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Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
Constructing High Performing Organisations - Building Blocks, Structures, And Culture
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Constructing High Performing Organisations - Building Blocks, Structures, And Culture

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Marcus Evans Workplace and Organization Psychology Conference, KL …

Marcus Evans Workplace and Organization Psychology Conference, KL

* Analysing organisational structures and climates in order to maximise the satisfaction and effectiveness of individuals and work groups
* Developing organisational development assessment and improvement tools and techniques via the ‘People based approach,’ ‘Quality based approach,’ ‘Systems based approach’ and ‘Dialogues based approach.’
* Cultivating loyalty by aligning employees’ career growth with company goals

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    • 1. CONSTRUCTING HIGH-PERFORMING ORGANISATIONS: Building Blocks, Structures, And Culture Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
    • 2. Workforce Psychology <ul><li>“ Cow don’t drink water cannot push cow head down” </li></ul>
    • 3. Workforce Psychology Behavior Influence Decision Making Direct Communication In-Direct Environment
    • 4. Summary: Today’s presentation 1. Business Model 2. Building Blocks www.myCNI.com.my www.OOBEY.com
    • 5. 1. Get the right Business Model first www.myCNI.com.my www.OOBEY.com
    • 6. <ul><li>How to fail without trying </li></ul>1. Wrong Business Model www.myCNI.com.my www.OOBEY.com
    • 7. The Roadmap to Failure Fred Wiersema and Mike Treacy Performance Time www.myCNI.com.my www.OOBEY.com Clear Sailing Today’s performance Ad-hoc Tactics Denial & Defense Doom Projections Overdue Failure The Moment of Truth X Performance Freefall Tomorrow’s actual performance Downpresure of Unclear Strategy
    • 8. Denial and Defense <ul><li>“ It’s not really good value our competitor is offering, because it doesn’t include a lot of our features.” - ABC vs Air Asia </li></ul><ul><li>“ It’s good value but not in our preferred customer market.” - ABC vs Toyota </li></ul><ul><li>“ Sure they’re hurting us, but with their unfair advantage, what can we do?” – ABC vs MILO </li></ul><ul><li>“ The rules we are playing by have always worked before” – AMEX vs VISA </li></ul>www.myCNI.com.my www.OOBEY.com
    • 9. The Roadmap to Failure Fred Wiersema and Mike Treacy Performance Time www.myCNI.com.my www.OOBEY.com Clear Sailing Today’s performance Ad-hoc Tactics Denial & Defense Doom Projections Overdue Failure The Moment of Truth X Performance Freefall Tomorrow’s actual performance Downpresure of Unclear Strategy
    • 10. Ad Hoc Tactics <ul><li>Selectively hold discounts to hold business that has started to go elsewhere </li></ul><ul><li>Introduce new promotions, terms, conditions, and offers to confuse and cloud the market </li></ul><ul><li>Beef up customer service by adding people to fix mess-ups and quicken delayed shipments </li></ul><ul><li>Delay capital investments and adjust accounting methods to portray quarterly financial results more favorably </li></ul><ul><li>Introduce “new and improved” products that are new in form, but not in substantive ways that are of consequence to purchasers </li></ul><ul><li>Introduce Balanced Scorecards and Performance Management Systems </li></ul>www.myCNI.com.my www.OOBEY.com
    • 11. The Roadmap to Failure Fred Wiersema and Mike Treacy Performance Time www.myCNI.com.my www.OOBEY.com Clear Sailing Today’s performance Ad-hoc Tactics Denial & Defense Doom Projections Overdue Failure The Moment of Truth X Performance Freefall Tomorrow’s actual performance Downpresure of Unclear Strategy
    • 12. <ul><li>“ What is the moral of the story?” </li></ul>www.myCNI.com.my www.OOBEY.com
    • 13. What is the Business Model? USP Market Discipline Profit Model www.myCNI.com.my www.OOBEY.com
    • 14. Intro: Market Discipline <ul><li>Mamak stall </li></ul>www.myCNI.com.my www.OOBEY.com
