Table Partners Search Presentation to SSP

  • 594 views
Uploaded on

Presentation delivered at the SSP Partners Meeting, Milan, Italy, 21-Apr 2009.

Presentation delivered at the SSP Partners Meeting, Milan, Italy, 21-Apr 2009.

More in: Business , Technology
  • 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

Views

Total Views
594
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
17
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. S IGMA S EARCH N ETWORK Annual Partners Meeting Milan, April 2009 T A B L E P A R T N E R S P R E S E N T A T I O N
  • 2. © 2008 T ABLE P ARTNERS . Reprodução proibida.
    • What brings us here
    • The role of exec searching
    • How we are doing it
    • Why SSI
    G A G E N D A
  • 3. When we started our careers W h a t b r i n g s u s h e r e
  • 4. When we started our careers
    • The Kiel Week did not receive 3.5 Million visitors
    • Sao Paulo (Brazil) did not have 11 M inhabitants
    • China did not have 53 cities with more than 1 M residents
    • The MBTI was not applied to more than 2.5 M people annually (in the US alone!)
    W h a t b r i n g s u s h e r e
  • 5. When we started our careers W h a t b r i n g s u s h e r e CEO Sales CFO “ other things” Industrial
  • 6. Now... It’s a crowd W h a t b r i n g s u s h e r e
  • 7. W h a t b r i n g s u s h e r e Comitê de Auditoria Conselho de Administração Conselho de Família Fundação (ONG) Comitê de RH CEO Unidade de Negócio 1 Unidade de Negócio 2 Unidade de Negócio 3 Unidade de Negócio 4 Unid. Neg. Shared Servs. Conselho de Acionistas Unidade de Negócio 5 VP RHDO CFO VP Jurídico VP Oper. Industriais Rel. Instit. Comitê de Finanças Auditoria
  • 8. W h a t b r i n g s u s h e r e Comitê de Auditoria Conselho de Administração Conselho de Família Fundação (ONG) Comitê de RH CEO Unidade de Negócio 1 Unidade de Negócio 2 Unidade de Negócio 3 Unidade de Negócio 4 Unid. Neg. Shared Servs. Conselho de Acionistas Unidade de Negócio 5 VP RHDO CFO VP Jurídico VP Oper. Industriais Rel. Instit. Comitê de Finanças Auditoria
    • There’s no way THIS guy can command & control this group
    • No time available
    • Overwhelmed by sheer number of interdependencies
  • 9. W h a t b r i n g s u s h e r e Comitê de Auditoria Conselho de Administração Conselho de Família Fundação (ONG) Comitê de RH CEO Unidade de Negócio 1 Unidade de Negócio 2 Unidade de Negócio 3 Unidade de Negócio 4 Unid. Neg. Shared Servs. Conselho de Acionistas Unidade de Negócio 5 VP RHDO CFO VP Jurídico VP Oper. Industriais Rel. Instit. Comitê de Finanças Auditoria
    • This guys, on the other hand, are VERY smart
    • Know how to avoid (visible) conflict
    • One never demands accountability from another
    • Know how to fight “invisible” battles
    • Know how to avoid things getting done (when they have nothing to gain from it)
  • 10. So how does it feel ? W h a t b r i n g s u s h e r e
  • 11. So how does it feel ?
    • That the organization does not “respond”
    • Meetings are boring; everything important is discussed behind closed doors
    • What is accorded is never done ― deviations and delays are the norm
    • The CEO seems to be the only one to hold team members accountable
    • Organizationwide morale is low, roles and priorities unclear ― life is miserable
    W h a t b r i n g s u s h e r e
  • 12. So how does it feel ? W h a t b r i n g s u s h e r e Outgoing CEOs in US & UK 1995 2001 Fired Retired or dead turnover 53%> Sources: Booz&Co. Lucier & al., 2005; Globe & Mail, October 16, 2002, p. C10.
  • 13. Why should we care ? W h a t b r i n g s u s h e r e
  • 14. Why should we care ?
    • Through innefficient corporations, that compromise the competitiveness of our economies, to the expense of tax-payers, wagers and local suppliers (such as ourselves)
    • Through dysfunctional financial institutions (and regulators)
    • Through expensive and innadequate health systems, education systems and other universal services
    • Through life-threatening, un-movable multilateral organisms
    W h a t b r i n g s u s h e r e Because we all pay for it
  • 15. Can we do something about it ? W h a t b r i n g s u s h e r e
  • 16. Can we do something about it ? W h a t b r i n g s u s h e r e Yes, we can
  • 17. © 2008 T ABLE P ARTNERS . Reprodução proibida.
    • What brings us here
    • The role of exec searching
    • How we are doing it
    • Why SSI
    G A G E N D A
  • 18. First thing is to realize that effective teamwork is a discipline
    • It’s the discipline that is missing at the top of large, complex organizations
    • DISCIPLINE = a set of KNOWLEDGES and PRACTICES
