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Aligning the entire Organization to achieve Business and Organizational Goals

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ECU Forward Networking Confrenece …

ECU Forward Networking Confrenece
SIngapore, October 2011

The importance of knowing your organizations Business Model (Profit and Non-
Profit) in order to achieve optimal alignment
l Aligning the entire organization: Structure, Leadership, People, Processes and
Culture
l Aligning core processes to achieve organization goals: Strategic Planning,
Budgeting and Performance Management
l Transforming Performance Management from a bureaucratic requirement to a tool
for managing and improving business performance

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  • Most organizations in Asia underestimate the PMS most use it to reward/punish their staff (to terminate) informal PMS (angpow) biasness and favoritisms family-owned business (who dare evaluate relatives?)
  • Performance Management System is first and foremost a ‘SYSTEM’ – meaning we have Input, Process and a predictable Output Firstly. Performance means ‘Results’. Business Performance = Business Results. If your PM System is merely to reward/punish employees, you are missing the point If your PM System does no provide a predictable Output (i.e. Results), it is not a system Secondly, everything within the system must be Controllable – no excuse if performance does not happen. This means that Cause-and-Effect principles must be built into the PM System
  • PMS does not equate to Performance Evaluation process entire eco-system to ensure performance PMS = Business Plan Implementation system The PM System is the only process in any organization to execute the Business Strategy. There are no other process or system that can do that. Treat it with care Why? PM System is the only thing that can link Business Strategy with the People executing it Secondly… without a strong PMS, we cannot Differentiate employees properly. If we cannot Differentiate, we cannot define and manage Talent. Link between PMS/TM/Succession Planning? Business Continuity = perpetual business performance (in Asia = Legacy) Can only be done if the right Talents are in place (bench strength) Making sure the right Talents are spotted = PMS
  • Many people go around setting up PMS without clear understanding of Business Directions… (sometimes its hidden from lower management & consultants)… End up HR and Finance getting beat up by Management by now implementing PMS ‘properly’ Sometimes the Business itself is unclear, in this case, do not ‘re-structure’ the PMS – it will worsen the situation. End up, most Asian SMEs do D.I.Y PMS: Cut-and-paste Off-the-shelf
  • Example of successful customer loyalty strategy focusing on Operational Excellence and Product Leadership while maintaining market standard on Customer Service without indulging in it
  • Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
  • Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
  • How does the Customer define “Great Experience”? - It depends on their own perceptions. Problem is…this differs depending on the Customer! If you are very good in something that the Customer does not value, it will not improve the Experience.
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • OPTION 1
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • Refer to Handout 1: Value Disciplines
  • OPTION 1
  • OPTION 2 But…. I cannot tell you which path CNI has taken!
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here. Resources must follow the Business Model: USP, Profit Model, Market Discipline
  • CNI:
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.
  • Why Constraints? Over aggressive unrealistic planning, usually by Marketing/Sales need to be grounded to real life Enables creative entrepreneurial thinking when resources are limited Enforce the need for Accountability i.e. ‘Return on Investment’ thinking for all Managers
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.
  • This grid and discipline will also help in: managing conflicts on where limited resources should go Solve the problem of ever compounding activities and resources
  • Common issues with how an organization’s PMS (or the lack of one) actually de-motivate Talents list is gathered from my consulting experience with organizations in Asia (especially SEA)
  • System problems mean that if we correct the PMS, the issues should not happen. Within the control of HR and other policy makers The rest are people problems i.e. usually with the Superior. These issues are softer and much harder to resolve.
  • Exercise: What is Performance Appraisal GENERALLY used for? What does your company use it for?
  • Refer to Handout and Exercise : 1. Which Performance Management System should we use.doc Managing expectations = e.g. from Finance Department and Credit Control
  • Example: What do you mean by Good? A, B, or C? Achieve 5 tasks, what is your rating? You mean if I achieve all, I only get AVERAGE? You must be crazy
  • This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  • This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  • This slide explains how you can REDUCE your organization’s KPIs by focusing on what matters most
  • Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale?
  • Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale? Exercise: Determine 1 core Competency/Values you want to evaluate Create a list of 5 ‘observable’ behaviors of that competency
  • Performance The ability of a person to meet current expectations Key Words: Results, Targets, KPIs, Achievement, Expectations, Training, Job Concentrates on the Past i.e. what the person has done Potential The capacity of a person to meet future expectations Key Words: Competencies, Learning, Fit, Adversity, Failure rate, Development, Career Concentrates of the Future
  • Group 1: High Potential, High Performance (Talent) Staff this category will automatically be placed in the company’s Succession Plans. Be the first priority to be considered for any promotions or upgrading exercises. Career Acceleration + Specialist Career Paths. Group 2: Average Potential, High Performance (Leadership Issues) Leadership, motivational and cultural development would be given to these staff while they perform in their current positions. Group 3: High Potential, Average Performance (Potential) Should not be given career advancement unless performance improves. Good targets for transfers or job rotations to departments that require urgent manpower. Group 4: Average Potential, Low Performance (Issues) Staff in this group should be monitored closely by HR. They should be eventually moved out of their current work function, department or even the company entirely.
  • B. Adopting creative approaches and models to attract and identify right talents There are many definitions of Talent. Don’t listen blindly to Consultants nor simply trust books nor MNC practices.
  • Transcript

    • 1. ALIGNING THE ENTIRE ORGANIZATION TO ACHIEVE BUSINESS AND ORGANIZATION GOALS Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd
    • 2. The World Today…
      • 13 th April 2009
      • Two Domino’s employees
      • YouTube
      • Apology from Domino’s after 48 hours
      • 1 million hits
      • Twitter: questions on silence
      • LinkedIn: suggestions by users in forum
      BusinessWeek, May 4, 2009
    • 3.
      • Shareholder : MNRB Holdings Berhad (100%)
      • Established Date : 18 September 2002
      • Operational since : 2 July 2003
      • Takaful Model : Al-Wakalah
      • Business Portfolio : General and Family Takaful
      • Number Products : More than 90
      • Number of Participants : More than 1,800,000
      • Number of Agents : More than 6,000
      • Number of Staff : 490
      • Regional Offices : 11
      • Paid Up Capital : RM295 million
      TAKAFUL IKHLAS CORPORATE PROFILE
    • 4. TISB Medical/Health (EB/GHS) Solution Referral Employees Specialist & Hospitals Panel GP Clinics
      • EMPLOYEES & DEPENDANT
      • Claims Submission
      • Tracking of eligibility
      • Enquiries & Complaints
      • Employee benefit materials
      • Unions
      • Abuse of benefits
      • PANEL CLINICS
      • Processing Bills
      • Payment
      • Appointment and removal
      • Policies & Procedures
      • Tracking Entitlements
      • Issues & Complaints
      • Overcharging & Abuse
      • MC Verification
      • SPECIALIST & HOSPITALS
      • Issuance of GL
      • Hosp. Bank Guarantee/Deposit
      • Appointment and removal
      • Tracking Entitlements
      • Processing Bills
      • Payment
      • Hospital Reports
      • EASY ACCESS TO CARE
      • Panel of 2000 clinics nationwide
      • All major hospitals recognises our GLs
      • Appointment & management of
      • medical panel
      • 1 st CLASS SERVICE
      • Benefit & Procedure briefing
      • Help Desk
      • Tri-annual Cost & Utilization Report
      • Benchmarking
      • Analysis & Recommendations
      • PEACE OF MIND
      • 24/7 LOG Issuance
      • Cashless Admission
      • Comments
      CLIENT TISB
    • 5. Inflation = 7.4% p.a. Inflation = 19.86% p.a. TISB Medical Cost Management
    • 6. 100% RENEWED WITH US SINCE 2009/2010
    • 7. Intro
    • 8.
