value pluralism 04 Climate change and environmental impact © 2013 Hay Group. All rights reserved 05 Digital lifestyle 03 Demographic change 06 Technology convergence 4
  5. 5. The market is becoming more volatile and unpredictable The average lifespan of a S&P 500 company has decreased Shorter tenure of CEOs Digital data explosion – global digital information created and shared Growth has become more unpredictable 10.0 80 5- year average revenue growth volatility (%) 8 67 7 8.4 15 Zettabytes 6 5 4 3 2 60 40 322 20 1 © 2013 Hay Group. All rights reserved 2010 2000 1990 1980 1970 1960 1950 2015E 2013E 2011 2009 Average CEO tenure (years) 2000 2012 2007 Average lifespan S&P500 (years) 1920 2012 0 2005 0 …companies are facing large changes in profitability 5
  6. 6. A worldwide survey of best practice Regional distribution Region Worldwide Number of respondents More than 18,000 Europe More than 7,000 Romania More than 1,600 More than 1,600 employees participated in the study in Romania Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 6
  7. 7. The study results apply to a large number of organisations Over 18,000 individuals participated in the study from 2,200 organizations Participation 125 from countries 34.8% 15.9% 20.2% 7.5% 21.6% Under 500 million* 501 million to 1 billion* 1 billion to 5 billion* 6 billion to 10 billion* Over 10 billion* Source: Hay Group 2013 Best Companies for Leadership study Note: * Annual revenue in US$ © 2013 Hay Group. All rights reserved 7
  8. 8. Methodology Who participates? Hay Group invites organizations from around the globe to participate in the study. The survey is open to all employees of any organization. Evaluation Methodology Respondents assessed the leadership development practices at their own organization on a critical items of leadership index. Peer nominations. Respondents select three organizations that they believe are the Best Companies for Leadership (organizations that are perceived to be doing a good job of growing and developing their talent). © 2013 Hay Group. All rights reserved 8
  9. 9. 2013 global top 20 Best Companies for Leadership 01 Procter & Gamble 11 Intel 02 Microsoft 12 Samsung 03 General Electric 13 3M 04 Coca-Cola 14 Nestlé 05 Unilever 15 Siemens 06 IBM 16 Oracle 07 Wal-Mart 17 Citigroup 08 McDonald's 18 Caterpillar 09 Telefónica 19 Toyota 10 Facebook 20 Ford Motor © 2013 Hay Group. All rights reserved 9
  10. 10. The Best Companies for Leadership provide higher shareholder returns Total shareholder returns Top 20 One year 16.0% 3.0% 1.7% Ten years * 14.0% Five years Note: S&P 500 8.6% 7.1% Average total shareholder returns for the BCL global top 20 versus the S&P 500 © 2013 Hay Group. All rights reserved 10
  11. 11. The Best Companies for Leadership build talent for the future The BCLs are better positioned for talent now and in the future Leaders create a work climate that motivates employees to do their best 90 82 There are a sufficient number of qualified internal candidates who are ready to assume open leadership positions 73% This organization actively manages a pool of successors for mission critical roles 85 63 55% Per cent of respondents Global Top 20 Europe Top 10 © 2013 Hay Group. All rights reserved All others 74 66 44% All employees have the opportunity to develop and practice the capabilities needed to lead others 73 51 47% Source: Hay Group 2013 Best Companies for Leadership study 11
  12. 12. The Best Companies for Leadership build talent for the future The BCLs are better positioned for talent now and in the future Leaders create a work climate that motivates employees to do their best 90 82 There are a sufficient number of qualified internal candidates who are ready to assume open leadership positions 83 This organization actively manages a pool of successors for mission critical roles 85 63 © 2013 Hay Group. All rights reserved 66 66 All employees have the opportunity to develop and practice the capabilities needed to lead others 74 Per cent of respondents Global Top 20 Europe Top 10 74 Romania Top 10 73 51 53 Source: Hay Group 2013 Best Companies for Leadership study 12
  13. 13. A strong focus on global awareness and environmental sustainability 89 73 61 86 Leaders are advocates for environmentally responsible business practices 71 48 66 59 Our leaders are change agents who initiate change towards higher environmental standards 34 83 We actively recruit cultural minorities 79 56 Actively applies sustainable and energy efficient policies Per cent of respondents Global Top 20 Europe Top 10 All others Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 13
  14. 14. A strong focus on global awareness and environmental sustainability 89 73 86 86 Leaders are advocates for environmentally responsible business practices 71 48 66 90 Our leaders are change agents who initiate change towards higher environmental standards 42 83 We actively recruit cultural minorities 79 84 Actively applies sustainable and energy efficient policies Per cent of respondents Global Top 20 Europe Top 10 Romania Top 10 Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 14
  15. 15. Best Companies are focused on creating an engaged working environment 82 66 59 82 Employees are equipped with the right tools to work effectively outside the office 78 66 70 61 Leaders work hard to connect people with projects that are personally meaningful to them 55 When people move between projects, we are still effective at creating well-organized teams 84 77 64 Leaders are culturally savvy and have the skills to work effectively with diverse teams Per cent of respondents Global Top 20 Europe Top 10 Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 15
  16. 16. Best Companies are focused on creating an engaged working environment 82 66 60 82 Employees are equipped with the right tools to work effectively outside the office 78 66 70 83 Leaders work hard to connect people with projects that are personally meaningful to them 59 84 When people move between projects, we are still effective at creating well-organized teams Per cent of respondents Global Top 20 Europe Top 10 77 86 Leaders are culturally savvy and have the skills to work effectively with diverse teams Romania Top 10 Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 16
  17. 17. But what really makes them different?