    • Just like Finance or Production & Resources Planning
    • It’s not taught in our families, schools, universities or companies
    • It’s still in its infancy (think Finance in the 1500’s) ― but there’s a new generation of thinkers and practitioners
    T h e r o l e o f e x e c s e a r c h i n g
  • 19. Because it’s a discipline, groups do not turn into effective teams by themselves
    • Leaders ― CEOs, Chairmen ― have to learn it
    • Team members ― executives, board directors ― have to learn it
    T h e r o l e o f e x e c s e a r c h i n g
  • 20. After years of frustrating results, a breakthrough
    • Old News: rafting and tree-hugging do not work
    • Good News: on-the-job learning does
    • Bad News: how do you train CEOs and top-executives on-the-job ?!
    T h e r o l e o f e x e c s e a r c h i n g
  • 21. After years of frustrating results, a breakthrough
    • Old News: rafting and tree-hugging do not work
    • Good News: on-the-job learning does
    • Bad News: how do you train CEOs and top-executives on-the-job ?!
    At the T A B L E ! T h e r o l e o f e x e c s e a r c h i n g
  • 22. Two approaches
    • Patrick Lencioni’s (Table Group) approach: give them a good, tested packaged program
    • Table Partners’ approach:
      • Transform Strategic Planning or any other large project into a learning, leadership development experience
      • Build their awareness during career transitions
      • Transform the HR VP into a coach of the top team
    T h e r o l e o f e x e c s e a r c h i n g
  • 23. Two approaches
    • Patrick Lencioni’s (Table Group) approach: give them a good, tested packaged program
    • Table Partners’ approach:
      • Transform Strategic Planning or any other large project into a learning, leadership development experience
      • Build their awareness during career transitions
      • Transform the HR VP into a coach of the top team
    This is T ABLE P ARTNERS S EARCH mission T h e r o l e o f e x e c s e a r c h i n g
  • 24. T ABLE P ARTNERS S EARCH ' s mission is to provide a recruiting process, for top positions in large, complex organizations, that improve the effectiveness of their leadership teams and boards T h e r o l e o f e x e c s e a r c h i n g S E A R C H T A B L E P A R T N E R S F A M I L Y C O U N S E L L I N G L E A D E R S H I P D E V E L O P M E N T S T R A T E G Y C O N S U L T I N G
  • 25. Two critical roles
    • TPSearch specializes in senior HR positions  evangelize HR VPs on their role as coaches of the executive team and the CEO (it also helps penetrating a crowded market)
    • “ Spread the message” to clients and candidates
    T h e r o l e o f e x e c s e a r c h i n g
  • 26. © 2008 T ABLE P ARTNERS . Reprodução proibida.
    • What brings us here
    • The role of exec searching
    • How we are doing it
    • Why SSI
    G A G E N D A
  • 27. Four differentiators
    • Counseling selected candidates, during first 100 days
    • For every project: Employer Brand Situation Report + Comparable Compensation Report
    • Heavy on analytics
      • Substantiate, formalize and discipline inevitable trade-off
      • Inform 100-day counseling
    H o w w e a r e d o i n g i t
    • Network-centered, rather than database-centered
      • Affiliation to invisible professional networks trumps affiliation to companies as predictors
      • Linked-In, not “ our executives database "
      • Map and search network of client's top-performers
  • 28. Who we’re bringing onboard
    • CEO, Table Partners, with over 20 years experience in management consulting, in firms such as K2 Achievements, Booz&Co and Gemini
    • Executive experience in financial institutions such as Brasilpar and Liberty Mutual
    • Main clients include: Organizações Globo, Abril, Discovery, SKY, NET, Telemar/Oi, BRT/iG, Itaú Seguros, Hannover/HDI, Lucent, Avaya, and Avon
    • Taught undergraduate business – Strategy, Finance and Operations Research – at Faculdade São Luís (SP, 1987-’92). Active guest speaker at Fundação Getulio Vargas, IBMEC, USP/FIA and UNAERP
    • Civil Engineer – IME, Instituto Militar de Engenharia (RJ, 1983); MSc. Mathematics – IMPA, Instituto de Matemática Pura e Aplicada (RJ, 1985); Certified MBTI Practicioner – CAPT (Florida, EUA, 2005)
    H o w w e a r e d o i n g i t S E A R C H Mauro Mello
    • Managing partner, Search practice, with 14 years experience in executive search and corporate HR management
    • LatAm Recruitment Manager at EDS, responsible for over 700 monthly hires in 15 countries
