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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  ...
© 2008 T ABLE  P ARTNERS . Reprodução proibida. <ul><li>What brings us here  </li></ul><ul><li>The role of exec searching ...
When   we   started  our  careers W h a t  b r i n g s  u s  h e r e
When   we   started  our  careers <ul><li>The Kiel Week did not receive 3.5 Million visitors </li></ul><ul><li>Sao Paulo (...
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
Now... It’s a crowd W h a t  b r i n g s  u s  h e r e
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...
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...
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...
So how does it feel ? W h a t  b r i n g s  u s  h e r e
So how does it feel ? <ul><li>That the organization does not “respond”  </li></ul><ul><li>Meetings are boring; everything ...
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 turnove...
Why should we care ? W h a t  b r i n g s  u s  h e r e
Why should we care ? <ul><li>Through innefficient corporations, that compromise the competitiveness of our economies, to t...
Can we do something about it ? W h a t  b r i n g s  u s  h e r e
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
© 2008 T ABLE  P ARTNERS . Reprodução proibida. <ul><li>What brings us here  </li></ul><ul><li>The role of exec searching ...
First thing is to realize that  effective teamwork is a discipline <ul><li>It’s the discipline that is missing at the top ...
Because it’s a discipline,   groups do not turn into effective teams by themselves <ul><li>Leaders ― CEOs, Chairmen ― have...
After years of frustrating results, a breakthrough <ul><li>Old News: rafting and tree-hugging do not work </li></ul><ul><l...
After years of frustrating results, a breakthrough <ul><li>Old News: rafting and tree-hugging do not work </li></ul><ul><l...
Two approaches <ul><li>Patrick Lencioni’s (Table Group) approach:  give them a good, tested packaged program </li></ul><ul...
Two approaches <ul><li>Patrick Lencioni’s (Table Group) approach:  give them a good, tested packaged program </li></ul><ul...
T ABLE  P ARTNERS  S EARCH ' s mission is to provide a recruiting process, for top positions in large, complex organizatio...
Two critical roles <ul><li>TPSearch specializes in senior HR positions    evangelize HR VPs on their role as coaches of t...
© 2008 T ABLE  P ARTNERS . Reprodução proibida. <ul><li>What brings us here  </li></ul><ul><li>The role of exec searching ...
Four differentiators <ul><li>Counseling selected candidates, during first 100 days  </li></ul><ul><li>For every project:  ...
Who we’re bringing onboard <ul><li>CEO, Table Partners, with over 20 years experience in management consulting, in firms s...
Who we’re bringing onboard <ul><li>Managing partner, Strategy practice, with over 10 years experience in management consul...
© 2008 T ABLE  P ARTNERS . Reprodução proibida. <ul><li>What brings us here  </li></ul><ul><li>The role of exec searching ...
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...
What we dream of in an  international network <ul><li>Teaming-up with a motivated group of experienced entrepreneurs  </li...
 
What we do Vulnerability-based TRUST  Comfort to CONFLICT  COMMITMENT  ACCOUNTABILITY  RESULTS  •  Identify and discuss in...
Who we have worked with
Who we have worked with <ul><ul><li>Implementation of  AVAYA in LatAm  (2000) </li></ul></ul>
Who we have worked with $
<ul><li>Principal BLEC brasileiro –  Building-Centered Local Exchange Carrier </li></ul><ul><ul><li>Mais de 2,000 clientes...
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Table Partners Search Presentation to SSP

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

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Transcript of "Table Partners Search Presentation to SSP"

  1. 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. 2. © 2008 T ABLE P ARTNERS . Reprodução proibida. <ul><li>What brings us here </li></ul><ul><li>The role of exec searching </li></ul><ul><li>How we are doing it </li></ul><ul><li>Why SSI </li></ul>G A G E N D A
  3. 3. When we started our careers W h a t b r i n g s u s h e r e
  4. 4. When we started our careers <ul><li>The Kiel Week did not receive 3.5 Million visitors </li></ul><ul><li>Sao Paulo (Brazil) did not have 11 M inhabitants </li></ul><ul><li>China did not have 53 cities with more than 1 M residents </li></ul><ul><li>The MBTI was not applied to more than 2.5 M people annually (in the US alone!) </li></ul>W h a t b r i n g s u s h e r e
  5. 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. 6. Now... It’s a crowd W h a t b r i n g s u s h e r e
  7. 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. 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 <ul><li>There’s no way THIS guy can command & control this group </li></ul><ul><li>No time available </li></ul><ul><li>Overwhelmed by sheer number of interdependencies </li></ul>
