Continuous Learning: A framework for Developing a Workplace Essential Habit - Atcen Conference

Slide 1: Continuous Learning: A framework for Developing a Workplace Essential Habit personal story of CNI’s journey Kenny Ong CNI Holdings Berhad

Slide 2: Contents: 1. Introduction 2. Strategy example 3. Personal Reflection

Slide 3: About: CNI Holdings Bhd 1. 17 years old 2. Main Board Public Listing: August 2005 3. Products: Consumer Goods and Services 4. Core Business: MLM 5. Others: Contract Manufacturing, Export/Trading, eCommerce 6. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines 7. Staff force: ± 500 Malaysia 8. Distributors: ± 250,000

Slide 4: Intro: Learning Culture Habits

Slide 5: Intro: Learning Input Process Output Input Learning Application ‘Learning’ in the business context must be a practical concept. If it cannot be used to improve business results, ‘Learning’ is useless.

Slide 6: Intro: Habits/Culture • Habits “You cannot eliminate a habit. You can only replace one habit with another habit”

Slide 7: Intro: Habits/Culture • Why focus on Habits? 2. Start Early! 3. Small differences in return matter. A lot! 4. Don't squander your inheritance on sex, drugs and rock'n'roll 5. Over time, regular saving of quite small amounts can build up an astonishing sum of money. 6. Time and patience are the friends of compounding and, therefore, of investing. © Copyright 1998-2005, The Motley Fool Limited.

Slide 8: Intro: Why? Before we start… “Is Learning Culture really a desirable characteristic for business?” “Are you sure?” Key: Sustainable business performance *Refer: “The Fifth Discipline” by Peter Senge for basic knowledge on Learning Organizations

Slide 9: Intro: How does it look like? In the old days of training… • 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?

Slide 10: Intro: How does it look like? 1. Innovation 1. More vocal and 2. Open discussions demanding 3. Admission of 2. Sharing mistakes 3. Maturity of leaders 4. Integrated problem 4. Keep on changing solving even if painful 5. Dissatisfaction with 5. Documentation of self lessons learned 6. A lot of questions 6. A lot of projects

Slide 11: Intro: How does it look like? 1. Read more 1. Less dependent on 2. Training participation external Trainers 3. Process 2. Increased improvements participation in 4. Concern for projects Customers 3. Improved productivity 5. Self confidence 4. Mentoring 6. Run out of Positions to promote 5. Training Dept and 7. More Headhunting Consultants become victims less important

Slide 12: Intro: How does it look like? Moral of the story… 2. Innovation: – Business models – Products – Services 3. Market Leadership 4. Competitive differentiation Get the picture?

Slide 13: Intro: Q&A • Questions? • Comments?

Slide 14: Strategy: Problems 1. Malaysian Education 1. Laziness as human system nature 2. Parents 2. Underestimating 3. Business short-term process (habits) & thinking overestimating events 4. Punishing mistakes 3. Leaders 5. Lack of career drive 4. Not technology-ready 6. L.C. = HR 5. Pushed by Consultants 7. L.C. ≠ Business 6. MNC case studies 8. Comfort

Slide 15: Strategy: Buy-in Company Leaders WIIFM HRM Employees

Slide 16: Strategy: Modern Learning 1. JIT 2. Self controlled 3. Multiple sources 4. Multiple styles 5. Social networks 6. Small pieces (modular) 7. Flexible 8. Customized 9. Short

Slide 17: Strategy: Framework • Family

Slide 18: Strategy: Framework Corporate Resources Objective Structure Corporate Strategy Culture Leadership Person

Slide 19: Strategy: Corporate Strategy Structure Resources Culture Corporate Strategy Corporate Objective 1. Balanced Scorecard Leadership Person 2. Market Disciplines

Slide 20: Strategy: Corporate Strategy Financial Customer “To satisfy our “Who are our target stakeholders, what customers? Financial objectives What is our value must we accomplish?” proposition?” Learning & Growth Internal Process “What capabilities and “To satisfy our customers, tools do our employees in which internal business require to help them processes must we excel?" execute our strategy?