    • 15. Intro: Market Discipline <ul><li>&quot;Exactly what I need&quot; </li></ul><ul><li>Customized products </li></ul><ul><li>Personalized communications </li></ul><ul><li>&quot;They're very responsive&quot; </li></ul><ul><li>Preferential service and flexibility </li></ul><ul><li>Recommends what I need </li></ul><ul><li>&quot;I'm very loyal to them&quot; </li></ul><ul><li>Helps us to be a success </li></ul>&quot;They are the most innovative&quot; &quot;Constantly renewing and creative&quot; &quot;Always on the leading edge&quot; &quot;A great deal!&quot; Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership &quot;A no-hassles firm&quot; Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
    • 16. Strategy: 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) www.myCNI.com.my www.OOBEY.com
    • 17. Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes Relationship Image www.myCNI.com.my www.OOBEY.com
    • 18. Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes Price Quality Time Selection √ √ Smart Shopper Relationship Image Operational Excellence : Quality and selection in key categories with unbeatable prices www.myCNI.com.my www.OOBEY.com
    • 19. Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes √ Brand Time Function √ √ Best Product Relationship Image Product Leadership: Unique products and services that push the standards www.myCNI.com.my www.OOBEY.com
    • 20. Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes √ √ √ √ Service Trusted Brand Relationship Image Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships Relations www.myCNI.com.my www.OOBEY.com
    • 21. Summary: Today’s presentation 1. Business Model 2. Building Blocks  Done www.myCNI.com.my www.OOBEY.com
    • 22. 2. Strategies, Structures, Culture www.myCNI.com.my www.OOBEY.com
    • 23. Dangers of Best Practice and Benchmarking… “ Abraham Wald’s Work on Aircraft Survivability”, M. Mangel and F.J. Samaniego Where would you focus reinforcement? www.myCNI.com.my www.OOBEY.com
    • 24. Dangers of Best Practice and Benchmarking… www.myCNI.com.my www.OOBEY.com Company Performance high low ‘ Best Practice’ theories low high zero Performance “ Selection Bias and the Perils of Benchmarking”, Jerker Denrell, Harvard Business Review 2005 Trend line
    • 25. Dangers of Best Practice and Benchmarking… www.myCNI.com.my www.OOBEY.com Company Performance high low ‘ Best Practice’ theories low high zero Performance “ Selection Bias and the Perils of Benchmarking”, Jerker Denrell, Harvard Business Review 2005 Trend line
    • 26. How about Competencies? www.myCNI.com.my www.OOBEY.com Success high low ‘ Superior’ Competencies low high zero Performance “ Selection Bias and the Perils of Benchmarking”, Jerker Denrell, Harvard Business Review 2005 Trend line
    • 27. Dangers of ‘Superior’ Competencies… www.myCNI.com.my www.OOBEY.com Success high low ‘ Superior’ Competencies low high zero Performance “ Selection Bias and the Perils of Benchmarking”, Jerker Denrell, Harvard Business Review 2005 Trend line
    • 28. Dangers of Best Practice and Benchmarking… <ul><li>Selection Bias: </li></ul><ul><li>Success Traits = Failure Traits </li></ul><ul><li>Successful Cases + Failure Cases </li></ul><ul><li>Worst effects in ‘Old’ industries </li></ul><ul><li>Overvalue ‘best practice’ theories </li></ul><ul><li>Current accomplishments unfairly magnified by past achievements </li></ul><ul><li>Reverse Causal </li></ul>www.myCNI.com.my www.OOBEY.com
    • 29. Dangers of Best Practice and Benchmarking… <ul><li>Also known as ‘Beware of Consultants’: </li></ul><ul><li>Selection Bias </li></ul><ul><li>Big vs. Small company </li></ul><ul><li>Selective success stories </li></ul><ul><li>Correlation vs. Causal </li></ul><ul><li>Survey problems </li></ul><ul><li>Practical vs. Glamour-to-have </li></ul><ul><li>Leaders who benchmark </li></ul>www.myCNI.com.my www.OOBEY.com
    • 30. Focus: Corporate Alignment Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” www.myCNI.com.my www.OOBEY.com Internal Process “ To satisfy our customers, in which internal business processes must we excel?&quot; Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?