      • “… in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent"
      CEO, Anonymous
    • 9. Before we start…
      • In the old days of HR…
      • Average training hours per staff
      • % of staff attending training
      • # of training programs
      • % of training programs conducted
      • Training needs analysis conducted
      • Competency models developed
      • Training budget as % of payroll
      What’s wrong with this picture?
    • 10. Before we start…
      • Moral of the story…
      • Innovation:
        • Business models
        • Products
        • Services
      • Market Leadership
      • Competitive differentiation
      Get the picture?
    • 11. What is the OBJECTIVE of a Performance Management System?
      • What is the ultimate objective of a Performance Management System?
      • ‘ Performance’ – achievement,
      • ‘ Management’ – controllable, improvement
      • ‘ System’ – predictable outcome, autorun
      • Summary?
      • A Predictable process to Improve Controllable Achievements
    • 12. What is the OBJECTIVE? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning BSC and KPIs Strategy Business Model Business Strategy People Management
    • 13. Understanding Your Business Model and Strategy Focus on the Business Strategy and Business Direction first
    • 14.  
    • 15.  
    • 16.  
    • 17. The McPlaybook*
      • Make it easy to eat
      • 50% drive-thru
      • Meals held in one hand
      • Make it easy to prepare
      • High Turnover
      • Tasks simple to learn & repeat
      • Make it quick
      • “ Fast Food”
      • Tests new products for Cooking Times
      • Make what customers want
      • Prowls market for new products
      • Monitored field tests
      *Adapted from: Businessweek , Februrary 5 th 2007
    • 18. What is the Business Model? USP Market Discipline Profit Model
      • Google
      • Tata Nano
    • 19. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
    • 20. What is the Business Model? USP Market Discipline Profit Model
    • 21. Market Discipline
      • "Exactly what I need"
      • Customized products
      • Personalized communications
      • "They're very responsive"
      • Preferential service and flexibility
      • Recommends what I need
      • "I'm very loyal to them"
      • Helps us to be a success
      "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy
      • Air Asia
      • LV
      • Ramly
    • 22. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Eg. Google Tata Nano
    • 23. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    • 24. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    • 25.
      • Product Leadership
      • New, state of the art products or services
      • Risk takers
      • Meet volatile customer needs
      • Fast concept-to- counter
      • Never satisfied - obsolete own and competitors' products
      • Learning organization
      Alignment & Consistency: Disciplines, Priorities, and KPIs
      • Operational Excellence
      • Competitive price
      • Error free, reliable
      • Fast (on demand)
      • Simple
      • Responsive
      • Consistent information for all
      • Transactional
      • 'Once and Done'
      • Customer Intimacy
      • Management by Fact
      • Easy to do business with
      • Have it your way (customization)
      • Market segments of one
      • Proactive, flexible
      • Relationship and consultative selling
      • Cross selling
    • 26. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    • 27. Alignment & Consistency Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009/2010
    • 28. ALIGNING YOUR ORGANIZATION TO THE BUSINESS MODEL
    • 29. Strategy: Disciplines, Priorities, and KPIs Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    • 30.
      • Product Leadership
      • New, state of the art products or services
      • Risk takers
      • Meet volatile customer needs
      • Fast concept-to- counter
      • Never satisfied - obsolete own and competitors' products
      • Learning organization
      Strategy: Disciplines, Priorities, and KPIs
      • Operational Excellence
      • Competitive price
      • Error free, reliable
      • Fast (on demand)
      • Simple
      • Responsive
      • Consistent information for all
      • Transactional
      • 'Once and Done'
      • Customer Intimacy
      • Management by Fact
      • Easy to do business with
      • Have it your way (customization)
      • Market segments of one
      • Proactive, flexible
      • Relationship and consultative selling
      • Cross selling
    • 31.