    • Over 10 years experience at international search companies, such as Korn/Ferry, PMC Amrop Hever and Dobroy International, responsible for Professional Services Practice
    • Psychologist – PUC, Pontificia Universidade Católica (SP, 1995) fluent in English and Portuguese, with good command of Spanish and Hebrew
    Daniela Tessler L E A D E R S H I P D E V E L O P M E N T S T R A T E G Y C O N S U L T I N G
  • 29. Who we’re bringing onboard
    • Managing partner, Strategy practice, with over 10 years experience in management consulting, at Booz&Co. and K2 Achievements, following a previous corporate career
    • Served clients in banking, food & beverages, media, health and education industries, in LatAm and Africa
    • Corporate experience concentrated in Marketing and Business Development, at Telefonica and Credicard (largest Brazilian card issuer)
    • BSc. in Engineering and MBA ( Fundação Getulio Vargas, SP)
    H o w w e a r e d o i n g i t S E A R C H Jo ã o Navarro
    • Managing partner, Leadership Development practice, with over 10 years professional experience in management consulting, corporate management and entrepreneurship
    • Main clients, in companies such as Juran Institute, Gemini, and K2 Achievements, include: Shell, Embratel, BankBoston, Abril, NET, BRT/iG, and Itaú
    • Experience in Competitive Intelligence in steel and telecom industries
    • Industrial Engineer – Columbia University (NY, 1995) fluent in English and Portuguese, with good command of Spanish and French
    Fernanda Gomes S T R A T E G Y C O N S U L T I N G L E A D E R S H I P D E V E L O P M E N T
  • 30. © 2008 T ABLE P ARTNERS . Reprodução proibida.
    • What brings us here
    • The role of exec searching
    • How we are doing it
    • Why SSI
    G A G E N D A
  • 31. Everybody and his brother W h y S S I $4m 4 Heidrick & Struggles 6 $2m 4 Boyden 10 $2m 4 Tasa 11 $3m 6 Ray & Berndston 9 $6.5m 13 Transearch 4 $54m 80 Total 3 7 4 4 8+14 8 8 # Partners $1.5m A2Z 12 $3.5m PMC Amrop Hever 8 Estimated Revenues (US$ million) $4m Spencer Stuart 7 $4m Russell Reynolds 5 $7.5m Fesa 3 $8m Egon Zehnder 2 $8m Korn Ferry 1
  • 32. What we dream of in an international network
    • Teaming-up with a motivated group of experienced entrepreneurs
    • Being vested in a valuable, growing, global brand
    • Becoming preferred providers of major global organizations
    • Exchanging experiences, knowledge and networks in a global scale
    W h y S S I
    • Helping develop the necessary enablers (e.g. global delivery capability), specialization (industry/ function?) and differentiators (“why SSI”) to compete for global accounts
    • Cross-generating opportunities/ leads
  • 33.  
  • 34. What we do Vulnerability-based TRUST Comfort to CONFLICT COMMITMENT ACCOUNTABILITY RESULTS • Identify and discuss individual strengths and weaknesses (MBTI) • Spend considerable time in face-to-face meetings and working sessions • Understand individual team member’s natural conflict styles • Acknowledge conflict is required for productive meetings • Establish common ground rules for engaging in conflict • Review commitments at the end of each meeting • Adopt a “disagree and commit” mentality — all team members are committed regardless of disagreements • Explicitly communicate goals and standards of behavior • Regularly discuss performance versus goals and standards • Keep the team focused on tangible group goals • Reward individuals based on team goals and collective successs
  • 35. Who we have worked with
  • 36. Who we have worked with
      • Implementation of AVAYA in LatAm (2000)
  • 37. Who we have worked with $
  • 38.
    • Principal BLEC brasileiro – Building-Centered Local Exchange Carrier
      • Mais de 2,000 clientes (companhias)
      • Mais de 300 grandes edifícios servidos
      • Mais de 1 milhão de metros de cabos
      • Mais de 30 milhões de minutos /mês
      • Serviços de voz, dados e imagens
    • Recebe descontos das operadoras de longa distância, ao mesmo tempo que provê tarifas vantajosas para seus clientes
    • Dispensa o cliente de investir em infraestrutura de telecom (PABX, terminais, linhas, etc.)
    • Reconhecida, em 2003, como a 2ª empresa que mais cresceu no Brasil, pelo jornal Valor Econômico
    • A Atrium foi uma joint venture, de 2001, entre grandes investidores imobiliários brasileiros, fundos de investimento americanos – GE Capital, Advent e JPMorgan – e a K2
    • Vendida para a Telefonica, em dez-2004, por US$ 100M
    • Desenhou
    • Implementou
    • Capitalizou
    • Operou
    • Aportou gestores
    • Exerceu “voto de Minerva”, no Conselho
    • Apoiou a venda
    $