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T&D Vision Hertz France 30 11 07
 

T&D Vision Hertz France 30 11 07

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Presentation that was recognized by the CNPA in France with the Trophy of Innovation in Training and Development rental car branch 2007

Presentation that was recognized by the CNPA in France with the Trophy of Innovation in Training and Development rental car branch 2007

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    T&D Vision Hertz France 30 11 07 T&D Vision Hertz France 30 11 07 Presentation Transcript

    • European Strategic Architecture = Well advanced Gold text = Europe = Implementation White text = Global ▲ = Scoping & developmentBusiness Customers / Technology PeopleProcesses Markets Hertz Brand campaign Best in class Organisation review Improvement ▲Customer website Pulse survey Process experience Strada (Claims Internal Driving Excellence Fleet collections Management communications Net Promoter Value brand System) Talent management Score ▲Replacement P2P (Purchase to Training and Total Value Vans and Trucks Pay) rollout development Management Ancillary revenue Rate engine / TAS Sales effectiveness Asset Backed Acquisitions rewrite ▲Rewarding Securitisation Network New HR system performance Supply Chain expansion Self-service Management kiosks, telematics
    • “Innovation Trophy” 2007 for innovation in the area of Training and DevelopmentOn Wednesday 24 October 2007, Hertz France received the “Trophy for Innovation” in Training and Development presented during the annualNational Rental Car Associations open day. This trophy recognises Hertz France for the creation of an internal university – “Université des Métiers”.This university was created in order to accompany, communicate and facilitate employee comprehension of France’s new training laws which amongstother things allocates an annual 20 hours of training time to each and every employee.
    • “Professional Training” – New laws in France – making them visible and comprehensibleIn January 2006 the « Training Department » of Hertz France was transformed into the « University des Métiers » with the objective of providing avisual explanation to employees of the new training laws put in place following the 2004 Reform of Professional Training in France :New laws require that the company’s annual training plan be presented according to three different categories of training: 1. Adaptation to ones work post (Adaptation au poste de travail) 2. Job evolution and the development of the necessary skills to maintain ones competivity (Evolution des emplois et maintien dans le poste) 3. Development of Individual competencies and skills (Développement des compétences professionnelles).In order to allow each employee to both understand why and how a training course relates to their individual situation and into which of the threecategories the courses presented in our annual training syllabus fall, our 2006-2007 Training Catalogue was accordingly organised around the theme ofexcellence. We strongly believe that individual excellence and organisational excellence are both beneficial to a company - excellent people areattracted to excellent organisations and at the same time excellent organisations tend to inspire individual excellence internally.
    • Thus we organised and regrouped our different training classes as follows: EXCELLENCE –(The Way of Excellence) - (adaptation au poste de travail) –The entire processes of employee induction LE CHEMIN D’ EXCELLENCE - (The Road to Excellence) - (évolution des emplois/maintien dans les postes) –all training programs that permitLA ROUTE D’ employees to keep up with technological and social evolutions. EXCELLENCE - (The Highway to Excellence) - (développement des compétences) –all training and development that permits LA VOIE D’ employees to develop their individual skills and competencies.
    • In 2006 the Université des Métiers presented its annual training catalogue (Guide de formation 2006) according to this new organisation:The notion of targeted competencies also appears in our catalogue with each training class detailing the skills and competencies that the participantshould be able to demonstrate upon his/her return to the workplace.We define competency as the capacity to produce a successful action in a work situation and we believe that these competencies consist ofbehavioural repertories that certain master/manage better than others enabling them to be more efficient in a given work situation. These behavioursare observable in daily work life and put to work, in an integrated manner, the individuals’ aptitudes, personality traits and acquired knowledge.Individual behaviours thus represent a link between an individual’s personal characteristics and the professional qualities required to successfullyexecute precise missions and tasks in the workplace.
    • Our objective is to evolve from training our employees to providing them with the skills and competencies necessary to successfully execute their roles.Training does not make any sense if it is not thought out with a logical analysis of its practical utility in a work situation, and if not constructed with aview to contributing to a project whose objective is to develop both the company and the employee.For Hertz it is vital to identify and develop globally the competencies and practices that contribute to the best performances. The objective of the“Université des Métiers” is to cultivate and develop a competitive advantage by excellence in continuously developing precise and perennial employeecompetencies and in turn developing the company through the sum of its individual employee skills and talents.
    • Our internal university is built upon the three fundamental needs of any human being: CLIENT INTERNE CLIENT EXTERNE OUR NEED TO BELIEVE IN SOMETHING (Notre besoin de croire en quelque chose) : * My own future, the future of Hertz and thus my employment *The products and services offered by Hertz OUR NEED TO BELIEVE IN SOMEONE (Notre besoin de croire en quelqu’un) : * My Colleagues, my Manager, my President * The men and women that rent me my car OUR NEED FOR SOMEONE TO BELIEVE IN ME : * Me as an individual * Me, the customer to which Hertz offers its and services
    • The DIF or « Droit individuel de Formation » (individual right to receive training) allocates 20 hours of training time annually to each employee. Thesetraining hours can be used for any training and development that permits an employee to develop his/her competencies and is subject to writtenagreement between the employee and employer. The employer has the right to refuse the request if the employer deems that the training requested isnot in-line with the company’s strategy. Concerning the DIF, Hertz’s’ objective is to provide a managed framework for the utilisation of individual DIFhours without impeding the “individuality” of the request. In order to accomplish this objective Hertz has worked on 4 key points: 1. Hertz has adopted and communicated to its employees a clear training and development strategy :
    • 2. Hertz has reinforced the processes of employee induction – Cycle “The way of Excellence”.
    • The way of excellence
    • 3. Hertz has built its DIF offer around the “entretien professionnel” (Individual Professional Evaluation) which becomes the corner stone of our training offer.
