Vlerick HRday 2013: Succession Planning. - Prof. D. Buyens

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Vlerick HRday 2013: Succession Planning. - Prof. D. Buyens

  1. 1. SUCCESSION PLANNING: PLANNING FOR SUCCESSOR SMART TALENT MANAGEMENT?PROF. DR. DIRK BUYENS
  2. 2. © Vlerick Business SchoolCONTEXT: SUCCESSION PLANNING = DEAD2Companies offer jobs, not careers anymore.Managers have a shorter “expiration date” thenthey used to have.In “Raplex” environments ‘LT people planning’makes no sense.Hipo management programmes create lots offrustration.Europe is in it’s “fall season” of it’s lifecycle.Prof dr Dirk Buyens - Vlerick HR Day 2013
  3. 3. © Vlerick Business SchoolCONTEXT: SUCCESSION PLANNING = ALIVEManaging people = all about managingexpectations.Higher mobility leads to more “successors” needed.In “Raplex” environments you need to convincepeople about “Zig-Zag Careers”.No tool or practise has been more popular over thepast 3 years than the 9-box.The biggest HR challenge for the next 10 years tocome = to “succeed” Babyboomers.Lack of successful succession is the main reasonwhy (family owned) SME’s don’t survive the 2nd or3rd generation.3 Prof dr Dirk Buyens - Vlerick HR Day 2013
  4. 4. © Vlerick Business SchoolCONTEXT: SUCCESSION PLANNING = THEHEART OF THE MATTERWhy:1. HR 2020 is not about people but it is about“Talent Supply” and “Talent Supply ChainManagement”.2. Succession planning ≠ not planning people forjobs, but it is about fostering Talent in a B6 way.3. Succession planning = Educating consistentsuccessful BEHAVIOUR.4 Prof dr Dirk Buyens - Vlerick HR Day 2013
  5. 5. © Vlerick Business SchoolINVEST IN TALENTStrategy DefinitionB5Buy Acquire new talent by recruiting individuals fromoutside or from other departments or divisionswithin the organization.Build Develop talent through training, education, formaljob training, job rotation, special assignments, andaction learning.Borrow Partner with consultants, vendors, clients, andsuppliers outside the organization in arrangementsthat transfer skill and knowledge.Boost Move the right people through the organization andinto higher positions.Bind Retain employees with high growth potential andvalued talent.Bounce Remove low-performing or under-performingindividuals.BBBBBProf dr Dirk Buyens - Vlerick HR Day 20135
  6. 6. © Vlerick Business School Prof dr Dirk Buyens - Vlerick HR Day 20136
  7. 7. © Vlerick Business SchoolHR MANAGING AS ART, CRAFT, SCIENCEProf dr Dirk Buyens - Vlerick HR Day 2013HRManagement asaPracticeARTVisioncreative insightsCRAFTExperiencepractical learningSCIENCEAnalysissystematic evidence7
  8. 8. © Vlerick Business SchoolSTYLES OF HR MANAGING IN TERMS OF ART,CRAFT, SCIENCEART(vision)CRAFT(experience)SCIENCE(analysis) Dispirited ManagingNarcissistInsightfulCerebralCalculatingEngagingTediousProf dr Dirk Buyens - Vlerick HR Day 20138
  9. 9. © Vlerick Business SchoolRESULT: 5 ENTRENCHED MYTHS WEREUNDERMINED1. Successful leaders in a turbulent world are bold, riskseeking visionaries2. Innovation distinguishes 10X companies in a fast-moving, uncertain and chaotic world3. A threat-filled world favours the speedy: you areeither the quick or the dead4. Radical change of the outside requires radical changeon the inside5. Great enterprises with 10X success have a lot more‘good luck’9Collins & Hanson, Great by ChoiceProf dr Dirk Buyens - Vlerick HR Day 2013
  10. 10. © Vlerick Business SchoolFINAL SET OF 10X CASES10X CaseDynastic Era ofStudyValue of $10,000InvestedPerformanceRelative toMarketPerformanceRelative toIndustry1. Amgen 1980-202 $4.5 million24.0Xthe market77.2Xits industry2. Biomet 1977-2002 $3.4 million18.1Xthe market11.2Xits industry3. Intel 1968-2002 $3.9 million20.7Xthe market46.3Xits industry4. Microsoft 1975-2002 $10.6 million56.0Xthe market118.8Xits industry5. ProgressiveInsurance1965-2002$2.7 million 14.6Xthe market11.3Xits industry6. SouthwestAirlines1967-2002 $12.0 million63.4Xthe market550.4Xits industry7. Stryker 1977-2002 $5.3 million28.0Xthe market10.9Xits industry10 Prof dr Dirk Buyens - Vlerick HR Day 2013