  9. 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 <ul><li>This guys, on the other hand, are VERY smart </li></ul><ul><li>Know how to avoid (visible) conflict </li></ul><ul><li>One never demands accountability from another </li></ul><ul><li>Know how to fight “invisible” battles </li></ul><ul><li>Know how to avoid things getting done (when they have nothing to gain from it) </li></ul>
  10. 10. So how does it feel ? W h a t b r i n g s u s h e r e
  11. 11. So how does it feel ? <ul><li>That the organization does not “respond” </li></ul><ul><li>Meetings are boring; everything important is discussed behind closed doors </li></ul><ul><li>What is accorded is never done ― deviations and delays are the norm </li></ul><ul><li>The CEO seems to be the only one to hold team members accountable </li></ul><ul><li>Organizationwide morale is low, roles and priorities unclear ― life is miserable </li></ul>W h a t b r i n g s u s h e r e
  12. 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. 13. Why should we care ? W h a t b r i n g s u s h e r e
  14. 14. Why should we care ? <ul><li>Through innefficient corporations, that compromise the competitiveness of our economies, to the expense of tax-payers, wagers and local suppliers (such as ourselves) </li></ul><ul><li>Through dysfunctional financial institutions (and regulators) </li></ul><ul><li>Through expensive and innadequate health systems, education systems and other universal services </li></ul><ul><li>Through life-threatening, un-movable multilateral organisms </li></ul>W h a t b r i n g s u s h e r e Because we all pay for it
  15. 15. Can we do something about it ? W h a t b r i n g s u s h e r e
  16. 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. 17. © 2008 T ABLE P ARTNERS . Reprodução proibida. <ul><li>What brings us here </li></ul><ul><li>The role of exec searching </li></ul><ul><li>How we are doing it </li></ul><ul><li>Why SSI </li></ul>G A G E N D A
  18. 18. First thing is to realize that effective teamwork is a discipline <ul><li>It’s the discipline that is missing at the top of large, complex organizations </li></ul><ul><li>DISCIPLINE = a set of KNOWLEDGES and PRACTICES </li></ul><ul><li>Just like Finance or Production & Resources Planning </li></ul><ul><li>It’s not taught in our families, schools, universities or companies </li></ul><ul><li>It’s still in its infancy (think Finance in the 1500’s) ― but there’s a new generation of thinkers and practitioners </li></ul>T h e r o l e o f e x e c s e a r c h i n g
  19. 19. Because it’s a discipline, groups do not turn into effective teams by themselves <ul><li>Leaders ― CEOs, Chairmen ― have to learn it </li></ul><ul><li>Team members ― executives, board directors ― have to learn it </li></ul>T h e r o l e o f e x e c s e a r c h i n g
  20. 20. After years of frustrating results, a breakthrough <ul><li>Old News: rafting and tree-hugging do not work </li></ul><ul><li>Good News: on-the-job learning does </li></ul><ul><li>Bad News: how do you train CEOs and top-executives on-the-job ?! </li></ul>T h e r o l e o f e x e c s e a r c h i n g
  21. 21. After years of frustrating results, a breakthrough <ul><li>Old News: rafting and tree-hugging do not work </li></ul><ul><li>Good News: on-the-job learning does </li></ul><ul><li>Bad News: how do you train CEOs and top-executives on-the-job ?! </li></ul>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. 22. Two approaches <ul><li>Patrick Lencioni’s (Table Group) approach: give them a good, tested packaged program </li></ul><ul><li>Table Partners’ approach: </li></ul><ul><ul><li>Transform Strategic Planning or any other large project into a learning, leadership development experience </li></ul></ul><ul><ul><li>Build their awareness during career transitions </li></ul></ul><ul><ul><li>Transform the HR VP into a coach of the top team </li></ul></ul>T h e r o l e o f e x e c s e a r c h i n g
  23. 23. Two approaches <ul><li>Patrick Lencioni’s (Table Group) approach: give them a good, tested packaged program </li></ul><ul><li>Table Partners’ approach: </li></ul><ul><ul><li>Transform Strategic Planning or any other large project into a learning, leadership development experience </li></ul></ul><ul><ul><li>Build their awareness during career transitions </li></ul></ul><ul><ul><li>Transform the HR VP into a coach of the top team </li></ul></ul>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. 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. 25. Two critical roles <ul><li>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) </li></ul><ul><li>“ Spread the message” to clients and candidates </li></ul>T h e r o l e o f e x e c s e a r c h i n g
  26. 26. © 2008 T ABLE P ARTNERS . Reprodução proibida. <ul><li>What brings us here </li></ul><ul><li>The role of exec searching </li></ul><ul><li>How we are doing it </li></ul><ul><li>Why SSI </li></ul>G A G E N D A
  27. 27. Four differentiators <ul><li>Counseling selected candidates, during first 100 days </li></ul><ul><li>For every project: Employer Brand Situation Report + Comparable Compensation Report </li></ul><ul><li>Heavy on analytics </li></ul><ul><ul><li>Substantiate, formalize and discipline inevitable trade-off </li></ul></ul><ul><ul><li>Inform 100-day counseling </li></ul></ul>H o w w e a r e d o i n g i t <ul><li>Network-centered, rather than database-centered </li></ul><ul><ul><li>Affiliation to invisible professional networks trumps affiliation to companies as predictors </li></ul></ul><ul><ul><li>Linked-In, not “ our executives database &quot; </li></ul></ul><ul><ul><li>Map and search network of client's top-performers </li></ul></ul>