  18. 18. In order to survive, organizations need to continually transform themselves –
  19. 19. In order to survive, organizations need to continually transform themselves – while still maintaining excellence in their current business –
  20. 20. In order to survive, organizations need to continually transform themselves – while still maintaining excellence in their current business – they need to be ambidextrous
  21. 21. The Best Companies focus on operational excellence 89 75 Senior leaders focus attention on running established lines of business profitably and smoothly 82 58 Utilizes rewards based on rigorous measurements of performance against goals 75 57 Provides incentives to encourage operational efficiency Per cent of respondents Top 20 All others Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 21
  22. 22. The Best Companies focus on operational excellence 89 83 89 Senior leaders focus attention on running established lines of business profitably and smoothly 82 67 77 75 Utilizes rewards based on rigorous measurements of performance against goals Per cent of respondents Global Top 20 Europe Top 10 63 69 Provides incentives to encourage operational efficiency Romania Top 10 Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 22
  23. 23. And encourage and drive innovation The Best Companies know operational excellence isn’t enough 87 69 Senior leaders are willing to take business risks to support the growth of the organization 80 78 55 Employees spend time discussing customer’s future needs 56 Employees in new start-up or innovation areas have equal importance to those driving operational improvement 77 58 Rewards employees for really new and different business ideas Per cent of respondents Top 20 All others Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 23
  24. 24. And encourage and drive innovation The Best Companies know operational excellence isn’t enough 87 82 84 78 Senior leaders are willing to take business risks to support the growth of the organization 80 68 71 70 Employees spend time discussing customer’s future needs 84 77 Employees in new start-up or innovation areas have equal importance to those driving operational improvement Per cent of respondents Global Top 20 Europe Top 10 67 77 Rewards employees for really new and different business ideas Romania Top 10 Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 24
  25. 25. Senior leadership sets the tone and bridges the gap… Senior leaders at the Best Companies are champions 94 77 The top team has clearly articulated a set of organizational values that guide behavior 91 90 70 Senior leaders communicate the firm’s survival depends on adapting to evolving market trends 76 Senior management works together to support the overall objectives of the organization 90 73 Leaders create a work climate that motivates employees to do their best Per cent of respondents Top 20 All others Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 25
  26. 26. Senior leadership as change leaders … Senior leaders at the Best Companies are champions 94 93 94 90 The top team has clearly articulated a set of organizational values that guide behavior 91 84 89 Senior leaders communicate the firm’s survival depends on adapting to evolving market trends 91 90 Senior management works together to support the overall objectives of the organization Per cent of respondents Global Top 20 Europe Top 10 86 82 83 Leaders create a work climate that motivates employees to do their best Romania Top 10 Source: Hay Group 2013 Best Companies for Leadership study © 2013 Hay Group. All rights reserved 26
  27. 27. And are focused on enabling the middle Leadership development activities available for new to mid-level managers Classroom-based leadership training 80 55 72 Web-based leadership modules 39 360 degree feedback assessments 70 41 Additional developmental activities/special projects 69 49 Mentoring by senior manager/ executive 68 39 Coaching by a trained internal coach 53 31 Company sponsored community/ volunteer assignments 51 28 32 Executive MBA program 19 0 10 20 30 40 50 60 70 80 90 Per cent of respondents Top 20 All others © 2013 Hay Group. All rights reserved 27
  28. 28. And are focused on enabling the middle Leadership development activities available for new to mid-level managers Classroom-based leadership training 80 55 72 Web-based leadership modules 39 360 degree feedback assessments 70 41 Additional developmental activities/special projects 69 49 Mentoring by senior manager/ executive 68 39 Coaching by a trained internal coach 53 31 Company sponsored community/ volunteer assignments 51 28 32 Executive MBA program 19 0 10 20 30 40 50 60 70 80 90 Per cent of respondents Top 20 All others © 2013 Hay Group. All rights reserved 28