  11. 11. © Vlerick Business SchoolSOUTH POLE EXPEDITION (AMUNDSEN) VSTERRA NOVA EXPEDITION (SCOTT)11Extract from the Washington Herald,March 8, 1912Prof dr Dirk Buyens - Vlerick HR Day 2013
  12. 12. © Vlerick Business SchoolOBJECTIVESSOUTH POLE EXPEDITION1 goal only: to be the firstto reach the South Pole(e.g. took only 10photographs and oncethey’d reached the Pole) all energy and focuswent to that goalTERRA NOVA EXPEDITIONReaching the South PoleAnd do some scientificexploration (cf. 2000pictures) 2 goals made expeditionmore complicated12 Prof dr Dirk Buyens - Vlerick HR Day 2013
  13. 13. © Vlerick Business School13 Prof dr Dirk Buyens - Vlerick HR Day 2013
  14. 14. © Vlerick Business SchoolTRANSPORTDogs, dogs and more dogs(52 dogs)Sledges pulled by dogs wereshaven off to weigh lessWhen dog died meat was usedfor men and the other dogs only 11 dogs returned to basecampNo need to unlash-relashsledges because of use ofcanistersDogs could eat penguins andsealsSkiing (all Norwegianexperienced skiers)Ponies, motor sledges andmenMotor sledges broke downand no engineer to fix themPonies not suited for walkingin the deep snowSledges that were pulled bymen, were overloaded andhad to be unlashed andrelashed every time themade campMen carried food for ponieswith themWalking14SOUTH POLE EXPEDITION TERRA NOVA EXPEDITIONProf dr Dirk Buyens - Vlerick HR Day 2013
  15. 15. © Vlerick Business School15 Prof dr Dirk Buyens - Vlerick HR Day 2013
  16. 16. © Vlerick Business SchoolBASE CAMP, ROUTE MARKING AND DEPOTLAYINGBase camp was 96 kmcloser to South PoleNew routeRoute marked by cairns,flags and empty foodcanistersDepot laid out everydegree of latitude andmarked with a line ofbamboo flagsBase camp better locatedfor geological explorationRoute already explored byprevious expeditionRoute marked by wallsmade at lunch andevening stops to protectthe poniesLess depots laid out: forevery 5 depots laid out byAmundsen, Scott had laidout 216SOUTH POLE EXPEDITION TERRA NOVA EXPEDITIONProf dr Dirk Buyens - Vlerick HR Day 2013
  17. 17. © Vlerick Business School17Amundsens route had never before been taken, but it put his starting point 60miles closer to the Pole than Scotts.Prof dr Dirk Buyens - Vlerick HR Day 2013
  18. 18. © Vlerick Business SchoolNAVIGATIONAmundsen usedsextant, very light andsimple to usePrepared navigationsheets that simplifiedcalculations4 out of 5 teammembers were qualifiednavigatorsScott used theodolite,rather heavy and requiresmore arithmeticNo prepared navigationsheetsOnly 1 navigator18SOUTH POLE EXPEDITION TERRA NOVA EXPEDITIONProf dr Dirk Buyens - Vlerick HR Day 2013
  19. 19. © Vlerick Business School19Scott’s menProf dr Dirk Buyens - Vlerick HR Day 2013
  20. 20. © Vlerick Business SchoolCONCLUSIONAmundsen was prepared for theworst, whereas Scott only had athin margin for error20 Prof dr Dirk Buyens - Vlerick HR Day 2013
  21. 21. © Vlerick Business SchoolLEVEL 5 AMBITION1. Fanatic discipline2. Productive paranoia3. Empirical creativity4. Why would anyone work with these CEOs5. Answer: they are ambitious for a purposebeyond themselves, achieving somethinggreat that is ultimately not about them21 Prof dr Dirk Buyens - Vlerick HR Day 2013
  22. 22. © Vlerick Business SchoolVictory awaits him who haseverything in order – luck peoplecall it. Defeat is certain for him whohas neglected to take thenecessary precautions in time; thisis called bad luck.Roald Amundsen, The South Pole22 Prof dr Dirk Buyens - Vlerick HR Day 2013
  23. 23. © Vlerick Business SchoolDIFFERENT BEHAVIOURS,NOT DIFFERENT CIRCUMSTANCESThey’re not more creativeThey’re not more visionaryThey’re not more charismaticThey’re not more ambitiousThey’re not more blessed with luckThey’re not more risk seekingThey’re not more heroicThey’re not more prone to making big, bold moves23 Prof dr Dirk Buyens - Vlerick HR Day 2013
  24. 24. © Vlerick Business School10X LEADERSHIP24FanaticDISCIPLINEProductivePARANOIAEmpiricalCREATIVITYLevel 5AMBITIONProf dr Dirk Buyens - Vlerick HR Day 2013