      • Operational Excellence
          • Move know-how from top performing units to others
          • Benchmark against best in class
          • Ensure operations training for all employees
          • Use disciplines like TQM for continuous learning to reduce costs and improve quality
      Strategy: Value Disciplines
    • 32. Strategy: Value Disciplines
      • Customer Intimacy
          • Capture knowledge about customers
          • Understand customer needs
          • Empower front line employees
          • Ensure that everyone knows the customer
          • Make company knowledge available to customers
    • 33.
      • Product Leadership
          • Reduce time to market
          • Commercialize new products fast
          • Ensure that ideas flow
          • Reuse what other parts of the company have already learned
          • Ensure there are multiple sources of funding
      Strategy: Value Disciplines
    • 34. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    • 35. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    • 36. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
    • 37. Alignment: Framework
      • Focus point
      • Alignment
      • Quality
      • Innovation & Differentiation
      • Risk taking
      • Performance Management
      • Corporate obsession
      • Decision making
      Culture
    • 38. Alignment: Framework
      • Org Structure
      • Job Design
      • C&B
      • Policies & procedures
      • Decision making
      • Job fit
      • Management Systems
      • BSC and KPIs
      • Decentralized & Empower
      Structure
    • 39. Strategy: Framework
      • Role modeling
      • Vision/Mission/Philosophy
      • Leadership Style
      • Delegation & Empowerment
      • C&B, Promotions
      • Sense of Urgency
      • Speak regularly about Performance
      Leadership
    • 40. Strategy: Framework
      • Recognition
      • Recruitment
      • Training
      • Profit sharing
      • Values
      • Motivation
      • Self Efficacy
      • Awareness
      • Useful Competencies
      • Career aspirations
      • Attribution (control)
      Person
    • 41. Strategy: Framework
      • Enablers
      • Technology
      • Equipment
      • Materials
      • Human
      • Intellectual Property
      • Partners
      • Property
      • Funding
      • CAPEX
      • OPEX
      Resources
    • 42. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
    • 43. Strategy and Alignment Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
    • 44. Aligning Budget and Resources to Business and Organization Goals The art and science of allocating and aligning Resources to strategic plans
    • 45. Budgeting: Some thoughts…
      • Two major roles of Budgeting:
      • Provide real-life CONSTRAINTS to strategic planning
      • Provide RESOURCES to realize strategic plans
      • Why Constraints?
      • Over aggressive unrealistic planning, usually by Marketing/Sales need to be grounded to real life
      • Creative entrepreneurial thinking when resources are limited
      • Enforce the need for Accountability i.e. ‘ROI’ thinking for all Managers
    • 46. E3 – Department BSC Customer Perspective – Marketing Department Budgeting Goals Strategies Targets CAPEX OPEX Base Retention Share Gain
    • 47. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
    • 48. Strategy: Framework
      • Enablers
      • Technology
      • Equipment
      • Materials
      • Human
      • Intellectual Property
      • Partners
      • Property
      • Funding
      • CAPEX
      • OPEX
      Resources
    • 49.
      • Product Leadership
      Each Discipline Requires Different Priorities & Resources Operational Excellence Customer Intimacy Organization, jobs, skills Management systems Information and systems Culture, values, norms
    • 50. Each Discipline Requires Different Priorities & Resources
      • Operational Excellence
      • Central authority, low level of empowerment
      • High skills at the core of the organization
      • Disciplined Teamwork
      • Process, product- driven
      • Conformance, 'one size fits all' mindset
      • Integrated, low cost transaction systems
      • The system is the process
      • Command and control
      • Quality management
      Organization, jobs, skills Management systems Information and systems Culture, values, norms
    • 51.
