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Strategic Alignment Workshop Presentation


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Strategic Alignment Workshop Presentation

  1. 1. Strategic Alignment Workshop
  2. 2. Page  About Red Shoes Consulting
  3. 3. Page  Welcome: Dato’ Shukri Creating Strategic Alignment and Creating Our Future 4 Picture Introductions Expectations and Concerns Presentation of Executive Interviews 14.00 – 14.30 14.30 – 15.00 15.00 – 15.30 15.30 – 15.45 15.45 – 16.00 Discussion and Validation of Interview Findings Break Power of 3 Discussions 16.00 – 16.15 16.15 – 16.30 16.30 – 17.30 Workshop Agenda – Day 1 17.30 – 18.00 Geography of Trust
  4. 4. Page  4 Picture Introductions (cont’d) Review – Preview How Great Teams Work Break Plenary Discussion 9.00 – 9.45 9.45 –10.15 10.15-10.30 10.30-11.30 Commit to Action: Initiatives and Priorities 11.30-13.00 Workshop Agenda – Day 2 8.30 – 9.00
  5. 5. Page  Objectives of this workshop <ul><li>Objectives </li></ul><ul><li>Discuss mission, vision and values required to drive growth and performance in Bank CIMB Niaga </li></ul><ul><li>Explore issues and challenges around the top leadership team and what needs to be done the first year following the merger </li></ul><ul><li>Desired Outcomes </li></ul><ul><li>Meeting of minds on: </li></ul><ul><ul><li>What the top team hopes to achieve going forward as the new entity </li></ul></ul><ul><ul><li>Corporate philosophy, culture and values that are required to align Group and achieve desired vision and future </li></ul></ul>
  6. 6. Let me introduce myself… Page  Name: Job Challenge What I do for fun Who I admire Happiest moment in my life
  7. 7. Page  ? Expectations + Concerns? ? ?
  8. 8. Our Expectations Of You… Page  <ul><li>Mobile phones on silent </li></ul><ul><li>Punctuality </li></ul><ul><li>Be present </li></ul><ul><li>Be open and candid </li></ul><ul><li>Privacy and confidentiality of what other say </li></ul>
  9. 9. Presentation of Executive Interview Findings <ul><li>Team Dynamics </li></ul><ul><li>Differences in the two groups </li></ul><ul><li>Risks and Obstacles </li></ul>Page 
  10. 10. About the Interviews <ul><li>10 Executive Interviews were conducted with individuals with selected Board of Directors and Board of Commissioners (in alphabetical order): </li></ul><ul><li>En Abdul Farid Alias </li></ul><ul><li>Pak Arwin Rasyid </li></ul><ul><li>Ibu Catherine Hadiman </li></ul><ul><li>Gan Pai Li </li></ul><ul><li>Pak Henk Mulder </li></ul><ul><li>Pak James Rompas </li></ul><ul><li>Dato’s Mohd Shukri Hussin </li></ul><ul><li>Pak Roy Tirtadji </li></ul><ul><li>Ibu Sri Hartini Urip Simeon </li></ul><ul><li>Ibu Thila Nadason </li></ul>Page 
  11. 11. 1. Team Dynamics Page  <ul><li>Board members are strong individuals, but weak as a team </li></ul><ul><li>Board members need to get over their differences some of which are ‘petty’ </li></ul><ul><li>There seems to be a higher level of acceptance of each other compared to before </li></ul><ul><li>Directions and ambitions of new group are not clear yet </li></ul><ul><li>General desire of board members to move forward as a new entity </li></ul>
  12. 12. 2. Differences between Niaga and Lippo * Page  *Based on executive interviewees’ opinions on self and each other NIAGA LIPPO Family culture, warm and nice Entrepreneurial, sales-driven culture Long-serving staff New staff with diverse backgrounds Standardized pay, high internal equity Many special hires with higher pay High team accountability but low individual accountability e.g. 90% of population’s performance rated satisfactory High individual accountability e.g. 40% of population’s performance rated satisfactory Low external orientation Dynamic, agile, flexible to change Strong credit and risk management culture More ‘flexible’ rules and policies Long-standing service quality Straightforward and simple customer service Caters to upper end of market Caters mainly to low to mid-end Chinese businessmen Reserved and polite communication Direct and straightforward communication BOC not involved in making executive decisions BOC involved in making executive decisions