    • 4. We have communicated visually the different means of training available for employees with the objective that each employee becomes an actor in his/her own development.The Individual Professional Evaluation (Entretien Professionnel) in 2008 will become the corner stone of our DIF training offer. As the various traininglaws introduced by the reform stipulate that all employees must have access to life long training possibilities, we will use Professional Evaluation tobetter prepare our management teams for this new responsibility – the initiative to send an employee to a training program is no longer the uniqueinitiative of the company; the employee now becomes co-actor, as an individual, in the determination of his own training and development.THe DIF represents the right for any employee, at their initiative, to initiate a negotiation with their employer in order to participate in a training programof their choice, (financed by the company) by using the DIF training hour available to them.Hertz’s objective is to use the Individual Professional Evaluation “Entretien Professionnel” as a platform for the introduction of the DIF. A platformaround which both the annual training plan and additional DIF training offer will be constructed. Thus, the “Entretien Professionnel” affirms itself as thekey tool for the management of individual and collective training and development needs for the future.
    • Hertz’s objective is to use the « Entretien Professionnel » to provide: • A better management and measure of individual and collective employee skills and competencies; • A constructive dialogue between the manager and the employee; • A better match and synergy between the company’s annual training plan and the company’s strategic development needs; • A real recognition of individual contributions and motivation factors; • Increased performance at every level.The DIF training offer is constructed around the « Entretien Professionnel ». Hertz, France adheres to the DIF concept and in order to facilitateemployee use of their DIF hours, has integrated a DIF training offer into its annual training plan. The DIF is thus: • A credit of individual training hours; • The right to take the initiative to ask; • An incitation to a negotiation « win-win » outcome; • An incitation to contractualise the decisions taken during the fore-mentioned negotiation; • An additional legal framework that can be used to organise employee training and development.
    • The development of the DIF requires a closely managed training offer that reflects both the needs of the company and the individual skills andcompetencies required by employees to meet the company’s needs. « A training offer that is constructed in parallel with the company’s strategy -; accessible by the bias of anindividuals DIF hours - providing the opportunity to participate in various additional training classed presentedand financed by the company ».The essential steps necessary to succeed in the set up and execution of this new DIF training offer are: • Motivate our employees to train and develop themselves. • Channel individual requests toward a training offer validated by the company • Negotiate two party agreements on the conditions of participation and results expected of the training
    • New Management Training Syllabus constructed Vision of the construction of a DIF offer - November 2005
    • Our new management training syllabus designed to accompany managerial development from the beginner to the experienced manager. Thesemanagement courses are available to all employees via the use of their DIF hours or via the company’s annual training plan.
    • In order to kick-off the DIF training offer the “Université des Métiers” wanted to propose English language training in order to better prepare HertzFrance employees for the ever increasing need to communicate in English, and this by means of E-Learning.
    • In July 2006, we kicked-off an on line English language training programme, “Global English” which was made accessible to all employees on conditionthat they had an internet connection and personal e-mail address at home. Each participant signed a learners agreement (contract) agreeing that incounterpart to Hertz paying for their one year access to the Global English Internet Site, they agreed to complete at lease 7 activities per month orapproximately 90 minutes of E-Learning/month and this during their own time.Each participant was required to provide written motivation as to why they wanted to improve their English Language skills (see above « contratd’apprentissage »). The programme was kicked off by Monsieur Eric POKROVSKY, President of Hertz France at the time (See e-mail below).The first full year of on-line language learning was completed in July 2007, with 250 participants who completed 18 000 hours of learning for 22, 362activities completed. This represented a ROI (return on investment) of 9€ per hour of study.
    • At the end of each month, the President of Hertz France sent a monthly report to all participants and their respective management. This report dividedlearners into 3 different categories – “those that need to be congratulated for going beyond the number of activities stipulated in the learnersagreement “, “those that need to be thanked for respecting the number of activities stipulated in the learners agreement” and finally “thosewho needed to be encouraged because they hadn’t managed to respect their learners agreement”.
    • For almost 2 years the Univérsité des Métiers has actively worked with Thompson Net G, Hertz’s US supplier of e-learning, in order to build an onlinetraining offer. The offer today, in its pilot programme stage, is composed of more that 1500 different courses, of which a hundred or so are in French.The DIF offer will be launched in January 2008 on the new Skillport platform.
    • The benchmark for Employee Integration and the Training Passport (Photo Service – Photo Development - 400 agencies in 5 countries)
    • The Training Passport (passeport formation) was implemented in 2006 to allow each employee to vision his/her individual training plan and to follow thesubsequent validation of the competences acquired during training. This information is available in real-time via our internal communication platform(Hertz Interactive Platform or HIP).
    • In order to view the training path of the employees in a particular Hertz agency, the Station Manager connects to HIP – Heading Univ. Métiers
    • Then he chooses the name of his agency – in this example we will use « Paris Airports »
    • Then appears the name of all personnel assigned to Paris Airports and the training classes that they have completed – the training classes that reflectthe company’s actual training syllabus in use.
    • Mid - 2007 we put our entire training syllabus catalogue on the HIP platform which is accessible to all employees.