    • 31. Linking BSC to Strategy Revenue Growth Base Retention Share Gain Positioning Adjacent Market New Business Operational Excellence Product Leadership Customer Intimacy Competencies Information Systems Motivation, empowerment, alignment Financial Learning & Growth Internal Process Customers Investment Strategy Productivity Market Value www.myCNI.com.my www.OOBEY.com
    • 32. Focus: Corporate Alignment Financial Learning & Growth Internal Process Customers / Distributors www.myCNI.com.my www.OOBEY.com Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
    • 33. Alignment: 4-Wheels Model Culture Business Model Strategic Planning www.myCNI.com.my www.OOBEY.com Structure Person Leadership Resources
    • 34. Alignment: Framework <ul><li>Focus point </li></ul><ul><li>Alignment </li></ul><ul><li>Quality </li></ul><ul><li>Innovation & Differentiation </li></ul><ul><li>Risk taking </li></ul><ul><li>Performance Management </li></ul><ul><li>Corporate obsession </li></ul><ul><li>Decision making </li></ul>Culture www.myCNI.com.my www.OOBEY.com
    • 35. Alignment: Framework <ul><li>Org Structure </li></ul><ul><li>Job Design </li></ul><ul><li>C&B </li></ul><ul><li>Policies & procedures </li></ul><ul><li>Decision making </li></ul><ul><li>Job fit </li></ul><ul><li>Management Systems </li></ul><ul><li>BSC and KPIs </li></ul><ul><li>Decentralized & Empower </li></ul>www.myCNI.com.my www.OOBEY.com Structure
    • 36. Strategy: Framework <ul><li>Role modeling </li></ul><ul><li>Vision/Mission/Philosophy </li></ul><ul><li>Leadership Style </li></ul><ul><li>Delegation & Empowerment </li></ul><ul><li>C&B, Promotions </li></ul><ul><li>Sense of Urgency </li></ul><ul><li>Speak regularly about Performance </li></ul>www.myCNI.com.my www.OOBEY.com Leadership
    • 37. Strategy: Framework <ul><li>Recognition </li></ul><ul><li>Recruitment </li></ul><ul><li>Training </li></ul><ul><li>Profit sharing </li></ul><ul><li>Values </li></ul><ul><li>Motivation </li></ul><ul><li>Self Efficacy </li></ul><ul><li>Awareness </li></ul><ul><li>Useful Competencies </li></ul><ul><li>Career aspirations </li></ul><ul><li>Attribution (control) </li></ul>www.myCNI.com.my www.OOBEY.com Person
    • 38. Strategy: Framework <ul><li>Enablers </li></ul><ul><li>Technology </li></ul><ul><li>Equipment </li></ul><ul><li>Materials </li></ul><ul><li>Human </li></ul><ul><li>Intellectual Property </li></ul><ul><li>Partners </li></ul><ul><li>Property </li></ul><ul><li>Funding </li></ul><ul><li>CAPEX </li></ul><ul><li>OPEX </li></ul>www.myCNI.com.my www.OOBEY.com Resources
    • 39. Alignment: 4-Wheels Model Culture Business Model Strategic Planning www.myCNI.com.my www.OOBEY.com Structure Person Leadership Resources
    • 40. The New Rules of Market Competition <ul><li>Rule 1 </li></ul><ul><ul><li>Provide the best offering in the marketplace by excelling in ONE specific dimension of value </li></ul></ul>www.myCNI.com.my www.OOBEY.com
    • 41. 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) www.myCNI.com.my www.OOBEY.com
    • 42. 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) www.myCNI.com.my www.OOBEY.com
    • 43. The New Rules of Market Competition <ul><li>Rule 2 </li></ul><ul><ul><li>Maintain ‘market standards’ on the other two disciplines of value </li></ul></ul>www.myCNI.com.my www.OOBEY.com
    • 44. The New Rules of Market Competition <ul><li>Rule 3 </li></ul><ul><ul><li>Dominate your market by improving value year after year </li></ul></ul>www.myCNI.com.my www.OOBEY.com
    • 45. The New Rules of Market Competition <ul><li>Rule 4 </li></ul><ul><ul><li>Build a well-tuned operating model dedicated to delivering unmatched value </li></ul></ul>www.myCNI.com.my www.OOBEY.com