  13. 13. 3. Risks and Obstacles <ul><li>Catering to two different markets may result in loss of key customers </li></ul><ul><li>Potential Loss of key talent if: </li></ul><ul><li>Salary harmonization not handled/communicated properly </li></ul><ul><li>Best jobs not reserved for best people, only those with connections </li></ul><ul><li>Lack of buy-in from Niaga employees on new business model </li></ul><ul><li>Immediate need to drive a strong HR agenda which is aligned with the business strategy </li></ul>Page 
  14. 14. <ul><li>Do you agree with the findings? </li></ul><ul><li>If not, which points do you disagree with? </li></ul><ul><li>Did anything come as a big surprise? </li></ul><ul><li>Any other comments? </li></ul>Page  Discussion and Validation of Interview Findings
  15. 15. Page  BREAK
  16. 16. Power of 3: Direction, Leadership, Environment & Values Page  Direction Coordination & Control Accountability External orientation Learning Capability Motivation Environment & values <ul><li>Alignment </li></ul><ul><li>Execution </li></ul><ul><li>Renewal </li></ul>Source: McKinsey Global Organisation and Leadership Practice Leadership
  17. 17. <ul><li>Instructions: Form 3 Groups. Each group spends 20 minutes discussing one of the following </li></ul><ul><li>topics. Make sure to flip chart your key points. </li></ul><ul><li>Group 1 </li></ul><ul><li>Direction: </li></ul><ul><ul><li>What is the direction/vision of Bank CIMB Niaga? </li></ul></ul><ul><ul><li>What are the barriers that may hinder our achievement of the direction/vision? </li></ul></ul><ul><ul><li>What are the priorities that need to be addressed for us to achieve our direction? </li></ul></ul><ul><ul><li>How can we ensure that the direction/vision for the bank is widely understood by employees? </li></ul></ul><ul><li>Group 2 </li></ul><ul><li>Leadership: </li></ul><ul><ul><li>What leadership skills and competencies are required by us/our leaders to lead the organization towards achieving its vision? </li></ul></ul><ul><ul><li>What are the barriers that may hinder our ability to build these skills and competencies? </li></ul></ul><ul><ul><li>What are the priorities that need to be addressed for us to build the necessary skills and competencies? </li></ul></ul><ul><ul><li>How can we ensure that we as a board are respected throughout the Bank and demonstrate inspirational leadership? </li></ul></ul>Page  Power of 3: Direction, Leadership, Environment & Values
  18. 18. <ul><li>Group 3 </li></ul><ul><li>Environment and Values: </li></ul><ul><ul><li>What kind of culture and values do we want to build? </li></ul></ul><ul><ul><li>What are the barriers that may hinder the building of our desired culture and values? </li></ul></ul><ul><ul><li>What are the priorities that need to be addressed for us to build the desired culture? </li></ul></ul><ul><ul><li>How can we ensure that the culture and values we want are: </li></ul></ul><ul><ul><ul><li>Clearly defined </li></ul></ul></ul><ul><ul><ul><li>Produces employee behavior that support our strategy </li></ul></ul></ul><ul><ul><ul><li>Helps recruitment and retention of us </li></ul></ul></ul>Page  Power of 3: Direction, Leadership, Environment & Values
  19. 19. Page  Geography of Trust
  20. 20. Page  <ul><li>3 types of trust: </li></ul><ul><li>Personal trust </li></ul><ul><li>Expertise trust </li></ul><ul><li>Structural trust </li></ul><ul><li>Trust is dynamic: understand how your trust in others </li></ul><ul><li>changes as your career progresses </li></ul><ul><li>Develop your ability to cultivate relationships along all </li></ul><ul><li>dimensions of Trust </li></ul>Geography of Trust
  21. 21. Page  Personal Trust <ul><li>Trust at its most basic and widely understood </li></ul><ul><li>Develops in workplace because of shared tasks </li></ul><ul><li>Based on faith in a person’s character and integrity </li></ul>Source: ©2005 Cambridge International Group Limited