    • Planning prévisionnel 2008 Lun Mar Mer Jeu Ven Lun Mar Mer Jeu Ven Lun Mar Mer Jeu Ven Lun Mar Mer Jeu Ven Lun Mar Mer Jeu Ven 1 2 3 4 7 8 9 10 11 14 15 16 17 18 21 22 23 24 25 28 29 30 31 RéunionJ Dpt TDM 1 SP HOF GEN HOF MDL HOFAN CPG BF&ST SERV HOF Séniors GAR IA HOF 1 4 5 6 7 8 11 12 13 14 15 18 19 20 21 22 25 26 27 28 29 RéunionF Dpt GEN HOF CPG BF&ST DR9E CORR SP PERFV CPG BF&ST DR5 TDM2 HOF SERV HOF 3 4 5 6 7 10 11 12 13 14 17 18 19 20 21 24 25 26 27 28 31 Réunion CPG BF&STM Dpt CORR SP DR8/4 DYE HOF GAR CPG BF&STA HOF DR6/7R SERV HOF PMG1 SP HOF GEN HOF LED HOF Chemin Route Voie Congés scolaires X AFS = Affirmation de soi (DIF) X GPO = Gestes et postures X + U RSS = Recyclage Sauveteur Secouriste U CAR = CarRent X LED = Développer son leadership U SERV = Service Gagnant X CG = CEGOS U LOC = Circuit de location U SEL = Sélection Ciblée U COR = TAS correspondants U MD = Moyenne Durée U SIT = Gestion des situations délicates X DYE = Dynamique d’une équipe X MEX = Manipulation des extincteurs U STO = Stop Contact X IE = Intelligence émotionnelle X MDL = Mobiliser autour de la délégation X + U SST = Sauveur Secouriste du travail U ENT = Entretien annuel & entretien professionnel U NAV = Navigator U TAN = Tactiques de l’animation X EEV = Entretien d’évaluation X HAB = Habilitation Electrique U TAS = Découverte du système TAS U FIN = Finance pour non financiers U PER = Perfectionnement U TDM= Technique du Management U FFA = Faire face à des situations difficiles U PMG = Pratiques du management U TEL = Téléaction X G&P = Gestes et Postures X + U PMP = Performance management programme U TIP = TIPS U GAR = GAR U PNL = Gestion de performances Financières U TUT = Tuteur U FRI = FrigoRent X PRB = Pare Brises U VCI = Visite ciblée U GEN = Génération Excellence U QAL = Qualité U GCC = Gestion des comptes clients
    • Vision, Mission & Values
    • Providing a framework for employees to use in order to understand the purpose of Company Vision, Mission & Values:
    • Communication of Hertz’s new Vision, Mission and Values
    • Communication of pulse survey results and action plans:
    • More awards for Hertz Europe
    • Delighted, loyal customers The road ahead and partners Motivated, trained and rewarded employees Leading market share and profitability Constant stream of new Vision, Mission, Values products Strategic Architecture Reduced bureaucracyRegions Centres Shared Councils State-of-the-art technology of Services Transparent, real-time Expertise communications Alpha / Genesis Europe & Global Culture of feedback and Business Operating System continuous improvement Have fun and celebrate success!
    • How do we know we’re there?Double digit growth in targeted segmentsand marketsNPS >50%, Contact ratio <1%Gold program >40% of revenueBest in class pulse survey result: 4.2+Complete 10+ acquisitions within 5 years
    • European Strategic Architecture = Well advanced Gold text = Europe = Implementation White text = Global ▲ = Scoping & developmentBusiness Customers / Technology PeopleProcesses Markets Hertz Brand campaign Best in class Organisation review Improvement ▲Customer website Pulse survey Process experience Strada (Claims Internal Driving Excellence Fleet collections Management communications Net Promoter Value brand System) Talent management Score ▲Replacement P2P (Purchase to Training and Total Value Vans and Trucks Pay) rollout development Management Ancillary revenue Rate engine / TAS Sales effectiveness Asset Backed Acquisitions rewrite ▲Rewarding Securitisation Network New HR system performance Supply Chain expansion Self-service Management kiosks, telematics
    • Alpha Europe statusNew organisation implemented July 2Finalising European CoEs includingSLA’s, funding model and recruitmentCommercial and Operating Councils nowactiveAnnualised savings of $27m implementedby this year end
    • Centres of ExpertiseOrganisational group of expertsGlobal / regional / country programsbased on business requirementsEstablish standards and processesBest practice sharing, efficiency,consistencyDeliver to agreed service levels
    • Active collaboration between Countries, CoEs and other CoEs Priorities / needsCo u n t r i e s Service levels Resources and • • • • • costs• • • • CoE 10
    • Genesis componentsGlobal Centres of ExpertiseBusiness Process Outsourcing (BPO)Business Process Re-engineering (BPR)
    • Genesis update: Business Process Re-engineering (BPR) In Europe, three key domains:Vehicle Rental Europe Fleet Management Europe HCM GlobalLeader: Neil Cunningham Leader: Alf Thomson Europe leader: Pat Smith 17 Sub-domains, with 50 people working on over 100 projects Business case, project management needs, and IT support
    • Leading BPR projects in EuropeVehicle Rental Fleet Management HCMBase rate upselling Daily fleet planning Strada EuropeAutomated delivery & Enforcement of Fraud managementcollection charges contractual termsSelf-service kiosks Recovery fuel end of life Receivables to HESCRFID Car sales web portal Strada implementationDamage: process Pan European car sales for US & Canada –Turnaround efficiency structure project leadReduce RA pages Buyback reconditioning eARF pan-E interfacingOptimise one ways Intelligent dispatch with StradaReduce no showsSales of super cover
    • Pulse survey: Europe Understand Senior Team Customers Know how Motivated to # of why we are is focused on benefit from my job help Hertz Surveys changing future success change contributes succeedSurvey 1 3.8 3.5 3.4 4.2 4.1 3,397Survey 2 3.7 3.4 3.2 4.0 4.0 3,953 Manager Manager acts Opportunity Intend to stay Recommend Average listens to me on my to develop six months Hertz Score suggestions careerSurvey 1 3.7 3.4 3.2 4.2 3.4 3.7Survey 2 3.6 3.3 3.0 4.0 3.2 3.5
    • In response to the pulse surveyContinued emphasis on communicationsNew Global Talent Management CoEMany local actions took place – examples: – More department meetings and country briefings – Change management support to leaders – Roll out of Net G training courses – 10 competition winners joined German management team event – English courses in Italy
    • Functional Competencies Human Agility and Resources Adaptability Effective Communication Personal Operations Accountability Drive Pe Collaboration l na Trust and op so Integrity le Build talent r Pe Th Demonstrates Initiative lt s Use InsightfulFinance Judgment ou su Drives Execution Principled gh t Re Displays Global Perspective Leadership Passion for Customer Service Strategic Operational Marketing Thinking Excellence Sales
    • The PMED system: driving a performance based culture Charter: Performance Accountability Pay for for results performance Management & Employee Development integrates people andExecution Feedback organisationpriorities for results development toward collective achievement Business-led of the company’s short- Integrated career training and long term management & development objectives.
