Arl  -skf_in_india_story[1]
Upcoming SlideShare
Loading in...5

Like this? Share it with your network

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. LIM Leadership in International Management
  • 2. BACKGROUND– SKF in India began 1923, Manufacturing 1961.– 6 Business Units, 5 Factories, 2300 people, 1000 white collar– Turnover in 1993 (64 MN US $) in 2001 (84 MN US $) – Disastrous Performance– Need to change and Transform Company at Stage 1 into a High Performer – Target 2008 set at 200 MN US $– Major Transformation in People Processes – Performance / Competency/ Learning / C & B / Organizational Structuring / Organizational Change– Actual Results 2008 – 300 MN Us $– Stage 2 by 2015 transform into a top performer in the sector – target MN US $ 800– Major focus: Talent Management Copyright © LIM LLC 2011
  • 3. PURPOSE– Create an Internal Pool of High capability Leaders who can drive the business in the fast changing environment.– Talent Management program – INSPIRE– Top 20% of the High Performers– Program Development Centre Profiling Ambition and Expectation Capturing Creating Development Plan Mentoring Providing Development Inputs– Develop Leaders faster Copyright © LIM LLC 2011
  • 4. PEOPLE– Participants Top 20% of Performers in the company.– Interested Parties Business Leaders– Drivers Managing Director HR Director GM – Talent Management– Partners Assessment Centre Partners Development Partners Copyright © LIM LLC 2011
  • 5. PROBLEM• All parts of the process till “Development Plan Creation” were working perfectly• However the actual development of leaders was not at the speed that the organization wanted.• Development process • Development Programs through top end business schools • Internal Mentors • Job Rotation• Gaps • Coaching / Mentoring • Actual development process. Copyright © LIM LLC 2011
  • 6. APPROACH– While keeping the Job Rotation in place look at other alternatives for Coaching and Development.– Alternative Considered Modified High End Business School Program Lateral Thinking / 6 Sigma kind of approaches Action Reflection Learning Only Individual Mentoring– Selected ARL A classical example of Earning while Learning. Allowed participants to work on strategic projects and at the same time ensured that the company was able to see results as part of the development process. Develop internal coaches which would help in institutionalising the process within the organisation. Copyright © LIM LLC 2011
  • 7. STRAETGIC ELEMENTS– How to make ARL feasible– Management Buy In– Module Design– Project Selection– Developing Internal coaches Copyright © LIM LLC 2011
  • 8. STRATEGY : Making ARL Feasible– Impossible to run the program in India with the help of coaches living abroad– SOLUTION : Internal Coach Development Program– Cost of US and Singapore based coaches and hence the overall cost of the program– Do we put everyone through the program– SOLUTION : program will be run only for people with Managerial responsibilities as the element on strategic thinking largely applied to these roles Copyright © LIM LLC 2011
  • 9. STRATEGY : Management Buy In• Ernie came and did a taster for the Country Learning and Development Team• ADVANTAGE : HR Directors and Talent Management teams acceptance• Ernie came and did a taster for the Country Management Team• ADVANTAGE : Country Management Team Buy Inn, Willingness of the team members to sponsor projects and provide internal coaches• A one day workshop for the Senior Leadership Team (Factory Managers, Sales Managers and Functional Managers)• ADVANTAGE : Senior Team Buy Inn, Willingness to participate.• Finally all stakeholders were asked and based on overall inputs it was decided to go ahead Copyright © LIM LLC 2011
  • 10. STRATEGY : Module DesignARL modular - 3 modules.Concepts, principles and tools of ARL were introduced, applied anddemonstrated, Just in Time, to make the learning process of theparticipants more robust.Module 1 - Leader in the Organisation and Strategic Thinking. – projects were presented to the teamsModule 2 - Leader in Me and Delivering Business ResultsModule 3 - Leader in the Team and Corporate Social Responsibility. – presented the final recommendations for implementationBetween each module - gap of 8 to 10 weeks - teams to work on theprojects - help of the internal SKF CoachesCompetencies of Strategic Thinking and Delivering Business Resultswere based on the data generated from the development centres. Copyright © LIM LLC 2011
  • 11. STRATEGY : PROJECTS1st program was launched in Q4 of 2009.Three teams of 6 to 8 membersBusiness Leaders identified strategically important projects.Teams assigned these projects – To improve the Sales Price Level of the Electrical and Two Wheeler segment from 92 to 102. – To increase the volume growth in Industrial Aftermarket by 20% in 2010 over 2009 – To increase the volume growth the Vehicle Service market by 20% in 2010 over 2009.Post Module 3 actions were implemented by the teams during thebalance of 2010. Copyright © LIM LLC 2011
  • 12. STRATEGY : DEVELOPING INTERNAL COACHESThis program consisted of – Attending the 2 different Business Leaders Forum’s – Undergoing 9 days of additional coaching on ARL principles and concepts. – Working on a special project as a team while receiving coaching from Ernie – Reading the ARL Book – Going through all online e material and tests on ARL until they passed the tests – Writing a synopsis on the ARL Book and also a short case of their journey as a coach – Attending a 4 hour quiz on ARL – Providing coaching to their assigned teams during the 2 Business Leaders ForumsBased on the above 7 of the original 12 successfully completed the coachingrequirements and are now fully trained ARL coaches for SKF in India Copyright © LIM LLC 2011
  • 13. OUTCOMES : BUSINESS RESULTSSKF in India – Sales Price Level of the Electrical and Two Wheeler segment rose from 92 to 100. (huge 8 percentage point increase) – Volume growth in Industrial Aftermarket was 16% in 2010 over 2009. – Volume growth the Vehicle Service market was 16% in 2010 over 2009. Copyright © LIM LLC 2011
  • 14. OUTCOMES : LEARNINGSKF Internal coaches are on their own driving some of the ARL programs withinSKF – LSB FactoryParticipants have begun to use some of the simple tools like Fist Five, 4 Mat,Power Planning, SRWR in their day to day work Copyright © LIM LLC 2011
  • 15. VOICESParticipantsInternal CoachesBusiness Leaders Copyright © LIM LLC 2011
  • 16. THANK YOU Learning and OrganizationalTransformation are not Compulsory BUT Neither is Survival Questions are Welcome Copyright © LIM LLC 2011