  29. 29. And are focused on enabling the middle Leadership development activities available for new to mid-level managers 65 Classroom-based leadership training 72 54 Web-based leadership modules 72 56 360 degree feedback assessments 65 55 Additional developmental activities/special projects 62 50 Mentoring by senior manager/ executive 34 47 30 Company sponsored community/ volunteer assignments 0 Per cent of respondents Global Top 20 Europe Top 10 © 2013 Hay Group. All rights reserved 10 69 53 32 4 Executive MBA program 73 51 25 14 70 68 55 Coaching by a trained internal coach 80 20 30 40 50 60 70 80 90 Romania Top 10 29
  30. 30. And are focused on enabling the middle Leadership development activities available for new to mid-level managers 65 Classroom-based leadership training 72 54 Web-based leadership modules 72 56 360 degree feedback assessments 65 55 Additional developmental activities/special projects 62 50 Mentoring by senior manager/ executive 34 47 30 Company sponsored community/ volunteer assignments 0 Per cent of respondents Global Top 20 Europe Top 10 © 2013 Hay Group. All rights reserved 10 69 53 32 4 Executive MBA program 73 51 25 14 70 68 55 Coaching by a trained internal coach 80 20 30 40 50 60 70 80 90 Romania Top 10 30
  31. 31. 2013 Romania Top 10 Best Companies for Leadership 01 Coca-Cola 02 Vodafone 03 Unilever 04 IKEA 05 Siemens 06 Hewlett-Packard 07 Raiffeisen 08 Renault 09 OMV Group 10 ING © 2013 Hay Group. All rights reserved 32
  32. 32. Summary findings Focus on operational excellence Smooth operations, high profitability levels, make decisions quickly Do we promote Innovation enough? Rewarding generation of new ideas ...but a “Hard” evaluation of projects... Measuring process improvement A growing culture of leadership and learning Connecting people with meaningful projects Generating loyalty ; Providing vision and inspiration Opportunities to develop leadership abilities vs “formal” leadership CSR is an important topic on leaders’ agenda © 2013 Hay Group. All rights reserved 33
  33. 33. We need people who are adept to thinking through complex scenarios, and a ere able to handle ambiguity and complexity EVP CHRO McDonald’s
  34. 34. Leaders are expected to both build the business and people within the organisation – it is the greatest part of our performance evaluation CHRO Procter & Gamble
  35. 35. What we can learn from the best Are you an ambidextrous leader? Senior leaders need to be active champions 01 Encourage leaders to develop the courage and willingness to do something different 04 © 2013 Hay Group. All rights reserved Grow the right culture that values expertise, discipline, collaboration and customer centricity Leadership Team Bridges the gap between operational excellence and innovation. Lead with agility, mindfulness and speed Actively “involve” and develop the middle 02 05 03 06 36
  36. 36. Times have changed.. It is time that we do things differently…
  37. 37. 05 Appendix: Romania’s responses to all survey questions
  38. 38. While companies use differentiated development approaches Middle Managers Senior Managers Business courses (e.g. 75% 1 leadership skills Classroom-based leadership training programs 72% 360 degree feedback on 360 degree feedback on 71% 2 External leadership development programs 65% 65% 3 Classroom-based leadership training programs 57% Additional developmental activities / special projects 62% 4 Individual coaching by an external coach 56% External leadership 57% Additional developmental 51% 1 finance, marketing) 2 3 leadership skills 4 5 development programs © 2013 Hay Group. All rights reserved 5 activities/special projects 39
  39. 39. Response to all survey questions (1/4) No. Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Question Leaders create a work climate that motivates employees to do their best Actively manages a pool of successors for mission critical roles Has a high proportion of women in senior leadership positions Other companies actively try to recruit my company's employees You are only expected to lead when you have a formal position of authority Makes it easy for people to work from home Requires an appreciation of global issues as a key job requirement There are a sufficient number of qualified internal candidates who are ready to assume open leadership positions at all levels Views helping employees achieve work-life balance as a priority The top team has clearly articulated a set of organizational values that guide behavior Leadership development programs better enable employees to deliver on my company's goals/strategies Self-organizing project teams are the main way work is accomplished Senior leaders personally spend time actively developing others Employees are encouraged to learn in areas outside their area of expertise Everyone at every level has the opportunity to develop and practice the capabilities needed to lead others Uses corporate social responsibility to recruit employees Employees are equipped with the right tools to work effectively outside the office Male and female employees are paid the same rate for similar jobs © 2013 Hay Group. All rights reserved Very accurate/somewhat accurate Global Top Europe Top Romania 20 10 Top 10 Romania All Other 90% 82% 83% 85% 63% 74% 59% 49% 62% 85% 73% 72% 29% 23% 32% 61% 45% 40% 79% 55% 63% 78% 62% 64% 58% 38% 27% 55% 74% 66% 66% 57% 65% 63% 61% 56% 94% 90% 93% 87% 84% 72% 80% 71% 61% 59% 43% 74% 65% 70% 70% 68% 77% 42% 71% 76% 73% 51% 53% 45% 68% 58% 61% 44% 82% 66% 60% 48% 81% 87% 87% 83% 40