    • Key features of PMED systemCreate alignment around key result areasEnable formal, two-way communicationLinks achievements to total rewardsReviews leadership & functional competenceDrives development and career plansFeeds succession & high potential process
    • Simple method to reward performanceKey Results Areas Reward Company Impact Bonus Objectives Personal Set Performance Objectives Rating Performance Drives Total Rating Reward
    • Performance management processLaunches the development of a performance basedculture. Focus of the 2008 plan rollout: Create an objective picture of performance No changes to the current bonus plan Bi-annual reviews (mid year and end year) Enable ongoing dialogue Individual development and career plans
    • Europe Sales CoE mission Win, manage and co-ordinate multinational accounts and partnerships Support Regions and Franchisees through system and product enhancement Align strategy, develop sales policies, processes, toolsExample customers and partners
    • President Michel TarideEurope Sales CoE organisation Sales Director Europe Fabrice Quinquenel Annette Page (0.5) Corporate Sales Support Manager Replacement Franchise S&M Director ofSales Managers Sales Director Manager Travel DistributionBreda Fitzpatrick Bridget Williams Maxine Korobuk Edouard Brinon Anne Leonardi Gina Costa Mathias ThillBruno Kauffmann Manager Airline Business Ryanair Business Development Europe Development Manager Bid Coordinators Arthur de Perthuis (interim) Enda O’Toole Anup Sondhi Ryanair Account Sales Automation Director Executive (Vacant) European Account Fabia Henriques Manager Online William Hennessy Priya Tailor (Maternity Leave) Richard Bowden Booking & Distribution Travel Distribution Managers in Country Matt Hoyle (Maternity Cover) Italy (1) – Vacant Mark Hayward Head of Online Agency Project Executive Germany (2) – Bernadetta Kada, 1 vacant Sales Europe Product Development Colin Pointer United Kingdom (2) – Claire Flack, 1 vacant Arthur de Perthuis Stuart Noel Spain (2) – Olga Cebrian Fernandez 1 vacant France (1) – Jacky Callieau Business Travel Managers United Kingdon (1) – Phillipa Stone Partnership Managers in Country Germany (1) – Adriane Petlic France (1) – Vacant Manager Travel Industry Germany (1) Vacant and Associations Europe (Vacant)
    • ActivitiesGrowth strategy: emerging markets,insurance replacement business andcontractBusiness highlights: Philips, BP, IBM,Mars, AT Kearney, Gulf Air, AmericanExpress, Michelin, VolvoSales transformation: joint project with thecountries
    • Europe Marketing CoEResearch trends, customer needsDevelop and maintain: – Brand, loyalty and product strategies – Value proposition, customer experience and price positioning – Products and ancillary revenuesManage communications throughoutall sales channels and segments – Sales force, reservations, branches, partnerships, online
    • Europe Marketing CoE Organisation President Michel Taride Director of European Marketing Lesley Lindberg Assistant Annette Page Customer Associations Experience John Andrews VacancyProduct Mgmt & Brand & Marketing Online Marketing Integrated Marketing Integrated Marketing Dev Communications Programs Germany, UK, Switzerland France, Spain, Italy Elizabeth Norris Netherlands, Belux Gianluca Pinto (27/11/07) Jamie Stepien Sabine Wagner (Acting) Carol Gue (Acting) David Oliver Web Marketing Manager Product Manager Alex Beard Fleet Marketing #1 Club & Gold Germany FranceProduct Managers: Manager Sabine Wagner Dan Gabay (Acting) Affiliate Manager Carol Gue Isabelle Kerdat Clayton Spencer Helen Horwood Italy Program Manager Emanuela Clementi James Cowan Content Manager UK Staff & Member BenefitsChristo Caratossidis Vacancy Simone Cornelio Temerity Vinson Spain Communications Managers Andrea Popa Vacancy Web Analyst Theresa Sidhu Program Manager Andy Williams Switzerland Netherlands/Belux Ed Freeman – External Programs Stuart Raymond (Jan 08) Isabel Klug Vacancy Tracey Stammers Search Marketing Mgr Vacancy
    • “State of the nation”Fleet and interest cost increaseMarket volatilityWeak $ and high oil pricesIntense competitionStronger growth in Q3 and Q4Restructuring and other initiatives well underwayBusiness Plan 08 in final stages
    • Business highlights
    • Global Organizational Learning & DevelopmentThe journey towards an integrated structureBlueprint (November 5, 2007)Global Talent Management CoEKarl-Heinz OehlerUpdated: Draft
    • The strategic architecture underpins the overarching operating principle for Global Centers of Expertise Value Creation Strategy Global Succession and High Global Selection Global Performance and Global Organization Potential Management and Recruitment Career Management Learning and Development Change Management HR Due Diligence Mergers & Acquisitions (Asia) Global Organization DesignKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 1
    • Strategic Architecture for the Talent Management CoE Drive budget discipline Drive organizational and manage cost of transformation to a high Enable acquisition due Enable effective entry service to impact ROI performance culture diligence and integration into new businesses and markets Global CoE Leadership for Best-in-Class Services Position Hertz as the Employer of Choice Courageous leadership Create talent pools for Demonstrate Promote a global, Leverage the brand “Build a career with to drive change timely placements business acumen diverse culture name Hertz” Selection and Recruitment Performance and Career Organizational Learning and Succession and High Potential Management Development Management Identify talent and facilitate Leverage the performance Link the learning & development Identify talent and facilitate talent movement of talent across management process as catalyst portfolio to business priorities mobility across businesses businesses for succession and high potential Support key Hertz initiatives with Assess and close critical Retain high potential employees management targeted training programs competency gaps and key leaders Link total rewards to achievements Build partnerships with external Create global succession plans Attract and retain the best talent in in key result areas learning providers Link succession and high potential the industry Facilitate best practice sharing Facilitate 360 degree programs placement decisions to critical Establish core leadership Cascade objectives to achieve Establish adaptable development recruitment needs competencies execution alignment tools Reduce turnover through better Create a feedback culture through Develop Hertz’s change selection ongoing dialog management capabilities Deliver consistent value to achieve internal effectiveness and external competitiveness Provide world class Establish Hertz core Enhance organizational Facilitate and enable Design effective selection systems competence models effectiveness organizational change organizationsKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 2
    • Functional Competencies Human Resources Agility and Adaptability Operations Personal Accountability al Pe Trust and on op rs Integrity Pe le Hertz Leadership Model Demonstrates Finance Initiative Th Use Insightful ou lts su Judgment gh Drives Execution Re t Display Global Principled Perspective Leadership Operational Excellence Passion for Customer Marketing Strategic Service & Stakeholder Thinking Success Sales2007 Global Talent Management – The people part of business planning