    • 46. Each Value Discipline Requires Different Emphasis <ul><li>Product Leadership </li></ul><ul><li>R&D, Legal (Licenses), Engineering </li></ul><ul><li>Product development, Concept-to- Customer </li></ul><ul><li>Linkages, insight, comm, groupware </li></ul><ul><li>Ideas-thru- funnel, patents, etc. </li></ul><ul><li>Tomorrow, Product Portfolio, Ideas and Risks </li></ul><ul><li>Operational Excellence </li></ul><ul><li>Production, </li></ul><ul><li>Logistics, Finance </li></ul><ul><li>Order fulfillment, Resource stewardship </li></ul><ul><li>Transactions, costs, time </li></ul><ul><li>Costs, quality, speed </li></ul><ul><li>Trends (past), Transactions Employee tools/tasks </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Marketing Sales, </li></ul><ul><li>Service </li></ul><ul><li>Market </li></ul><ul><li>mgmt, Customer satisfaction </li></ul><ul><li>Customers, analysis, linkages </li></ul><ul><li>Satisfaction, cust. success, share, anecdotes </li></ul><ul><li>Today, Relation-ships, Employee empowerment </li></ul>Functional emphasis Process Emphasis Information emphasis Key metrics Key concerns www.myCNI.com.my www.OOBEY.com
    • 47. <ul><li>Product Leadership </li></ul>Each Discipline Requires Different Priorities & Resources Operational Excellence Customer Intimacy Organization, jobs, skills Management systems Information and systems Culture, values, norms www.myCNI.com.my www.OOBEY.com
    • 48. Each Discipline Requires Different Priorities & Resources <ul><li>Operational Excellence </li></ul><ul><li>Central authority, low level of empowerment </li></ul><ul><li>High skills at the core of the organization </li></ul><ul><li>Disciplined Teamwork </li></ul><ul><li>Process, product- driven </li></ul><ul><li>Conformance, 'one size fits all' mindset </li></ul><ul><li>Integrated, low cost transaction systems </li></ul><ul><li>The system is the process </li></ul><ul><li>Command and control </li></ul><ul><li>Quality management </li></ul>Organization, jobs, skills Management systems Information and systems Culture, values, norms www.myCNI.com.my www.OOBEY.com
    • 49. <ul><li>Product Leadership </li></ul><ul><li>Ad hoc, organic and cellular </li></ul><ul><li>High skills abound in loose-knit structures </li></ul><ul><li>Concept, future-driven </li></ul><ul><li>Experimentation and 'out of the box' mindset </li></ul><ul><li>Person-to-person communications systems </li></ul><ul><li>Technologies enabling cooperation </li></ul><ul><li>Rewarding individuals' innovative capacity </li></ul><ul><li>Risk and exposure management </li></ul><ul><li>Product Life Cycle profitability </li></ul>Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management systems Information and systems Culture, values, norms www.myCNI.com.my www.OOBEY.com
    • 50. Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management systems Information and systems Culture, values, norms <ul><li>Customer Intimacy </li></ul><ul><li>Empowerment close to point of customer contact </li></ul><ul><li>High skills in the field and front-line </li></ul><ul><li>Customer-driven </li></ul><ul><li>Variation and 'have it your way' mindset </li></ul><ul><li>Strong customer databases, linking internal and external information </li></ul><ul><li>Strong analytical tools </li></ul><ul><li>Customer equity measures like life time value </li></ul><ul><li>Satisfaction and share management </li></ul><ul><li>Focus on ‘Share of Wallet’ </li></ul>www.myCNI.com.my www.OOBEY.com
    • 51. Core Processes for Each Discipline <ul><li>Operational Excellence </li></ul><ul><li>Product Delivery and basic service cycle </li></ul><ul><li>Built on standard, no frills fixed assets </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Client acquisition and development </li></ul><ul><li>Solution Development </li></ul><ul><li>Flexible and responsive work procedures </li></ul><ul><li>Product Leadership </li></ul><ul><li>Invention, commercialization </li></ul><ul><li>Market exploitation </li></ul><ul><li>Disjoint work procedures </li></ul>www.myCNI.com.my www.OOBEY.com