  28. 28. Who we’re bringing onboard <ul><li>CEO, Table Partners, with over 20 years experience in management consulting, in firms such as K2 Achievements, Booz&Co and Gemini </li></ul><ul><li>Executive experience in financial institutions such as Brasilpar and Liberty Mutual </li></ul><ul><li>Main clients include: Organizações Globo, Abril, Discovery, SKY, NET, Telemar/Oi, BRT/iG, Itaú Seguros, Hannover/HDI, Lucent, Avaya, and Avon </li></ul><ul><li>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 </li></ul><ul><li>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) </li></ul>H o w w e a r e d o i n g i t S E A R C H Mauro Mello <ul><li>Managing partner, Search practice, with 14 years experience in executive search and corporate HR management </li></ul><ul><li>LatAm Recruitment Manager at EDS, responsible for over 700 monthly hires in 15 countries </li></ul><ul><li>Over 10 years experience at international search companies, such as Korn/Ferry, PMC Amrop Hever and Dobroy International, responsible for Professional Services Practice </li></ul><ul><li>Psychologist – PUC, Pontificia Universidade Católica (SP, 1995) fluent in English and Portuguese, with good command of Spanish and Hebrew </li></ul>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. 29. Who we’re bringing onboard <ul><li>Managing partner, Strategy practice, with over 10 years experience in management consulting, at Booz&Co. and K2 Achievements, following a previous corporate career </li></ul><ul><li>Served clients in banking, food & beverages, media, health and education industries, in LatAm and Africa </li></ul><ul><li>Corporate experience concentrated in Marketing and Business Development, at Telefonica and Credicard (largest Brazilian card issuer) </li></ul><ul><li>BSc. in Engineering and MBA ( Fundação Getulio Vargas, SP) </li></ul>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 <ul><li>Managing partner, Leadership Development practice, with over 10 years professional experience in management consulting, corporate management and entrepreneurship </li></ul><ul><li>Main clients, in companies such as Juran Institute, Gemini, and K2 Achievements, include: Shell, Embratel, BankBoston, Abril, NET, BRT/iG, and Itaú </li></ul><ul><li>Experience in Competitive Intelligence in steel and telecom industries </li></ul><ul><li>Industrial Engineer – Columbia University (NY, 1995) fluent in English and Portuguese, with good command of Spanish and French </li></ul>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. 30. © 2008 T ABLE P ARTNERS . Reprodução proibida. <ul><li>What brings us here </li></ul><ul><li>The role of exec searching </li></ul><ul><li>How we are doing it </li></ul><ul><li>Why SSI </li></ul>G A G E N D A
  31. 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. 32. What we dream of in an international network <ul><li>Teaming-up with a motivated group of experienced entrepreneurs </li></ul><ul><li>Being vested in a valuable, growing, global brand </li></ul><ul><li>Becoming preferred providers of major global organizations </li></ul><ul><li>Exchanging experiences, knowledge and networks in a global scale </li></ul>W h y S S I <ul><li>Helping develop the necessary enablers (e.g. global delivery capability), specialization (industry/ function?) and differentiators (“why SSI”) to compete for global accounts </li></ul><ul><li>Cross-generating opportunities/ leads </li></ul>
  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
  34. 35. Who we have worked with
  35. 36. Who we have worked with <ul><ul><li>Implementation of AVAYA in LatAm (2000) </li></ul></ul>
  36. 37. Who we have worked with $
  37. 38. <ul><li>Principal BLEC brasileiro – Building-Centered Local Exchange Carrier </li></ul><ul><ul><li>Mais de 2,000 clientes (companhias) </li></ul></ul><ul><ul><li>Mais de 300 grandes edifícios servidos </li></ul></ul><ul><ul><li>Mais de 1 milhão de metros de cabos </li></ul></ul><ul><ul><li>Mais de 30 milhões de minutos /mês </li></ul></ul><ul><ul><li>Serviços de voz, dados e imagens </li></ul></ul><ul><li>Recebe descontos das operadoras de longa distância, ao mesmo tempo que provê tarifas vantajosas para seus clientes </li></ul><ul><li>Dispensa o cliente de investir em infraestrutura de telecom (PABX, terminais, linhas, etc.) </li></ul><ul><li>Reconhecida, em 2003, como a 2ª empresa que mais cresceu no Brasil, pelo jornal Valor Econômico </li></ul><ul><li>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 </li></ul><ul><li>Vendida para a Telefonica, em dez-2004, por US$ 100M </li></ul><ul><li>Desenhou </li></ul><ul><li>Implementou </li></ul><ul><li>Capitalizou </li></ul><ul><li>Operou </li></ul><ul><li>Aportou gestores </li></ul><ul><li>Exerceu “voto de Minerva”, no Conselho </li></ul><ul><li>Apoiou a venda </li></ul>$
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