      • Product Leadership
      • Ad hoc, organic and cellular
      • High skills abound in loose-knit structures
      • Concept, future-driven
      • Experimentation and 'out of the box' mindset
      • Person-to-person communications systems
      • Technologies enabling cooperation
      • Rewarding individuals' innovative capacity
      • Risk and exposure management
      • Product Life Cycle profitability
      Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management systems Information and systems Culture, values, norms
    • 52. Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management systems Information and systems Culture, values, norms
      • Customer Intimacy
      • Empowerment close to point of customer contact
      • High skills in the field and front-line
      • Customer-driven
      • Variation and 'have it your way' mindset
      • Strong customer databases, linking internal and external information
      • Strong analytical tools
      • Customer equity measures like life time value
      • Satisfaction and share management
      • Focus on ‘Share of Wallet’
    • 53. Managing Gaps between actual and planned budgets
      • Budgeting vs. Priorities
      • Basic Budgeting policies
      • Activity Grid to determine budget priorities
      • Budgeting for Investments based on the ‘BCG Matrix’ principles
    • 54. Budgeting vs. Priorities
      • Priority = Time + Money
    • 55. Budgeting vs. Priorities Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer NPD Cycle Time Improve Edge Extensions Counter Competitor Innovation Acquire Profits Build momentum Sales Cash Flow Focused on ‘Breakthrough’ JV, In-source, Out-source Eliminate bottom 20% Improve Top 15% revenue-generating products ↓ R&D, ↑ Sales Example: Business Situation vs. R&D Priorities
    • 56. Activity Grid to determine budget priorities
      • Manage conflicts where limited resources should go
      • Solve problem of compounding activities & resources
      Increase ( ↑) What are features/ activities/services to increase? Create (+) What are features/ activities/services to introduce? Reduce (↓) What are features/ activities/services to reduce? Eliminate (-) What are features/ activities/services to eliminate?
    • 57. Budgeting for Investments based on the ‘BCG Matrix’ principles Business Performance Market Potential
    • 58. Budgeting in a Downturn
      • StratEx
      • CoREx
    • 59. Why we hate Performance Appraisals
    • 60. Complaints about Performance Management Systems
      • Bias
      • Different Standards
      • Surprise
      • Subjective
      • No linkage
      • No differentiation
      • Secretive
      • No follow up
      • No control
      • No support
      How we de-motivate our own Talent Pool
    • 61. Complaints about Performance Management Systems
      • Different Standards
      • Surprise
      • Subjective
      • No linkage
      • No differentiation
      • No support
      Systems Problem… *The rest are ‘people’ problems… to be dealt with in another time
    • 62. What is Performance Appraisal used for? Reward? Discipline? Development? Motivation? Promotion? Monitor? No wonder our employees are confused!
    • 63. What is Performance Measurement used for? Reward? Discipline? Development? Motivation? Promotion? Monitor?
    • 64. Which system should we use? Behavior-based Knowledge/Skill based Results-based Trait-based Managing Performance = Managing Expectations What’s YOUR expectation? Activity based
    • 65. MBO Standards A Excellent B Good C Average D Poor E Useless
    • 66. MBO Standards A Excellent B Good C Average Good D Poor E Useless
    • 67. MBO Standards A Excellent Excellent B Good Very Good C Average Good D Poor Not Good E Useless Commit Suicide
    • 68. Sample KPIs for Each Market Discipline
      • Operational Excellence
      • Price
      • Selection
      • Convenience
      • Zero Defects
      • Growth
      • Customer Intimacy
      • Customer Knowledge
      • Solutions Offered
      • Penetration
      • Customer Data
      • Customer-success focus
      • Product Leadership
      • Marketing
      • Functionality
      • # of Successes
      • # of Failures
      • Learn from key users
      • Interdisciplinary teams
      • Pipeline
    • 69. Competency Target Setting
      • Initiative
      • Teamwork
      • Problem Solving
      • Leadership
      • Integrity
      What’s the problem here?
    • 70. Competency Target Setting
      • Initiative
      • Minimize problems quickly without needing to be asked
      • Seeks personal growth and professional self-development
      • Doing more than is required/expected in a job
      • Seeks new and improved solutions and approaches to completing assignments
      • Looks for opportunities to help others and team
    • 71. Competency Standards 3 Meets behavioral standards consistently . Is a good role model for others. 2 Meets behavioral standards some of the time. Needs improvement. 1 Does not meet behavioral standards. Require counseling or disciplinary actions.