    • 52. Sample KPIs for Each Discipline <ul><li>Operational Excellence </li></ul><ul><li>Price </li></ul><ul><li>Selection </li></ul><ul><li>Convenience </li></ul><ul><li>Zero Defects </li></ul><ul><li>Growth </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Customer Knowledge </li></ul><ul><li>Solutions Offered </li></ul><ul><li>Penetration </li></ul><ul><li>Customer Data </li></ul><ul><li>Customer-success focus </li></ul><ul><li>Product Leadership </li></ul><ul><li>Marketing </li></ul><ul><li>Functionality </li></ul><ul><li># of Successes </li></ul><ul><li># of Failures </li></ul><ul><li>Learn from key users </li></ul><ul><li>Interdisciplinary teams </li></ul><ul><li>Pipeline </li></ul>www.myCNI.com.my www.OOBEY.com
    • 53. <ul><li>Operational Excellence </li></ul><ul><ul><ul><li>Move know-how from top performing units to others </li></ul></ul></ul><ul><ul><ul><li>Benchmark against best in class </li></ul></ul></ul><ul><ul><ul><li>Ensure operations training for all employees </li></ul></ul></ul><ul><ul><ul><li>Use disciplines like TQM for continuous learning to reduce costs and improve quality </li></ul></ul></ul>Strategy: Value Disciplines www.myCNI.com.my www.OOBEY.com
    • 54. Strategy: Value Disciplines <ul><li>Customer Intimacy </li></ul><ul><ul><ul><li>Capture knowledge about customers </li></ul></ul></ul><ul><ul><ul><li>Understand customer needs </li></ul></ul></ul><ul><ul><ul><li>Empower front line employees </li></ul></ul></ul><ul><ul><ul><li>Ensure that everyone knows the customer </li></ul></ul></ul><ul><ul><ul><li>Make company knowledge available to customers </li></ul></ul></ul>www.myCNI.com.my www.OOBEY.com
    • 55. <ul><li>Product Leadership </li></ul><ul><ul><ul><li>Reduce time to market </li></ul></ul></ul><ul><ul><ul><li>Commercialize new products fast </li></ul></ul></ul><ul><ul><ul><li>Ensure that ideas flow </li></ul></ul></ul><ul><ul><ul><li>Reuse what other parts of the company have already learned </li></ul></ul></ul><ul><ul><ul><li>Ensure there are multiple sources of funding </li></ul></ul></ul>Strategy: Value Disciplines www.myCNI.com.my www.OOBEY.com
    • 56. The Final Lever: PAY <ul><li>Pay for Service </li></ul><ul><li>Pay for Job </li></ul><ul><li>Pay for Performance </li></ul><ul><li>Pay for Competency </li></ul>www.myCNI.com.my www.OOBEY.com
    • 57. What’s the Difference? <ul><li>Increment </li></ul><ul><li>Bonus </li></ul><ul><li>Promotion </li></ul>www.myCNI.com.my www.OOBEY.com
    • 58. Employee Distinction Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL <ul><li>Identify </li></ul>www.myCNI.com.my www.OOBEY.com
    • 59. Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff www.myCNI.com.my www.OOBEY.com
    • 60. Reminder… <ul><li>Great Wall of China </li></ul><ul><ul><li>humans are the weakest link </li></ul></ul><ul><ul><li>bad treatment of staff will lead to weak link i.e. easier to bribe, easier to con, etc; </li></ul></ul><ul><ul><li>bad treatment examples: insulting, lose face, broken promises, no dignity, public criticism, restructure without communication </li></ul></ul>www.myCNI.com.my www.OOBEY.com
    • 61. Other thoughts… <ul><li>Big matters/Small Matters </li></ul><ul><li>Differentiate of Die </li></ul><ul><li>Define “Talent” </li></ul><ul><li>No “Jerk” rule </li></ul><ul><li>Flat Structure? </li></ul><ul><li>The Jerk Boss </li></ul><ul><li>All aspects </li></ul><ul><li>Hire Strict </li></ul>www.myCNI.com.my www.OOBEY.com
    • 62. Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com

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