  40. 40. Response to all survey questions (2/4) No. Question Q19 Our leaders are change agents who initiate change towards higher environmental standards Q20 We actively recruit cultural minorities Q21 Has introduced an on-boarding program to help new parents return to the workplace and focus on their careers Q22 Has an organizational structure that favors quick communication paths Q23 When people move between projects, we are still effective at creating wellorganized teams Q24 Leaders have the ability to generate personal and organizational loyalty Q25 More work between leaders is conducted when they are in different physical locations Q26 Has a 'family friendly' corporate culture to support employees raising children Q27 Leaders are advocates for environmentally responsible business practices Q28 Leaders work hard to connect people with projects that are personally meaningful to them Q29 Leaders are culturally savvy and have the skills to work effectively with diverse teams Q30 Actively applies sustainable and energy efficient policies Q31 Uses new technologies (such as digitalization and web and video based media) to cut costs and increase flexibility of communication Q32 Focuses on older employees in order to avoid early retirement and keep them motivated Q33 Senior management works together to support the overall objectives of the organization Q34 People at my level often end up working at cross-purposes because © 2013 Hay Group. All rights reserved management gives us conflicting objectives Very accurate/somewhat accurate Global Top Europe Top Romania 20 10 Top 10 Romania All Other 86% 66% 90% 73% 71% 48% 42% 32% 43% 32% 30% 26% 78% 65% 71% 72% 78% 66% 59% 59% 84% 70% 68% 69% 58% 51% 48% 39% 65% 60% 68% 89% 73% 86% 62% 77% 82% 70% 83% 76% 84% 77% 86% 80% 83% 79% 84% 70% 86% 81% 87% 85% 42% 33% 21% 33% 91% 84% 91% 85% 30% 23% 14% 13% 41
  41. 41. Response to all survey questions (3/4) No. Question Q35 Management systems are flexible enough to allow us to find and address new kinds of opportunities Q36 Runs unprofitable projects to try new things Q37 Groups/projects dedicated to exploring or starting up new kinds of products or services are measured and rewarded using exactly the same metrics as established lines of business Q38 Encourages employees to spend much time discussing customers’ future needs Q39 Provides structured opportunities for younger employees to promote innovative ideas to senior leaders Q40 Treats failure (after a good effort) as a learning opportunity, not something to be ashamed of Q41 Recognizes or rewards employees for really new and different business ideas Q42 Views employees in new start-up or innovation areas as having equal importance to those driving operational improvement Q43 Rewards and stimulates collaboration across business units to develop new lines of business Q44 Provides employees access to resources for innovation, even though success is not guaranteed Q45 Provides incentives to encourage operational efficiency Q46 Rewards and stimulates collaboration across business units to improve performance Q47 Encourages people to use appraisals and other feedback to improve their performance Q48 Utilizes rewards or reprimands that are based on a rigorous measurement of © 2013 Hay Group. All rights reserved performance against goals Very accurate/somewhat accurate Global Top Europe Top Romania 20 10 Top 10 Romania All Other 71% 61% 56% 56% 48% 32% 12% 16% 55% 54% 59% 52% 78% 71% 70% 64% 71% 63% 70% 69% 72% 71% 67% 55% 77% 67% 77% 69% 80% 68% 84% 78% 76% 67% 69% 65% 68% 53% 54% 44% 75% 63% 69% 54% 81% 64% 67% 67% 89% 81% 94% 84% 82% 67% 77% 62% 42
  42. 42. Response to all survey questions (4/4) No. Question Q49 Provides people at my level with creative challenges rather than narrowly defined tasks Q50 Encourages people at my level to set challenging/aggressive goals Q51 Provides business leaders at the frontline all the decision-making authority they need to respond to changing market conditions Q52 Senior leaders are effective at helping frontline employees understand our long-term strategy and what it means for them Q53 Senior leaders make the relative importance of established versus new lines of business clear to everyone Q54 Senior leaders communicate that the firm’s survival depends on adapting to evolving market trends Q55 Senior leaders focus attention on running established lines of business profitably and smoothly Q56 Senior leaders are willing to take prudent business risks, to support the growth of the organization © 2013 Hay Group. All rights reserved Very accurate/somewhat accurate Global Top Europe Top Romania 20 10 Top 10 Romania All Other 78% 65% 50% 36% 89% 75% 83% 65% 76% 65% 66% 58% 84% 76% 78% 67% 79% 63% 74% 65% 90% 86% 89% 77% 89% 83% 89% 84% 87% 82% 84% 76% 43

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