Slide 21: Strategy: Corporate Strategy Financial Revenue Market Value Productivity Growth Customers / Distributors Products/ Channel Target Services Strategies Markets Internal Supplier & Department External Process Alliances Operations Involvement Learning & Technology Growth Human Information & Resources Systems & Intelligence Processes

Slide 22: Strategy: Corporate Strategy Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

Slide 23: Strategy: Corporate Strategy Operational Excellence Product Leadership Customer Intimacy • Competitive price • New, state of the • Management by art products or Fact • Error free, reliable services • Easy to do business • Fast (on demand) • Risk takers with • Simple • Meet volatile • Have it your way • Responsive customer needs (customization) • Consistent • Fast concept-to- • Market segments of information for all counter one • Transactional • Never satisfied - • Proactive, flexible obsolete own and • 'Once and Done' • Relationship and competitors' consultative selling products • Cross selling • Learning organization

Slide 24: Strategy: Corporate Strategy • 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

Slide 25: Strategy: Corporate Strategy • 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

Slide 26: Strategy: Corporate Strategy • 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

Slide 27: Strategy: Framework Structure • Org Structure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Job Challenge • Management Systems

Slide 28: Strategy: Framework Resources • Tools • Physical facilities • Peer support • Information • T&D Programs • Mentors • Guides • ICT • OJT

Slide 29: Strategy: Framework Leadership • Role modeling • Mentoring & Feedback • Leadership Style • TTT methodology • Job Design • Know How • Barriers • Support & Encouragement • Decision making

Slide 30: Strategy: Framework Person • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control) • Learning how to Learn • Learning Styles • Mistakes = Experience

Slide 31: Strategy: Framework Culture • Understand personal Demographic histories: organization, race, nationality, profession, family, peers, <Flow with and exploit existing culture> • Emphasize natural learning • Relationships and work dynamics • Freedom to Think • Freedom to Act

Slide 32: Mistakes We Made 1. Decentralized T&D funds 1. ISO as control system, 2. Too focused on Training not learning system 2. Failed to differentiate 3. No linkage with staff culture of CNI vs. EMQP Performance gaps 3. Directly incentivized 4. Too focused on project work Weaknesses 4. No S.P. for HODs 5. Failed to differentiate 5. Hiring & Selection criteria Leaders vs. Specialists didn’t contain ‘Learning 6. Started too complex and Attitude’ too much 6. Too focused on soft skills 7. No modern learning

Slide 33: Strategy: Practical start-up • “Start small, grow fast, make money”

Slide 34: Strategy: 10 Practical start- up steps 1. Link training objectives to business strategy. 2. Address the corporate culture. 3. Focus on outcomes. 4. De-emphasize training. 5. Demand similar changes from Training suppliers

Slide 35: Strategy: 10 Practical start- up steps 1. Create an obsession 2. Learning resources 3. Learning goals 4. Diverse assignments 5. Mentoring

Slide 36: Strategy: Q&A • Questions? • Comments?

Slide 37: Personal: C.L.O. Job Description 1. Create access to training whenever and wherever employees need it 2. Make learning an inherent part of jobs 3. Breakdown knowledge-sharing barriers 4. Create learning opportunities 5. Ensure workforce has information and skills to move company forward 6. Sourcing and injecting new ideas from outside 7. Make people independent through self-sustaining systems 8. Push learning initiatives that have financial impact 9. Create sharing and collaboration platforms

Slide 38: Personal: How about me? 1. Get invited to multi disciplinary committees 2. Invite other disciplines into your teams & meetings 3. Find a Mentor & shadow him everywhere 4. Read broad based books, magazines 5. Study the company’s business plan 6. Write down how the work you do supports those plans 7. Volunteer to serve on a strategic planning committee or task force. 8. Read more Case Studies 9. Attend more ATCEN courses

Slide 39: Personal: How does it look like? • “Be careful of using ROI to measure the effectiveness of LC” Strategy Pfizer Importance of T&D CEO

Slide 40: “…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

Slide 41: Personal: How does it look like? 1. Innovation 1. More vocal and 2. Open discussions demanding 3. Admission of 2. Sharing mistakes 3. Maturity of leaders 4. Integrated problem 4. Keep on changing solving even if painful 5. Dissatisfaction with 5. Documentation of self lessons learned 6. A lot of questions 6. A lot of projects

Slide 42: Personal: How does it look like? 1. Read more 1. Less dependent on 2. Training participation external Trainers 3. Process 2. Increased improvements participation in 4. Concern for projects Customers 3. Improved productivity 5. Self confidence 4. Mentoring 6. Run out of Positions to promote 5. Training Dept and 7. More Headhunting Consultants become victims less important

Slide 43: Personal: Q&A • Questions? • Comments?

Slide 44: Last Words “Be careful how you sell Learning Culture. You may be better off selling Training & Development if you are not ready”

Slide 45: To learn more… • For more information and education regarding Learning Culture and Strategic Training & Development, please refer to ATCEN trainers and courses

Slide 46: Thank You. soft copy of slides: kennyong@cni.com.my