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Efqm pegasus program 101108

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Dommel Valley Group Symposium 2010 workshop presentation

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Efqm pegasus program 101108

  1. 1. Learning to Lead Matt Fisher, COO, EFQM Eindhoven, 8th November 2010
  2. 2. What is EFQM? EFQM is a non-profit foundation, based in Brussels. It was formed in 1988 by a group of leading European organisations. We are the custodians of the EFQM Excellence Model. Together with our European partners, we have 30,000 member organisations. 2
  3. 3. The need for a Model The power of isolated efforts is NOT effective anymore given the interdependence of our world. At EFQM, we believe in a world where European organisations are recognised as the benchmark for sustainable economic growth. 3
  4. 4. EFQM Excellence Model 2010 Simple, business focused language Future focused, holistic assessment tool Increased focus on key themes like innovation and sustainability 4
  5. 5. How does the Model work?
  6. 6. Increase Market Share Market ShareMarket Share % Leads Converted % Leads Converted Repurchase Rate Repurchase Rate Brand Awareness Brand Awareness Increase Advertising Increase Advertising Develop New Offerings Develop New Offerings Generate Sales Generate Sales Executive Sponsorship Executive Sponsorship Increase Market Share Increase Market Share Recruit & Develop Potential Recruit & Develop Potential ProductivityProductivity Employee Engagement Employee Engagement Manage & Motivate Manage & Motivate Growth Strategy Growth Strategy Develop Partnerships Develop Partnerships Manage Customer Relationship Manage Customer Relationship Bonus & Commission Scheme Bonus & Commission Scheme Identify Market Opportunity Identify Market Opportunity Leads Generated Leads Generated
  7. 7. Positioning the EFQM Training Portfolio ©2010 EFQM 7 Executive Middle Management Frontline Pegasus Executive Pegasus Leaders for Excellence
  8. 8. Thank you. More information: matt.fisher@efqm.org www.efqm.org
  9. 9. ©2010 EFQM Volvo Pegasus Case
  10. 10. ©2010 EFQM 2 Agenda • Introduction • Pegasus Approach • Volvo Case Study • Key Learnings & Contributions
  11. 11. Introduction • Jos van Valkengoed • Since October 2010, Global Sales & Operations Planning Senior Director for Philips Lighting • From June 2008 till October 2010, Senior Director Business Improvement for Philips Lighting • Prior Philips, Worked 12 Years for GE within Different Positions: o Global Lexan PSI Leader for GE Plastics o Master Black Belt for GE Plastics o Audit Manager for GE Corporate Audit Staff o Auditor for GE Corporate Audit Staff o IMLP for GE Capital ©2010 EFQM
  12. 12. ©2010 EFQM 4 Agenda • Introduction • Pegasus Approach • Volvo Case Study • Key Learnings & Contributions
  13. 13. Pegasus Programme seeks to reinforce strategy implementation capabilities Our goal: understand how strategy is turned into action. This starts from understanding the business in context, leads through structured review and feedback, and ends with proposing change. ©2010 EFQM This week (3 days) Company visit (4 days) Competition Market Segment Value proposition Capabilities Financial viability Case for change Action programme Communication plan Plan Deliver and review From business scan Strategic Challenges to implementation Red thread to Assessment plan to Interviews and assessment to Feedback and key message against strategy to Change programme to
  14. 14. ©2010 EFQM6 Structure of this week Setting personal goals Reviewing the strategic context Building strategic Red Threads Day 1: Business Scan and strategic challenges Understanding links with implementation Identifying implementation Red Threads Day 2: Implementation Red Thread Structuring an assessment plan Giving effective feedback and structuring change Day 3: Assessment Plan
  15. 15. ©2010 EFQM7 The steps in this programme Plan Deliver and review A B C D E F
  16. 16. ©2010 EFQM8 Pre-work Information from host Internet search Your assumptions + + = Your notes of key themes Your questions A
  17. 17. ©2010 EFQM9 Forming the team’s first hypothesis ? ? ? ? Team questions Each person’s questions Team view “rough first hypothesis” Each person’s key themes B ‘Business fundamentals’ Strategic challenges & opportunities
  18. 18. ©2010 EFQM10 Refining the hypothesis by strategic analysis ? ? Team use strategic analysis techniques to understand the key issues of Host Company - business context - value proposition - operating performance - key competences - profit potentialRough first hypothesis & questions Refined hypothesis1 C
  19. 19. ©2010 EFQM11 Sharpening the view, using EFQM Excellence Model and RADAR EFQM methodology ? Refined hypothesis1 D A DA&R R ? ? ? ? Draft Investigation brief
  20. 20. ©2010 EFQM12 Creating a company visit to test the hypothesis and propose change + = Meeting with Company reps Company visit plan ? ? ? ? ? ? ? ? E Draft Investigation brief
  21. 21. ©2010 EFQM13 Completing the assessment, offering feedback and proposing change company visit company visit plan feedback and ideas for change to company your ongoing development ? ? ? ? F
  22. 22. ©2010 EFQM 14 Agenda • Introduction • Pegasus Approach • Volvo Case Study • Key Learnings & Contributions
  23. 23. Multi Disciplinary Team From 5 Different Industries … ©2010 EFQM Mark Finnie United Kingdom Marketing Director Strix Ltd. Technology Bart Mulders the Netherlands Manager Hi Retail KPN Telecom Telecom Industry Matthias Schneider Germany Business Unit Manager T-Systems Telecom Industry Chris Yates United Kingdom Resource Manager Lloyds Banking Group Financial Services Paul Mack United Kingdom X E Customer & Emp. 1st Manager Xerox Europe Technology Jos van Valkengoed the Netherlands Senior Director Business Improvement Philips Lighting Technology
  24. 24. Volvo Car Customer Service Challenge … • Review the new strategic agenda and direction (VCCS Revenue Agenda) • Review if our business positioning seems reasonable given our business environment • Suggesting KPI’s that will enable us to follow up and reach our new strategic challenges • Review if our current organisation and business model has the capability to deliver according to our expectations ©2010 EFQM
  25. 25. Methodology ©2010 EFQM Brussels (3 days) Volvo visit (4 days) Competition Market Segment Value proposition Capabilities Financial viability Case for change Action programme Communication plan Plan Deliver and review From business scan Strategic Challenges to implementation Red thread to Assessment plan to Interviews and assessment to Feedback and key message against strategy to Change programme to • Pre- work (Brussels) … Completed Assessment Plan With Formulated Hypothesis • To Validate & Test Hypothesis … Completed 30 Interviews Within Volvo, Joined MT Meetings & Visited Dealers • Reported Back Robustness VCCS Strategic Plan & Provided Detailed Recommendations • Conducted 1 Day Workshop With VCCS MT
  26. 26. ©2010 EFQM 18 Agenda • Introduction • Pegasus Approach • Volvo Case Study • Key Learnings & Contributions
  27. 27. Key Learning for Me • Opportunity to Benchmark Another Company, Who is in Transition • Learn About Volvo Car Customer Services (VCCS) Challenges, Risks & Opportunities … Their Strategy to Deal With This • Worked With Peers from Different Companies & Sectors … Due to Short Project Cycle & Intensity, Went Thru Full “Forming, Storming, Norming & Performing” Cycle • Added 5 Great Colleagues to My Personal Network ©2010 EFQM
  28. 28. Key Learning for Volvo • An Independent Opinion On Strategic Agenda, Organizational Setup and KPI’s … an Outside In View • Best Practice Sharing on KPI’s • Understand How Other Companies are handling Key Transformations • One Day Workshop to Turn Opinion into Actions with Owners & Deadlines ©2010 EFQM

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