Dr Sami Presentation Ex Pg March 2010.Ppt


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Presentation shared by Dr. Sami Baroum during P&G Alumni event on 15 March 2010 in Jeddah, Saudi Arabia

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Dr Sami Presentation Ex Pg March 2010.Ppt

  1. 1. Life Insights from an <br />Aging Corporate Leader<br />Dr. Sami M. Baroum<br />March 15th, 2010<br />
  2. 2. Insights<br /><ul><li>Livewith a vision
  3. 3. Manage with principles
  4. 4. Leave a legacy
  5. 5. Go with the flow
  6. 6. Nurture talents around you
  7. 7. Spread the message
  8. 8. Entrepreneurs start early
  9. 9. Mistakes are treasures
  10. 10. Professional life more than a job
  11. 11. It’s rarely “black & white”
  12. 12. Maintain sincere intentions</li></li></ul><li>Live with a Vision<br />It makes the journey a joy<br />It brings out the best in you<br />It improves your personal productivity & reduces life distractors<br />Make it a wholesome one <br />$$$ is just a means<br />
  13. 13. Savola’s Vision<br />To be the most successful publicly listed strategic investment group in the MENA (Middle East North Africa) region.  By most successful, we mean:  “being most profitable in terms of sustainable returns on investment to our shareholders, the most ethical and committed in our behavior and actions, and the most sophisticated in the way we satisfy our customers”. <br />
  14. 14. 5<br />Providing Compelling Direction<br />BEFORE<br />AFTER<br />Strategy Road Show - Electronic Voting<br />Q. I have sufficient Clarity on the Group’s Growth Strategy?<br />STRONGLY AGREE<br />AGREE<br />DISAGREE<br />STRONGLY DISAGREE<br />
  15. 15. Manage with Principles<br />Stop being schizophrenic<br />Leadership is about integrity<br />Don’t compromise your dignity<br />Stand for what you believe in<br />
  16. 16. 7<br />Only 1 in 10 companies experience sustained, profitable growth<br />Source : Bain & Company high performance organization database<br />
  17. 17. 8<br />High performance organizations build a system, with leadership and values as core elements<br /> 1. Provide<br /> compelling<br /> direction<br /> and <br /> leader-<br />ship<br /> 2. Define<br /> clear<br /> decision<br />accounta- <br /> bilities <br />5. Instill a winning culture<br /> 3. <br /> Develop <br /> and deploy<br /> talented <br />people<br />4. Excel at<br /> front-line <br /> execution<br />Source : Bain & Company high performance organization database<br />
  18. 18. 9<br />Leadership& Culture ARE the highest distinguishing characteristic of high performing organizations<br />Source : Bain & Company high performance organization database (n>500)<br />
  19. 19. 10<br />Why Culture? <br />Culture creates a distinctive corporate identity<br />Culture determines and guides sustainable ethical behavior<br />Culture drives success in the business through fostering a climate for growth<br />Culture fosters and encourages good business practices like Corporate Governance and Corporate Social Responsibility<br />Culture promotes and facilitates the practice of sharing mistakes and key learnings across the organization<br />
  20. 20. 11<br />“Leadership behaviours” is the single most important factor that influences culture<br />Which factors have a strong influence on your organization's culture?<br />Source: Bain EIU Organizational Survey (n=201)<br />
  21. 21. 12<br />Walking the Talk<br />Savola Management Conference - Electronic Voting<br />Q. Savola’s decision to take the write-offs in 2008 was the right decision, in line with its ethics and values<br />Agree includes those who strongly agree and those who agreeDisagree includes those who strongly disagree and those who disagree<br />
  22. 22. 13<br />Savola is performing well relative to int’l benchmarks and is improving<br />1<br />“Outperforming”<br />“Satisfactory”<br />“Underperforming”<br />2<br />4<br />3<br /><ul><li>Clear vision & priorities
  23. 23. Blurred vision</li></ul>Vision and priorities<br />Leadership<br /><ul><li>Uncoordinated leadership team
  24. 24. Cohesive leadership team</li></ul>Leadership team<br /><ul><li>Clear decision roles
  25. 25. Confused decision roles</li></ul>Decision roles & accountabilities<br />Accounta-<br />bility<br /><ul><li>Misaligned structure
  26. 26. Structure aligned with value</li></ul>Structure<br />People<br /><ul><li>Deep and well deployed talent
  27. 27. Deficient talent</li></ul>Right people, right jobs<br /><ul><li>Measures focused on what matters
  28. 28. Inadequatemeasures</li></ul>Measures and incentives<br /><ul><li>Superior capabilities & execution
  29. 29. Poor capabilities and execution</li></ul>Front-line<br />‘Mission critical’ front-line activities<br /><ul><li>Effective and efficient G&A</li></ul>Back office G&A<br /><ul><li>Bloated G&A
  30. 30. High performance culture
  31. 31. Low performance culture</li></ul>Performance culture<br />Culture<br /><ul><li>Make change happen
  32. 32. Change paralysis</li></ul>Capacity to change<br />Savola Group 2007 (n=189)<br />Savola Group 2008 (n=335)<br />High performers (n=151)<br />Average companies (n=610)<br />
  33. 33. Leave a Legacy<br />It’s a film, you fool!<br />It’s the treasure you’ll leave to your kids<br />It’s the stories you’ll tell to your grandkids<br />
  34. 34. Go with the Flow<br />You’re a feather carried by the winds of destiny<br />See the signs<br />Take the easier route<br />It doesn’t conflict with itqan<br />
  35. 35. Nurture Talents around You<br />They make it fun<br />They will deepen your learning<br />They will make you proud<br />
  36. 36. Spread the Message<br />You will start believing it<br />You will attract a similar flock<br />Be a catalyst for change<br />Ethics is gradually built through continuous<br />bombardment<br />Talk to more than just the brain<br />
  37. 37. Entrepreneurs Start Early<br />Avoid the deepening salary trap<br />Do it between 27-37<br />Build your stash early; markets make take-off any time<br />
  38. 38. It’s Rarely Black & White<br />We are all humans and swayed by our personal agendas<br />Almost any decision can be turned into a success or a failure<br />Life has too many variables to determine causal relationships<br />
  39. 39. Professional Life is More Than a Job<br />What are you doing to your community<br />It is your job after you retire<br />It is spiritually uplifting<br />
  40. 40. Mistakes are Treasures<br />Recognizing, admitting, accepting, and analyzing<br />It takes courage<br />You will make the learning explicit<br />Organizations can avoid repeating them if internalized<br />
  41. 41. Maintain Sincere Intentions<br />We maintain good and sincere intentions<br />We believe that Allah will be with those with sincere intentions<br />