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Verschmelzung von Unternehmenskultur und
 Managementprozessen zu einem flexiblen
           Management Modell


          ...
Table of Content


                1. Hilti in brief

                2. Company Culture a driver of business success

   ...
1. Hilti – a worldwide presence

                        ● Founded in 1941 in Schaan,
                          Principali...
1. Leading Products for Construction Professionals




www.hilti.com                              21. Controller Tagung I ...
Table of Content


                1. Hilti in brief

                2. Company Culture a driver of business success

   ...
2. Our culture is a journey – Our Culture Journey


   The way we do things at Hilti is based on living strong values.



...
2. Our Culture Journey Principles




          First Principle              Second Principle                 Third Princi...
2. The Team Camps of Our Culture Journey

  Desired Hilti Culture                                          -              ...
2. “Value definition” and culture trainings alone
   are not enough
   • Full commitment from Top Management
        - Rol...
Table of Content


                1. Hilti in brief

                2. Company Culture a driver of business success

   ...
3. Our challenge “How to transform the old to
   the new world”

                      Leadership Culture




            ...
3. The Hilti Management Model

                                       Ambitious
                                        Re...
Management Processes and Culture merge to a new
   management model with high commitment based on a
   high level of trust...
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Referat wirnsperger

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Transcript of "Referat wirnsperger"

  1. 1. Verschmelzung von Unternehmenskultur und Managementprozessen zu einem flexiblen Management Modell 21. Controller Tagung Beitrag Firma Hilti Dättwil, 7. September 2010 Franz Wirnsperger
  2. 2. Table of Content 1. Hilti in brief 2. Company Culture a driver of business success 3. Our Management Model www.hilti.com 21. Controller Tagung I 7.9.2010 2
  3. 3. 1. Hilti – a worldwide presence ● Founded in 1941 in Schaan, Principality of Liechtenstein ● One of the global leading companies in providing products, systems and services to construction professionals ● Located in more than 120 countries on five continents ● More than 20,000 employees ● More than 50 nationalities at Group Headquarters in Schaan ● Direct sales model ● 2003 winner of the Carl Bertelsmann Prize for outstanding corporate culture www.hilti.com 21. Controller Tagung I 7.9.2010 3
  4. 4. 1. Leading Products for Construction Professionals www.hilti.com 21. Controller Tagung I 7.9.2010 4
  5. 5. Table of Content 1. Hilti in brief 2. Company Culture a driver of business success 3. Our Management Model www.hilti.com 21. Controller Tagung I 7.9.2010 5
  6. 6. 2. Our culture is a journey – Our Culture Journey The way we do things at Hilti is based on living strong values. ● We act with integrity in all we do ● We demonstrate courage to go beyond the circle of habits ● We outperform through teamwork ● We have commitment to personal and company growth www.hilti.com 21. Controller Tagung I 7.9.2010 6
  7. 7. 2. Our Culture Journey Principles First Principle Second Principle Third Principle We do Worthwhile Work We take Self-Response-Ability We Encourage Each Other and to Achieve Our Goals Recognize Results The Mirror – Face the “brutal” facts Focus – Energy Disciplined Action Outstanding Results www.hilti.com 21. Controller Tagung I 7.9.2010 7
  8. 8. 2. The Team Camps of Our Culture Journey Desired Hilti Culture - Vision 2015 Rubicon Pit Stop Moment Of Truth ….. ….. ….. The die is cast Slow down to Speed Unique customer up! experience! Traps of busyness Feedback ceremony “Ideal Hilti” Seamless process The Walk ’’extra mile’’ Foundation The Mirror Face the “brutal” facts Core Purpose & Self-Response-Ability Encouragement & Values Recognition www.hilti.com 21. Controller Tagung I 7.9.2010 8
  9. 9. 2. “Value definition” and culture trainings alone are not enough • Full commitment from Top Management - Role model; not possible to delegate - Personal engagement in trainings - High commitment with time and energy • Closeness of leadership-team to the organization - Frequent presence worldwide – not only with respective management teams - “Gipfel-breakfasts”, approachability, etc. • Visible sanctions in case of non culture compliance; zero compromises on leadership promotions • Long-term commitment with regular progress measurement - Perseverance and discipline - Employee satisfaction surveys (with disciplined actions as results!) - It’s a journey – regular progress checks in all teams www.hilti.com 21. Controller Tagung I 7.9.2010 9
  10. 10. Table of Content 1. Hilti in brief 2. Company Culture a driver of business success 3. Our Management Model www.hilti.com 21. Controller Tagung I 7.9.2010 10
  11. 11. 3. Our challenge “How to transform the old to the new world” Leadership Culture Entrepreneurial Hilti 2015 New Model Transformation Mix Hilti 2005 Command Classical Model & control Management Processes Fix / negotiated Mix Dynamic /slow /flexible/fast www.hilti.com 21. Controller Tagung I 7.9.2010 11
  12. 12. 3. The Hilti Management Model Ambitious Relative Targeting Culture Principles Performance Simplicity Rolling Forecast Review Transparency Empowerment Accountability Integrity, Commitment, Teamwork, Courage www.hilti.com 21. Controller Tagung I 7.9.2010 12
  13. 13. Management Processes and Culture merge to a new management model with high commitment based on a high level of trust.... Empowerment and Self-responsibility accountability Trust and Targeting Strong Values Culture Principles Rolling Performance Forecast Review www.hilti.com 21. Controller Tagung I 7.9.2010 13
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