    • 72. Talent Segmentation Group I (Talent Pool)
      • Identify
      2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    • 73. Employee Differentiation Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL
      • Identify
    • 74. Talent Segmentation
      • Who is your Talent?
       : A Talent for others does not mean a Talent for you
    • 75. Talent Segment Targeting
      • Unwanted by big MNCs
      • Small companies
      • Boring Environment
      • No Growth/Learning
      • No MBA
      • Passion, Values, IQ (streetsmart)
      • Appreciate Chaos
      • Multitask
      • Passion to Learn
    • 76. Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff
    • 77. END NOTES
    • 78. Which Company?
      • American Customer Satisfaction Index (ACSI)
      • 64 out of100-point scale: lower than IRS (Tax)
      • 2 nd last among 30 companies surveyed
      • Lowest 5% among 223 companies surveyed
      • Bottom 5% of all measured private sector companies
      • 500 million customers
      2010 American Customer Satisfaction Index (ACSI)  E-Business Report
    • 79. Which Company?
      • American Customer Satisfaction Index (ACSI)
      • 64 out of100-point scale: lower than IRS (Tax)
      • 2 nd last among 30 companies surveyed
      • Lowest 5% among 223 companies surveyed
      • Bottom 5% of all measured private sector companies
      • 500 million customers
      2010 American Customer Satisfaction Index (ACSI)  E-Business Report
    • 80. Popularly Unpopular
      • Popularity
      • Affection
    • 81. Don’t forget…
      • “ The business of business is Business, not HR”
    • 82. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/
    • 83. More About Takaful Ikhlas
    • 84. BUSINESS GROWTH
      • GROSS CONTRIBUTION (Gross Premium) :
      • 2010/2011 : RM761 million
      • 2009/2010 : RM615 million
      • 2008/2009 : RM 579 million
      • 2007/2008 : RM428 million
      • 2006/2007 : RM224 million
      • 2005/2006 : RM147 million
      • 2004/2005 : RM66 million
      • 2003/2004 : RM6.5 million
    • 85. AWARDS
      • Global Leadership Award 2011 (Takaful Sector) - YBhg Dato’ Hj Syed Moheeb
      • Kuala Lumpur Malay Chamber of Commerce Merit Industy Award 2011 (Insurance Sector)
      • - YBhg Dato’ Hj Syed Moheeb
      • MTA Takaful Awards 2011
      • - BancaTakaful: Top Person Producer Award,
      • - BancaTakaful: Top Person Producer Award – Investment-Link Regular,
      • - BancaTakaful: Top Person Producer Award – Investment - Link Single
      • - Young Takaful Manager Award – Wan Jemizan W. Deraman
      • Islamic Finance News 2008, 2009 & 2010 – Best Takaful Provider
      • Takaful Leadership Awards 2010 – Best Marketing
      • International Takaful Awards 2010 – Best Takaful Product for IKHLAS Medic Assist Takaful (IMAT)
      • Euromoney Islamic Finance Awards 2010 – Best Takaful Provider
      • The BrandLaureate SMEs Chapter Awards 2009, 2010 – Best Corporate Brands Insurance