    • Leveraging the diversity of people united by a compelling vision is fundamental to building a global companyKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 4
    • What the Global Talent Management Center of Expertise stands forKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 5
    • Global TM CoE value proposition – Impact on business results Business Results TM CoE programs linked to business drivers Challenge status-quo and drive change HROD Credibility Live the values Ethics Business Deliver the promise Business Integration Acumen CoE proficiency Company value chain Best practices focus Customer intimacy Systemic, business- Industry knowledge led services Responsiveness and Balanced scorecard achievement orientation with TM-CoE KPIs Drive for stakeholder Performance driven successKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 6
    • Building successful organizations is a systemic and integrative process Define the Direction – Continuously adjust and (re)align Continuously manage and adapt to changes in performance O I C p m E p Design x o t Measure BUSINESS PEOPLE P e n i l BUSINESS the l e the STRATEGY STRATEGY a c t m RESULTS Measures u r i m Impact n t o z e e l n e t Return on People Alignment GTM Practice areas drive Organizational Effectiveness Measure the impact on P&L and protect the intellectual capital of the organization Copyright © Karl-Heinz Oehler 1993, 1995, 2002Karl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 7
    • The proposed charter of the Global Organizational Learning and Development OrganizationKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 8
    • Summary of Global Talent Management CoE practice area roles and key services (may not be exhaustive) Development of a strategic vision for the GOLD function Implementation of business-led and global organizational learning initiatives Provision of a global GOLD solution portfolio Building of a continuous learning culture in Hertz Provision of seamless training, development, and learning process consulting services Translating GPCM & GSHP outputs into targeted development solutions Annual GOLD planning & budgeting Creation and management of an organizational learning dashboard Link results of GOLD statistics to key business performance indicators Access to training through flexible and adaptable delivery methods Lead and manage the organizational learning & development function Drive the evaluation, selection, and implementation of an OLMSKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 9
    • Summary of key deliverables - (may not be exhaustive) 3 year global GOLD strategy white paper Annual operations plan Annual GOLD budget Global needs analyses Integrative development plans Global business-led learning and development curricula Annual training calendar Development methodology and tools Learning transfer tracking External provider management Global GOLD policy GOLD dashboard GOLD process consultancy servicesKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 10
    • Global Organizational Learning and Development structure Practice area based (5 maximum) Lean, simple, and effective Global coverage Business-led GOLD portfolio Accessible and transparent Adaptable and fluidKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 11
    • Global TM CoE impact on business results will be measured in different ways Organizational P&L Lines TM CoE Touch points TM CoE Measures TM CoE Contributions Measures Total Revenues Cost of Sales Sales Effectiveness Program cost as % of Competence models Pipeline opportunity cost Return on Sales Selection Assessments Asset turns Contribution to cost of Coaching sales Targeted development Workforce planning Sales Productivity Sales per person Retention planning <Variable Cost> Impact on Operation Market Share Account Penetration Gross PFT Margin % Margin Growth <Fixed Cost> Cost of Operations G&A Cash flow contribution Targeted development Capacity Utilization PPI as % of HR/OD Assessments Utilization Operating cost Performance management Yield Career Planning Operating PFT Impact on cash flow EPS Savings from turnover eLearning Impact on shareholder value reduction Action learning <Corporate O/H> Resource optimization Overhead cost as % Return by % of charges Succession management Organizational efficiency of total revenues Organization design Organization effectiveness PBT Organization Effectiveness Internal customer satisfaction <Tax> PATKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 12
    • Net impact on bottom line implementing a three year selection and recruitment plan (US only) Estimated Turnover analysis and Target change Target change 2006 change TOTALS improvement plan (US only) 2007 to 2008 2008 to 2009 2006 to 2007 Annualized ytd turnover (People) 6,195 6,014 4,210 2,947 19,366 Average turnover cost ($) 46,462,500 45,105,000 31,573,500 22,101,450 145,242,450 Estimated gross savings from 1,357,500 13,531,500 9,472,050 24,361,050 operational efficiencies (1) ($) Turnover cost as % of 2007 PR/B 3.03% 2.94% 2.06% 1.44% Selection and recruitment investments 38,000 0 1,500,000 750,000 2,288,000 ($) Estimated net savings after 1,319,500 12,031,500 8,722,050 investments (1) ($) OPT cash flow impact (cum) ($) 1,319,500 13,351,000 22,073,050 (1) BPO Headcount reductions Time-to-hire reduction Cost to hire reductions Turnover reductionsKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 13
    • Fundamental analytics to establish a baseline Current portfolio (Pareto use) Categorize training days (by employee/by business/by program) What happens in the field (self made or contracted) Consulting hours/days/fees Distribution (%) of delivery mechanism (by program/by business) Transfer of acquired knowledgeKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 14
    • Group challenge for the next 2.5 days Design the most effective global GOLD structure Outline the “optimal” portfolio for 2008 Identify key GOLD processes Define key touch points with other GTM practices Ideal program delivery by major practice area Establish key performance indicators (dashboard) Transition plan into the new structure (timelines) What does success look like in 12 monthsKarl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 15
    • Planned Accomplishment for Next Period – Driving Execution Focus Next 30 days Next 60 days Next 90 days Action 1 Action 1 Action 1 T&D Analytics Action 2 Action 2 Action 2 Action 3 Action 3 Action 3 Action 1 Budget Action 2 Action 3Karl-Heinz Oehler - August 2007Updated: October 18, 2007 Global Talent Management – The people part of business planning Page - 16
    • CoE Practice Area Development BriefingGlobal Organizational Learning & DevelopmentWhat it is & How we’re going to get thereNov 9 2007Version 0-3
    • Becoming a CoE means big changes for L&D 1. Hertz needs something different for L&D 2. We need to re-evaluate our internal customer 3. Our internal customer needs 4. GOLD will be structured through six Practice Areas 5. Delivery routes 6. Becoming a CoE means big changes for L&D 7. The GOLD Charter 8. The Way ForwardNovember 9, 2007 GOLD CoE Practice Area Development Page - 18
