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Sustaining Alignment and a
Focus on Performance
Within GSK
Paul Robinson
June 2015
What am I NOT going to discuss?
• The process of strategy execution:
– development, deployment, PMO, performance managemen...
Objectives of this session
• Share our story of how GSK is integrating the principles and
practices of Organisation Develo...
Session Plan IPO (Input - Process - Output)
Input Process Timing Output
Slide pack
Welcome & Set-up 5 mins
1. Share our st...
Why ADP? A Perfect Storm of Opportunity…
LEAN OD PM
The hypothesis: 2009 and birth of the GSK Change Framework
PM
ADPOD
Lean
PM
What do you currently
apply in your practice?
...
The hypothesis: 2009 and birth of the GSK Change Framework
PM
ADPOD
Lean
PM
The story so far...
Early Experiments
2009
Building
Momentum & scale
up
2010-11
Embed, extend &
adapt
2012 to date
What?
L...
June 2010: Birth of the Fundamentals for Delivery
Origins of the GSK Fundamentals of Delivery
Lean
Voice of customer
Go and See
Problem Solving
Visual
Performance
Managemen...
1. Change starts with ‘self’ first
2. Clear, active and visible sponsorship by key stakeholders
3. Simple time bound measu...
Personal Reflection:
• What did you hear?
• What’s your key takeaway?
• What questions do you have?
Thank you!
GKN
• Alignment of a critical few goals – Business Excellence analysis every 2 years (EFQM)
• Clear process for Policy Dep...
GKN
• How do we measure the benefits?
– Delivery of benefits of the projects in the X-Matrix
– To add in the brainstorming...
Rexan & Just Retirement
• See materials from Feb
• Theme teams to develop the key themes
• From X to Y by when not shared ...
Vodafone (Roaming Services)
• Based in Luxembourg
• What is the purpose of a service provider? Just a dumb pipe?
• Moved f...
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Sustaining Alignment at GSK June 2015

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Sustaining Alignment at GSK June 2015