      • The Brand Laureate SMEs Chapter Awards 2008, 2009, 2010 – IKHLAS Medic Assist Takaful (IMAT) for Best Brands in Healthcare Insurance
    • 86. Some of our valued clients
    • 87. OUR CLIENTS MARITIME INSTITUTE OF MALAYSIA (MIMA) CITRA ALTI SDN.BHD GOLDEN STAR LOGISTIC SDN BHD RJH CONSULTANTS & SERVICES SDN.BHD TGS MARITIME TECHNOLOGY SDN.BHD SOFT TRIANGLE SERVICES SDN.BHD BROADTEC TV R & D CENTER SDN.BHD BAKTI INSANI SDN.BHD KOPERASI PEKEBUN KECIL DAERAH MUAR BHD PERLADANGAN PESERTA KUNDANG SDN.BHD MOF MANAGEMENT SDN.BHD AXXICO SDN.BHD AMALGAMATED METAL BUILDERS (M) SDN.BHD YAYASAN PUSAT HEMODIALISIS PERAK E - ORGANIZATION MAAHAD TAHFIZ NEGERI PAHANG FICRA NOVA SDN.BHD ESQ LEADERSHIP CENTER WELLNESS LIFESTYLES SDN.BHD WIRA KERJAYA SDN.BHD SURIA MEDIK SDN.BHD VR MARKETING (M) SDN.BHD DUALRANK (M) SDN BHD JENG YUAN RECLAIMED RUBBER SDN.BHD AEROTREE DEFENCE & SERVICES KHALID ALUMINIUM SDN.BHD MLC SHIPBUILDING SDN.BHD MILLELIA AQUA GHANI & CO AEREX SDN.BHD SCIENSIM SDN.BHD FRONTLINE SUPPORT SDN.BHD ANJUNG PERKASA SDN.BHD BESPOKE TECHNOLOGY SDN.BHD BIMB FOREIGN CURRENCY CLEARING AGENCY SDN.BHD GAFIS (M) SDN.BHD MEDIABIZ CREATIVE SDN.BHD KOPERASI UITM BERHAD ABENA CONSULTANTS AL RAJHI BANKING & INVESTMENT CORPORATION (MALAYSIA) BHD WISE INNOVATIONS SDN BHD FADZILL CONSTRUCTION SDN BHD S . N . AKMIDA HOLDINGS SDN BHD YAYASAN PELAJARAN JOHOR PELADANG HEITECH SDN BHD TELEVENTURE SDN BHD PERBADANAN ISLAM JOHOR BRIGHTMARK SDN BHD KEMASIK HOLDING SDN BHD UNIKL MEDICAL SERVICES SDN BHD AL-MADINAH INTERNATIONAL UNIVERSITY FOREST PLANTATION DEVELOPMENT SDN. BHD. FOX COMMUNICATIONS SDN. BHD. YAYASAN ISLAM NEGERI KEDAH SYARIKAT PERUMAHAN NEGARA BERHAD. SERI TEMIN DEVELOPMENT CORPORATION (M) SDN. BHD. CENTRAL SPECTRUM (M) SDN BHD MAJUIKAN SDN BHD MAJLIS BANDARAYA PETALING JAYA ADMINISTRATOR RUMAH AWANG ALAK BETATAR & DAMAI RESIDENCE
    • 88. OUR CLIENTS MALAYSIAN NPK FERTILIZER SDN BHD FOXBORO (MALAYSIA) SDN BHD CEMENT INDUSTRIES (SABAH) SDN BHD STEEL INDUSTRIES (SABAH) SDN. BHD. INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. STRATEGI TEGAS SDN. BHD KUMPULAN DARUL EHSAN BERHAD PRO ASSET MANAGEMENT SDN BHD INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. MAJLIS PERBANDARAN SEPANG PELABUHAN TANJUNG PELEPAS SDN. BHD SENAI AIRPORT TERMINAL SERVICES SDN BHD PELEPAS BRIGANTINE CONTAINER SDN BHD PERMODALAN NASIONAL BERHAD. ISKANDAR REGION DEVELOPMENT AUTHORITY. SETIAUSAHA KERAJAAN NEGERI KED SCOMI GROUP BHD ASIAN FINANCE BANK BERHAD. KOPERASI ANGKATAN TENTERA BERHAD TISISIT CORPORATION (M) SDN BHD INSTITUT BANK BANK MALAYSIA OMNI OIL (ASIA) SDN BHD PERUNDING UNIKON SDN BHD MALAYSIA CONVENTION AND EXHIBITION BUREAU XAIR COMMUNICATION SDN BHD SYARIKAT BEKALAN AIR SELANGOR HLA ASSOCIATES SDN. BHD. CORPORATE LINE (M) SDN. BHD. PUNCAK NIAGA (M) SDN. BHD. WWE HOLDINGS BHD SUASA EFEKTIF (M) SDN. BHD. SYARIKAT BEKALAN AIR SELANGOR PLC INTERNATIONAL SYOR BERNAS S.B AFRIZAN TARMILI KHAIRUL AZHAR KOPERASI KAKITANGAN BANK RAKYAT BERHAD. MALAYSIAN REINSURANCE BERHAD LEMBAGA ZAKAT SELANGOR. (MAIS). UDA ANCASA SDN. BHD. RHB ISLAMIC BANK. TAKAFUL IKHLAS SDN. BHD. KUWAIT FINANCE HOUSE. RHB ISLAMIC BANK. MALAYSIAN REINSURANCE BERHAD. FELDA IFFCO SDN BHD BIMB INVESTMENT MANAGEMENT BERAD IBFIM
