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DIRK STOLTENBERG

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ARTof.HR Conference presentations.

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DIRK STOLTENBERG

  1. 1. Dirk Stoltenberg, Global HRM EXCELLENCE – LEADERSHIP – ART STRATEGIC AGILITY @ HR November 24, 2014 | Slide 1 This document provides an outline of a presentation. It is incomplete without the accompanying commentary
  2. 2. November 24, 2014 | Slide 2
  3. 3. November 24, 2014 | Slide 3
  4. 4. Companies scoring high in agility related routines have higher levels of Return On Assets November 24, 2014 | Slide 4 Source: Center of Effective Organizations, University of Southern California
  5. 5. November 24, 2014 | Slide 5
  6. 6.  Don‘t sing the same song, instead invite people to think  Questions open doors, answers close them  Arm people with most competitive weapon of our times: Knowledge © ABB Group November 24, 2014 | Slide 6 November 24, 2014 | Slide 6
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  9. 9. BUSINESS MODEL INDICATORS November 24, 2014 | Slide 9
  10. 10. BUSINESS MODEL INDICATORS November 24, 2014 | Slide 10
  11. 11. HR, SO WHAT? Changing nature of work Changing needs of internal clients Changing nature of the consumer Changing nature of B2B customers Changing impact of information November 24, 2014 | Slide 11
  12. 12. ALMOST 20YRS OF HR SHARED SERVICES... ...acknowledge for: • More efficiency, reduced cost November 24, 2014 | Slide 12 – Sure! • Improved Customer Service – Maybe. • Fewer administrative burden – For whom?
  13. 13. 20% 10% November 24, 2014 | Slide 13 Processes Well defined and standardized processes enhance operational efficiencies and cost-savings. Impact of Process Standardization on Cost-Savings 1% 32% 40% 20% 0% Non-standardized processes Standardized processes across all locations Net Cost-Savings Source: Shared Services Roundtable People High turnover and dis-engagement of staff reduce productivity, negatively impact customer service, and increase hiring costs. Annual Turnover Rates Median Turnover Rate 15.2% 9.9% 0% Shared Services Employees All Corporate Employees Source: CLC Human Resources Non-integrated technology and data sets reduce HR shared services quality & efficiency. 35% 18% 14% 13% 40% 20% 0% Technology Top HR Service Delivery Issues Percentage of Organizations Streamlining Processes & Systems Upgrading HR Systems Data Accuracy Integrating Systems Source: Towers Watson
  14. 14. A) HR Operations November 24, 2014 | Slide 14 • 25 HR Centers • CoE included • 900 Staff • REV/COST RATIO 0,46 • VARIATION APPRECIATED • CALIBRATION • BUSINESS REVIEW SCORE • PERFORMANCE • NET PROMOTER SCORE • COST/REVENUE RATIO
  15. 15. A) HR Operations November 24, 2014 | Slide 15
  16. 16. B) November 24, 2014 | Slide 16
  17. 17. C) November 24, 2014 | Slide 17
  18. 18.  C) November 24, 2014 | Slide 18
  19. 19. D) November 24, 2014 | Slide 19
  20. 20. BE AGILE: November 24, 2014 | Slide 20 STRATEGIZE DYNAMICALLY PERCEIVE CHANGE TEST & EXPERIMENT IMPLEMENT THE CHANGE
  21. 21. ROUTINES OF AGILITY (1) Distinct but complementary capabilities November 24, 2014 | Slide 21 Strategize dynamically Shared purpose Purpose other than profit & growth and businessmodel are known. Values embedded drive behavior on a daily basis Change-friendly identity Sense of „who we are“ and „What inspires us“. Strategy encourages the organization to change Robust strategic intend Current strategy is relevant in and concruent to the actual market conditions. Held flexible enough to change on short notice Perceive change Sensing People are keen to explore the future deeply. Many people maintain continuous contact with parts of the business environment Communicating Unfiltered information from the environment goes rapidly to decisionmakers. Communication goes seamless between top down & bottomup. Interpreting Information gets evaluated against firm‘s identity, intent, businessmodel, and risk tolerance Source: T.Williams, C.G.Worley, E.E.Lawler / 2013 / Booz & Company
  22. 22. ROUTINES OF AGILITY (2) Distinct but complementary capabilities November 24, 2014 | Slide 22 Test & experiment Slack in resources Capable resources (people, money, time, tools) are available and can be readily deployed to experiment with new ideas Risk Management Experiments are bounded by agree-upon criteria for judging success and failure. The possibility of failure is accepted, as a vehicle for learning Learning Experience with running experiments is captured and applied with each „new round“, so that the company‘s capabilities are continuously improved Implement the change Management and organizational autonomy Executives delegate sufficient authority to line and business managers o that the company can execute changes with success. There‘s no second guessing from headquarters but alignment with basic strategic objectives Embedded change capability The pragmatic ability to change collective habits, practices, and perspectives is embedded in line operations, not isolated in staff groups Performance management Clear, unambiguous, accepted performancemeasures and targets are based on business model drivers with rewards that matters Source: T.Williams, C.G.Worley, E.E.Lawler / 2013 / Booz & Company
  23. 23. November 24, 2014 | Slide 23 Watch the Samsung case @ https://www.youtube.com/watch?v=yFzYqEiV5lI
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  26. 26. Agile organizations need agile people....so, answer yourself this questions: How agile are you? Are you changing before you have to? November 24, 2014 | Slide 26
  27. 27. © ABB Group November 24, 2014 | Slide November 24, 2014 | Slide 27

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