    • Hertz needs something different for L&D In terms of bring training and learning resources together under one global umbrella, something different is needed to: Control costs Have Hertz be seen as a learning organization Send a single message how Hertz Learning and Development operates Homogeneous offerings,November 9, 2007 GOLD CoE Practice Area Development Page - 19
    • We need to re-evaluate our internal customers The L&D CoE will serve …but will not serve [directly]: Business Units (Worldwide) Transactional Units / Business Administration units 360 Program Evaluation Equipment (technical training) High Pot (HIPO) Routine recruitment processes Consultation Some of the sales / Op trainingNovember 9, 2007 GOLD CoE Practice Area Development Page - 20
    • Our internal customer needs Main Challenges for our internal customers Common needs across internal customer groups Turnover L&D that enables differentiation (and brand enhancement) Morale through transition Business skills Productivity / How to do more with less (culture) Developing a culture of empowerment to find ways of Expansion & scale of revenue growth expectation in doing more with less an increasingly competitive environment Effective & efficient delivery Sustainability of improvement benefits Basic Management and Personal effectiveness Cost impacts of Language & Diversity (translation, development recruiting, relocation) Performance management / coaching Career progression paths Robust practice / training environmennts Revenue & profitability during layoffsNovember 9, 2007 GOLD CoE Practice Area Development Page - 21
    • GOLD will be structured through six Practice Areas: GOLD CoE Practice Areas: 1. Operational 2. Operations 3. Sales & 4. Management & 5. Executive Excellence Effectiveness Marketing Personal Leadership The Hertz Way Effectiveness Systems training From basic sales… Principled Leadership Procedures training (front-line) Team member Global Business Vision On-boarding Strategy execution Intro to Hertz Customer service & Managers Our customer experience “Personal management” For… (& Building Talent Vision in Practice Cross-team management Performance Management Values in Action …to strategic marketing Performance Management ‘Front Office’ Executive Coaching) “One Team” Management Development Lean, Six Sigma, HIP Personal Effectiveness [360] TVM Field Operations Business & financial Quality Tools orientation Safety Customer Contact Center Empowerment Selection & Recruiting Diversity Language 6. Learning & Development Quality L&D effectiveness and value KPIs, L&D standards (& Quality Brand) L&D evaluation tools (including impact on business results, transfer to higher performance on the job, learner tests / assessments, learner satisfaction, audit) Vendor controls, Learning Council, Communications tools e-Platform (including LMS)November 9, 2007 GOLD CoE Practice Area Development Page - 22
    • Delivery routes The 6 primary delivery routes: 1. e-Platform 4. The 4. The 5. H.R. 5. H.R. 6. GOLD 6. GOLD Business Business Business Business CoE CoE (Line (Line Partners Partners Mgmt) Mgmt) GOLD GOLD CoE CoE Design, Build, Design, Build, Buy 2. HR Operations Buy 3. Alliance / Outsource PartnersNovember 9, 2007 GOLD CoE Practice Area Development Page - 23
    • Becoming a CoE means big changes for L&D We are not principally a delivery Lean, simple, and effective mechanism Global coverage Delivery is through HR Business Partners Business-led GOLD portfolio GOLD CoE defines what learning & Accessible and transparent development to meet the need, and the Business Partners get’s it done (by using Adaptable and fluid HR Ops and Business line) The CoE provides strategy, tools, advice, methodology and process Defining KPIs that meet business needs Measuring the impact of training through specific, adopted ROI metricsNovember 9, 2007 GOLD CoE Practice Area Development Page - 24
    • Global Organizational Learning and Development Charter Purpose Lead the transformation of Hertz into a learning organization, in which individuals are supported to take ownership of their learning and development. Ensure the development / procurement and implementation of cost-effective, business-oriented learning and development Provide Hertz employees access to appropriate professional development and continuous learning. Implement effective program delivery methods to provide flexible and adaptable means to access programs anywhere at any time. Main Services Develop the learning & development portfolio, linked to business priorities & strategic architecture Active support for the key Hertz initiatives, with targeted training programs Develop and implement leadership and management development programs (and facilitate the 360 degree feedback process for the leadership executive development programs) Develop Hertz’s change management capabilities. Main Business needs analysis and prioritization. Review the sources of material. Commission or develop content to meet business needs Processes Customize as appropriate. Assess readiness for delivery and determine appropriate methods. Evaluate and validate against the business needs Build partnerships with internal & external stakeholders and learning providers. Build reliable metrics to assess effectiveness in business terms. Roles / Touch Development of a strategic vision for the GOLD function; provision of one global training, development, and learning process; consulting services; Points Translating Global Performance & Career Mgt & Global Selection & High Pot outputs into targeted development solutions. Structure Six Practice Areas: 1. Operational Excellence (The Hertz Way); 2. Operations Effectiveness; 3. Sales & Marketing; 4. Management and Personal Effectiveness; 5. Executive Leadership; 6. L&D Quality Main 3 year global GOLD strategy white paper, Annual operations plan, Annual GOLD budget, Global needs analyses, Integrative development plans, Deliverables & Global business-led learning and development curricula, Annual training calendar, Development methodology and tools, External provider Benefits management, Global GOLD policy, GOLD process consultancy services, Learning transfer tracking, GOLD dashboard. Indicators Evaluation outputs. Training spend as a % of revenue, and payroll. Training days and spend per employee. Program cost as % of Business area Contribution, Sales per person, Cash flow contribution as % of HR/OD Operating cost, Savings from turnover reduction. Pulse Survey and employee feedback.November 9, 2007 GOLD CoE Practice Area Development Page - 25
    • The way forward Transformation, while ‘keeping wheels on the bus Opportunity Global, consistent standard and quality of L&D Cost reduction through consolidation Leverage scale with suppliers/reduce no of suppliers We need from KHO Clear feedback and direction Clarity of MPF’s expectations Barrier Busting Timescales Communication with and enrolment of stakeholders Still to solve the puzzle of how best to deliver training to the fieldNovember 9, 2007 GOLD CoE Practice Area Development Page - 26
    • Goal 30 Build the most effective structure to sense the organisation!To learn, what not to say instead of saying!