    • 89. TISB’s Strength in Medical/Health
      • H&S
      • Extensive hospital network in Malaysia – Goverment and Private
      • Pre-existing conditions – waived
      • Specified Illness – waived
      • 30 days waiting period – waived
      • Room & Board upgrade - Members have to pay only the difference in Room & Board charges. No co-sharing of 20% on overall bill
      • Operations done in one surgery – Cashless with LOG (day-care)
    • 90. The Best Medical/Health Solution for your Company
      • Understanding the Program
      • Confirming the data on experience
      • Customized Programs
      • Consider Dread Disease Management
      • Cost Inflation at reasonable levels
      • Complete Analysis of staff disease trends
      • Ownership of health
      Year 1 Year 2 Year 3 3 year program for BEST RESULTS
    • 91. TISB Medical Cost Management Pre-Authorization (LOG) Red Flags & Alerts Claims Management Network Management
      • Greater scrutiny on doctors under watch list
      • Detect abuse & excessive charges
      • Review policy exclusion
      • Identify abnormal trends
      • Benchmarking of cost & Length Of Stay
      • Direct Billing for cashless access
      • Negotiate:
        • Preferred rates on hospital fees
        • Package rates/case rates
      • Provider relationship building
      • Collaboration with other major health insurer via LIAM
      • Verify eligibility & validity of claim
      • Manage unnecessary admission via Pre-Admission Assessment Form with guidelines drawn for greater scrutiny
      • Encourage daycare procedures
      • Query procedure cost and length of stay not within range
      • Review one day admissions
      Call Center Medical Management Call Center Claims & Quality Management
    • 92. TISB Hospital Management Initiatives Value to Our Clients 1. Negotiate with Hospitals for Preferential Rates
      • Savings from Room & Board Charges & Hospital Charges
      • Preferential Rates are Passed Back to Clients
      • Members can optimize their Medical Benefits Program
      • Conduct Bill Reviews / Profiling of Hospitals and Specialist Clinics
      • Query and Liaise with Hospitals and Specialist Clinics for Any Discrepancies
      • 4. Constant Monitoring and Audits of Hospitals and Specialist Clinic Rates
      • 5. Pre-Admission Assessment
      • 6. Review & Redirect Outpatient Specialist Visits (after 6 th visit)
      Appropriate Charges for All Levels of Care Ensure Service Level are Maintained and Upheld
    • 93. Passport to the Preferred Care Program Member ID Card Back Front
    • 94. CONTACT US ….. Takaful Ikhlas Sdn. Bhd. (593075 U) IKHLAS Point, Menara 11A, Avenue 5, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur TEL : 03- 2723 9999 FAX : 03- 2723 9998 EMAIL : [email_address] WEBSITE : www.takaful-ikhlas.com.my

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