  1. 1. Sustaining Alignment and a Focus on Performance Within GSK Paul Robinson June 2015
  2. 2. What am I NOT going to discuss? • The process of strategy execution: – development, deployment, PMO, performance management, course correction • The tools we use – X-matrices, A3s, PESTLE, SWOT, 7S, Tactical Implementation Plans… • Reward & recognition systems – Balanced scorecards driving bonus awards & incentives • Any other top-down mechanism to keep teams focussed
  3. 3. Objectives of this session • Share our story of how GSK is integrating the principles and practices of Organisation Development, Project Management and Lean Six Sigma to improve business performance – Accelerating Delivery & Performance (ADP) • Provoke your thinking in how ‘combining forces’ with specialists can achieve greater organisational impact and sustain a focus on alignment, focus and delivery • Reflect on insights that could apply to you
  4. 4. Session Plan IPO (Input - Process - Output) Input Process Timing Output Slide pack Welcome & Set-up 5 mins 1. Share our story of how GSK is integrating the principles and practices of Organisation Development, Project Management and Lean Six Sigma to improve business performance –Accelerating Delivery & Performance (ADP) 2. Provoke your thinking in how ‘combining forces’ with specialists can achieve greater organisational impact and sustain a focus on alignment, focus and delivery 3. Reflect on insights that could apply to you ADP story in GSK (includes 5min question ‘pause’) 15 mins Personal Reflection: • What did you hear? • What’s your key takeaway? • What questions do you have? 3 mins Q&A 10 mins
  5. 5. Why ADP? A Perfect Storm of Opportunity… LEAN OD PM
  6. 6. The hypothesis: 2009 and birth of the GSK Change Framework PM ADPOD Lean PM What do you currently apply in your practice? 1. PM only 2. PM & Lean 3. PM & OD 4. PM & Lean & OD
  7. 7. The hypothesis: 2009 and birth of the GSK Change Framework PM ADPOD Lean PM
  8. 8. The story so far... Early Experiments 2009 Building Momentum & scale up 2010-11 Embed, extend & adapt 2012 to date What? Learnings  Fundamentals for Delivery  ‘Beacon’ projects  Forum, Fieldwork, Feedback approach  Cross Skilling ADP team  Build a Practitioner Community  Leaders as role models  Business invest at ‘PoC’  Avoid sheep dip training  All ‘pull’, no ‘push  Choosing the ‘right’ work  Learn how to say No  Embed in daily work  Extend to Emerging Markets  Improve standard approaches  Leverage Practitioner community  Move a small number of staff to seed new teams  Tailor to cultural fit  Become a hub for talent development  Start small and prove  Active sponsorship  Work in trios  Exit Push projects that don’t work  Learn before  GSK Change Framework & Tools  Mobilise ADP team & apply to 10 projects
  9. 9. June 2010: Birth of the Fundamentals for Delivery
  10. 10. Origins of the GSK Fundamentals of Delivery Lean Voice of customer Go and See Problem Solving Visual Performance Management Continuous Improvement PM Benefits & Scoping Implementation Planning Stakeholder engagement OD Team Ways of Working Approach to Change Personal Accountability Coaching • Right Brain preference • Appreciative Inquiry • Coaching for capability • People orientation • Consultative • Input oriented • Left Brain preference • Process orientation • Problem solving – fix it • Training for capability • Goal/results driven • Discipline and rigour
  11. 11. 1. Change starts with ‘self’ first 2. Clear, active and visible sponsorship by key stakeholders 3. Simple time bound measures tied to financial / business results 4. People impacted own and design the change 5. Focus on the vital few things you can change now 6. Design fit for purpose solutions that address customer needs not wants Principles of ChangePrinciples of Accelerating Change (PACE) Moving towards a daily focus of alignment, focus and discipline
  12. 12. Personal Reflection: • What did you hear? • What’s your key takeaway? • What questions do you have?
  13. 13. Thank you!
  14. 14. GKN • Alignment of a critical few goals – Business Excellence analysis every 2 years (EFQM) • Clear process for Policy Deployment – X Matrix and similar standardised structure – Monthly board reports driving conversations about whether we have the right actions in place to ensure success (see notes from Feb) • Leadership behaviour – Move away from firefighting, command & control, focus on numbers not process • Turn the triangle upside down – Processes under control – Team members do the work, create the standard problem solve – To do this, teams need supporting by their supervisors – Teak leaders need supporting and so on – Check/Act – trust but verify…go to gemba – 1 year to coach a Master of Continuous Improvement Leadership ( Site Dirs) • Strategic CI and day-to-day CI are well defined with the latter looking to improve what’s already there and the former being clearly aligned to the X-matrix • Next stage of the journey is to take this into the business processes, not just shop floor 15 Key Points
  15. 15. GKN • How do we measure the benefits? – Delivery of benefits of the projects in the X-Matrix – To add in the brainstorming suggestions from the SLT session late 2014 16 Q&A 00 Month 0000Presentation title in footer
  16. 16. Rexan & Just Retirement • See materials from Feb • Theme teams to develop the key themes • From X to Y by when not shared with everyone – sits underneath 1700 Month 0000Presentation title in footer
  17. 17. Vodafone (Roaming Services) • Based in Luxembourg • What is the purpose of a service provider? Just a dumb pipe? • Moved from calls to voice and data…convergence • Convergence is all around whether a single provider can provide home, mobile, broadband… maybe even buy your tv from them too. • Group there to support or direct? Currently supportinve • 5 year strat for the group and each CEO in the group then develops a 3 year plan – Very finance focussed culture in Vodafone – What are the critical strategic things in the plan? – Challenge is around how to prioritise the distribution of capital – Selling of Verizon released capital which allowed investment that other competitors didn’t have – Bonus is 60/40 vs what/how – Centre identifies customer experience as critical as a strategic theme and Roaming has identified the issue of ’billshock” when roaming. The response is therefore to make strategic changes to it’s business model. 1800 Month 0000Presentation title in footer

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