    • Presentation of... 31 Shared Services in DublinEurope RAC HIP & Sales Academy Van & Truck Germany US Sales US HERC & Marketing US RAC HIP
    • Expectations 32- Common view of how to the preferred internal customers/business partners- Understand each other roles, work together, have a global view- Understand how to learn from/adept each other best practice- Be able to go back and tell people what its going to look like and what opportunities are- Share experience, listen, recognize value- Have an action plan- Share successes, what works
    • Expectations 33- Get clear direction for the future, to be able to start helping our people- Leave with understanding of our goals and objectives- Use opportunity to get to know each other, make new friends- Be clear about what we can bring to business to enable our differentiate itself- Surface necessary conflicting points of view, overcome issues collaboratively
    • Expectations 34- Move away from “training” towards a broader view of L&D- Become business led, business focused- Share HERC experience- Clarity on structure- Drown up experience in the room from those who are not in Hertz- Keep focus on employees- Understand, what we all do- Hear and share the best practice- Get help filling gap, esp. management issues
    • Additional statements to KH presentation 36Two ways of outsourcing:1. Outsourcing at all2. Outsourcing in piecesDefinition Teamwork:Teamwork means not to allow another team member to fail!Trial & Error → a key component to any change processes
    • Additional statements to KH presentation 37Find different solutions → other ways of doing stuffConsider the difference between effectiveness and efficiency!Providing direction is critical, but one company, one voice.Message: Just one way!Performance Management = key factor for L&D!
    • Additional statements to KH presentation 38Goals: an individuell L&D plan for each employee reduce turnover about 35 %Position: Hertz as an employer of choise!Recruiting isn`t existing today!Functional competencies → competence model for HR
    • Additional statements to KH presentation 39Global or local:80 % should be globalMax. 20% should be local → national factsOur role: the best type of training delivery for...Decisions are open: people can say, what they like to work for... Business partners, COE, and so on
    • Additional statements to KH presentation 40Practice area solutions:(1) Quality(2) Executive education & leadership development(3) Organization effectiveness (Operational effectiveness)(4) Sales and marketing(5) Management & Frontline DevelopmentE-learning → “delivery mechanism or practice area”
    • Additional statements to KH presentation 41No structure by organisation(e.g. HERC, RAC)Best methodology isnt decidedCertification programmes for CSR
    • “One List” of all countries 46Customers: - Field operations - Support areas - Everybody (for HIP)Main challenges: - Sustainability to benefits - Turnover - Morale through transition - Productivity - Do more with less
    • “One List” of all countries 47- Clear career progression- Increase revenue- Expansion- Diversity/language- Customer service- Competition- Unrealistic sales quotas- Sell through 3rd parties- Enthusiasm for a better way of doing things vs. lay-off`s
    • “One List” of all countries 48Needs: - Differentiation (enhance brand) - Management development and people development - Effective/efficient delivery - Business skills - Achieve more with less - Implications of Lean environment (big down to source and fix, empowerment)
    • “One List” of all countries 49Meet demand: - Instructor led - On-line - Helpline calls - Field visits - Training needs - Coaching - Onsite with people (especially HIP)
    • Karl-Heinz Statement for building our Practice Area model 50 “As a COE we are not a delivery mechanism. We deliver through HR Business. We say (“Here is how you...”) and they do it, or get it or done by somebody else. We (the COE) provide strategy, tools, advice, methodology and process consulting.”
    • Practice Area model (“home room”) 51GOLD CoE Practice Areas: 1. Operational 2. Operations 3. Sales & 4. Management 5. Executive Excellence Effectiveness Marketing & Personal Leadership The Hertz Way Effectiveness Systems training From basic sales… Principled Leadership Procedures training (front-line) Team member Global Business Vision On-boarding Strategy execution Intro to Hertz Customer service & Managers Our customer experience “Personal management” For… (& Building Talent Vision in Practice Cross-team management Performance Management Values in Action …to strategic marketing Performance Management ‘Front Office’ Executive Coaching) “One Team” Management Development Lean, Six Sigma, HIP Personal Effectiveness [360] TVM Field Operations Business & financial Quality Tools orientation Safety Customer Contact Center Empowerment Selection & Recruiting Diversity Language 6. Learning & Development Quality L&D effectiveness and value KPIs, L&D standards (& Quality Brand) L&D evaluation tools (including impact on business results, transfer to higher performance on the job, learner tests / assessments, learner satisfaction, audit) Vendor controls, Learning Council, Communications tools e-Platform (including LMS)
    • Practice Area model 52 The 6 primary delivery routes: 1. e-Platform 4. The 4. The 5. H.R. 5. H.R. 6. GOLD 6. GOLD Business Business Business Business CoE CoE (Line (Line Partners Partners Mgmt) Mgmt) GOLD GOLD CoE CoEDesign, Build, Design, Build, Buy 2. HR Operations Buy 3. Alliance / Outsource Partners
    • Contents of Practice Areas 53 Portfolio Ideal delivery mechanism In House - Line management Instructor led / classroom In House - L&D CoE Coaching/mentoring e-Learning / on line In House - HR Ops Practice Touch Points Train-the-trainer Help line calls Job rotation Field visits Outsource Essential Good to have1. Operational Excellence Induction and Orientation y y Business line management aka Quality & Ops Excellence Lean, Six Sigma, HIP Commensurate with level of development y y y aka The Hertz Way Safety y y y Business line management, External vendor Mentor & Buddy checklists Managers Guide for Orientation Orientation resource materials2. Operations Effectiveness Systems training Materials online and virtual classroom, and classroom y y y y y Procedures training Different Levels Both materials online and virtual classroom Customer service y y y y3. Sales & Marketing Sales 101 intro y y y Management Practice Area Inside / outside sales y Operational Excellence Practice Area Negotiation y y y y Jim Mathers (Strategic Sales) Customer Contract Territory Management y y y Mike Wienstein Product knowledge