  25. 25. © Vlerick Business School10XERS DISPLAY THREE CORE BEHAVIOURS1. Fanatic Discipline: 10Xers display extremeconsistency of action – consistency withvalues, goals, performance standards, andmethods. They are utterly relentless,monomaniacal, unbending in theirfocus on their quests.25FanaticDISCIPLINEProductivePARANOIAEmpiricalCREATIVITYLevel 5AMBITIONProf dr Dirk Buyens - Vlerick HR Day 2013
  26. 26. © Vlerick Business SchoolFanaticDISCIPLINEProductivePARANOIAEmpiricalCREATIVITYLevel 5AMBITION10XERS DISPLAY THREE CORE BEHAVIOURS2. Empirical creativity: When faced with uncertainty,10Xers do not look primarily to other people,conventional wisdom, authority figures, or peers fordirection; they look primarily to empirical evidence.They rely upon direct observation, practicalexperimentation, and direct engagementwith tangible evidence. They maketheir bold creative moves from asound empirical base.26 Prof dr Dirk Buyens - Vlerick HR Day 2013
  27. 27. © Vlerick Business SchoolFanaticDISCIPLINEProductivePARANOIAEmpiricalCREATIVITYLevel 5AMBITION10XERS DISPLAY THREE CORE BEHAVIOURS3. Productive paranoia: 10Xers maintainhypervigilance, staying highly attuned to threats andchanges in their environment, even when – especiallywhen – all’s going well. They assume conditions willturn against them, at perhaps the worst possiblemoment. They channel their fear andworry into action, preparing,developing contingency plans,building buffers, and maintaininglarge margins of safety.27 Prof dr Dirk Buyens - Vlerick HR Day 2013
  28. 28. © Vlerick Business School28Freely chosen, discipline is absolutefreedomRon SerinoProf dr Dirk Buyens - Vlerick HR Day 2013
  29. 29. © Vlerick Business SchoolWHAT DO THESE BRANDS EDUCATECONSISTENTLY?29 Prof dr Dirk Buyens - Vlerick HR Day 2013
  30. 30. © Vlerick Business School...OR THESE?30 Prof dr Dirk Buyens - Vlerick HR Day 2013
  31. 31. © Vlerick Business School...OR THESE?31 Prof dr Dirk Buyens - Vlerick HR Day 2013
  32. 32. © Vlerick Business School...OR THESE?32 Prof dr Dirk Buyens - Vlerick HR Day 2013
  33. 33. © Vlerick Business School...OR THESE?33 Prof dr Dirk Buyens - Vlerick HR Day 2013
  34. 34. © Vlerick Business SchoolFIRE BULLETS, THEN CANNONBALLSA “fire bullets, then cannonballs” approach better explains thesuccess of 10x companies than big-leap innovations and predictivegenius.A bullet is a low-cost, low-risk, and low-distraction test orexperiment.Our 10X cases fired a significant number of bullets that never hitanything. They didn’t know ahead of time which bullets would hit orbe successful.There are two types of cannonballs, calibrated and uncalibrated. Acalibrated cannonball has confirmation based on actual experience –empirical validation – that a big bet will likely prove successful.Launching an uncalibrated cannonball means placing a big betwithout empirical validation.Uncalibrated cannonballs can lead to calamity.34 Prof dr Dirk Buyens - Vlerick HR Day 2013
  35. 35. © Vlerick Business SchoolCONCLUSION: LESSON 135Educate the 3corebehaviours:1. Fanatic Discipline2. Empirical Creativity3. Productive ParanoiaProf dr Dirk Buyens - Vlerick HR Day 2013
  36. 36. © Vlerick Business SchoolCONCLUSION: LESSON 236There is onlyone way topreparesuccessfullyfor the 20 MileMarch.Prof dr Dirk Buyens - Vlerick HR Day 2013
  37. 37. © Vlerick Business SchoolCONCLUSION: LESSON 337Fire bullets……thencannonballsProf dr Dirk Buyens - Vlerick HR Day 2013
  38. 38. © Vlerick Business SchoolCONCLUSION: LESSON 438Successionplanning is allabouteducatingconsistentsuccessfulbehaviourProf dr Dirk Buyens - Vlerick HR Day 2013
  39. 39. © Vlerick Business SchoolCONCLUSION: LESSON 539Strive forlevel 5ambitionsProf dr Dirk Buyens - Vlerick HR Day 2013
  40. 40. © Vlerick Business SchoolCONCLUSION: LESSON 640As an HRprofessional; areyou an Amundsenor a Scott?Be an Amundsen!Prof dr Dirk Buyens - Vlerick HR Day 2013
  41. 41. THANK YOU!

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