y y Jim Carlson etc. Fred Daniels Account development y y y Strategic Marketing4. Management and Personal Effectiveness Performance Management Commensurate with level of development y y y Selection & Recruitment Management Development Performance & Career Management Personal Effectiveness Vendors Business & Financial Orientation HR Business Partners Empowerment Selection & Recruiting Diversity Language5. Executive Leadership Principled Leadership Blended solution likely y y Global Business Vision y y Strategy execution y y Building Talent y y Performance Management y y Executive Coaching y y 360 y y y6. L&D Quality L&D effectiveness and value KPIs Learning Council y y Performance & Career Management L&D standards (& Quality Brand) Policy documents HR Business Partners L&D evaluation tools (including… Online reports Finance Business Partners …impact on business results Audits Business line management …transfer to higher performance on the job Communications tools …learner tests / assessments …learner satisfaction …audit Vendor controls e-Platform Framework for aligning practice services to internal qualification
    • Problems to explore 54- How can we make save that...? Method to say...- I wish I know...1) How to define back office?2) Quality of OPS excellence would be part of quality “Hertz way” point of view on scope of box 13) Where does “revenue management” go?4) Where does outside sales go? Sales coordinator for HERC inside Hertz people5) Define L&D Quality
    • Results 56COE Practice area development briefingWhat it is and how we are going to get there... Results
    • Transition plan 57Transition Plan - Practice Area 1. Operational Excellence By 16 Nov By Jan 11 By Dec 7 By Feb 81. Document Workshop Charter for Gold CoE Nature of Practice Area Nature of Delivery Model Global communication of intention to consolidate L&D2. Enroll wider L&D community Identify all relevant L&D constituencies Inform colleagues on workshop Explain next steps (this plan) Address concerns, clarify questions Consult on what it takes to make success Encourage colleagues to be proactive & add comments3. Develop details of Practice Area Define core processes/activities of the practice area (what will we do, when up & running, weekly, monthly, annually) Products & delivery mechanisms (e.g. coaching, consulting) Define critical roles and capabilities (competencies, experience, will) needed in L&D Review with Business in-house competitive strengths vs. outsource/not competitive (according to required capabilities) Identify current L&D initiatives which fall into Practice Area and appropriate action (continue/bring to close/stop asap/refine for future) Review actions with Business and other stakeholders and agree responsibilities for each4. Assess gaps in L&D capabilities required to deliver Practice Area Review situation in house and how critical Assess outsource situation5. Propose options to close gaps Options & Business Case in principle risks to manage & business case select option in principle6. Develop implementation plans (a. to address gaps, b. to "keep wheels on the bus") Leaders onboard Plan & Budget Benefits tracking Risks management KPIs7. Validate way forward Present to other stakeholders including KHO See advice on priorities, any sensitives, linkages8. Communicate & Mobilize Inform wider audience Address Concerns Consult on how to ensure …9. Implement10. Review Progress
    • Roles and responsibilities 58R = Responsible → Does it!A = Accountable → Sees that it gets done!C = Consult → who must be consulted before a decision is madeI = Informed → who must be informed about the decision is made More explanation
    • Roles and responsibilities 59Next steps A R1. Document Workshop Steffi Steffi2. Enrol wider L&D community Maria (AUS&EUR) Steffi, Mary, Maria J., Sandra Donna (US RAC) Donna Greg (HERC) Greg Donna (US S&M) Donna3. Develop Details of practice areas 1 Andrea Steffi, Melanie, 2 Doug Ron, Bob, Dough 3 Donna Donna, Natalie, Sandra 4 Sandra Greg, Maria, Sandra, Steffi 5 Maria J. Maria J., Maria, Steffi, Jerry, Marie 6 Melanie Natalie
    • REPORTING EXAMPLE to discuss:L&D initiative update 60 Product Function Approach 07 Aug 07 Manager: Max Musterman On Track Key Deliverables Due Complete R/A/G Critical Issues – last 7 days R/A Lack of good quality data and analysis (inc. resource) – we only Amber 1. Portfolio Strategy 17 Sep 07 Green have high level & unvalidated external data e.g. market share from Euromonitor (contract to be renewed?). Limited internal historical data from COGNOS (27 months); have 6 years data product 2. Agree Services, RACIs, SLAs (within Marketing) 31 July 07 Green lifecycle data from Hyperion for Supercover, PAI , TP, Add Driver & YD surcharges, upsell only. How to find an approach that allows Amber for this weakness and still sell in a strong portfolio proposition to 3. Migrate existing products (confirm due date) 01Nov 07 Amber CC on 17 Sep. Amber How to establish migration “dates” for products from existing Amber owners – MN has lists of products from countries, but has not yet sorted them 4. Get buy-in from other CoEs – e.g. Pricing Aug Green Potential impact of lack of resource in hitting Marketing CoE Transformation Plan Amended SGP – need to do in detail – i.e. inc. RACI? 5. Apply Stage Gate Process (SGP) Aug Green Achievements – last 7 days Next Steps – coming 7 days Who When Top-line amended SGP approved in principle LL 02 Aug 07 (Simply Wheelz context). Meetings 1. Book in meetings with Paul Bermingham, Michel Taride MN 09 Aug booked in with CC members (to line them up ahead of CC on 17 Sep 07) w/c 13 Aug (Kyle Scott, to complete functional representation approval. Fabrice Q, Neil C). Pat K no real personal interest, but happy to see it if needed. 2. Socialise with other CoEs? MN Aug Marketing CoE approval for Services & RACIs done on time (end July) 3. Confirm with LL connect detail for portfolio strategy and MN 16 Aug Input and buy-in from “3rd party providers” (John Andrews) & “Global Product” (Judith Short) , update to CC on 17 Sep 07 – i.e. prioritise next steps MN 14 Aug which also helps in migration – 30 July 07 4. “Proof of concept” – using Green & Prestige case Presented outline Services & RACIs to Corp. Initiatives (Paul B) & Pricing (Franco Domicolo) & studies/working groups approach – leading to a 26 Jul & 01 Aug. Re-arranged session with Ian Seatree in diary for w/c 13 Aug (was 08 Aug) research brief MN 09 Aug Draft proposal to LL re role of portfolio – needs validating. Need to confirm hypothesis that it is 5. Confirm this approach with LL better to fix existing products now, rather than spend time scoping new ones (exc. Simply Wheelz)