  22. 22. Page  Personal Trust <ul><li>When you know the advice you’re getting is sound because of a person’s competence and knowledge in a specific subject area </li></ul><ul><li>Expertise trust focuses on the thinking abilities of someone else </li></ul>Source: ©2005 Cambridge International Group Limited
  23. 23. Page  Structural Trust <ul><li>When someone’s current or future position or role </li></ul><ul><li>affects your confidence about how they deal with </li></ul><ul><li>you </li></ul><ul><li>Changes the most as you become more senior - </li></ul><ul><li>your position changes the dynamics between you </li></ul><ul><li>Extent of structural trust is significantly influenced </li></ul><ul><li>by an individual’s need to advance his goals, </li></ul><ul><li>position, advocacy or self-interest </li></ul>Source: ©2005 Cambridge International Group Limited
  24. 24. Page  Evening Learning Experience <ul><li>‘ Two is Company’ Dinner Talk: </li></ul><ul><li>Should trust be given or earned? </li></ul><ul><li>What is our level of Personal, Expertise and/or Structural trust of each other? </li></ul><ul><li>If Trust does not exist how can we create levels of trust together? </li></ul><ul><li>HBR Reading </li></ul><ul><li>Leadership Development at Goldman Sachs by Boris Groysberg, Scott Snook (2006) </li></ul><ul><li>Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith </li></ul>
  25. 25. Page  Dinner Groupings Pairs? (To ask Shukri) DO NOT PRINT
  26. 26. Bank CIMB Niaga Board of Directors Meeting: Strategic Alignment Workshop Hotel Dharmawangsa, Jakarta 24 – 25 September 2008 Day 2
  27. 27. Page  ? <ul><li>Day 1 content </li></ul><ul><li>Dinner Talk </li></ul><ul><li>Goldman Sachs Article: </li></ul><ul><li>( Leadership Development at Goldman Sachs) </li></ul>? ? Review and Preview
  28. 28. Page  4 Picture Introductions (cont’d) Review – Preview How Great Teams Work Break Plenary Discussion 9.00 – 9.45 9.45 –10.15 10.15-10.30 10.30-11.30 Commit to Action: Initiatives and Priorities 11.30-13.00 Workshop Agenda – Day 2 8.30 – 9.00
  29. 29. Page  How Great Teams Work
  30. 30. Basics of a High Performing Team Page  Source: The Wisdom of Teams; Jon R. Katzenbach PERFORMANCE RESULTS PERSONAL GROWTH COLLECTIVE WORK PRODUCTS SKILLS ACCOUNTABILITY COMMITMENT Problem solving Technical/ function Interpersonal Mutual Small number of people Individual Specific goals Common purpose Meaningful purpose
  31. 31. Page  Six Elements of a Team “ A team is a small group of people with complementary skills who are committed to a common purpose , specific performance goals and common approach , for which they hold themselves mutually accountable for the team’s results.” Source: The Wisdom of Teams; Jon R. Katzenbach
  32. 32. The Team Performance Curve Page  The Wisdom of Teams; Jon R. Katzenbach PERFORMANCE IMPACT TEAM EFFECTIVENESS 1. Working Group 2. Pseudo-team 3. Potential Team 4. Real Team 5. High Performance Team Leap of faith required Exceptional personal commitment required
  33. 33. The Team Performance Curve Page  1. Working Group <ul><li>No significant performance need to become a team </li></ul><ul><li>No common purpose, performance goals, joint work-products that requires mutual accountability </li></ul><ul><li>Members share info, best practices, make decisions to help each other perform within his/her area of responsibility </li></ul>2. Pseudo – Team <ul><li>Could be a significant performance need, but not focused on achieving it </li></ul><ul><li>Weakest of all groups, contributes least to company’s performance </li></ul><ul><li>Sum of the whole less than the potential of the individual parts </li></ul>
  34. 34. The Team Performance Curve Page  3. Potential Team <ul><li>Significant performance need, and really trying to improve its performance impact </li></ul><ul><li>May require more clarity about purpose, goals, work-products, approach </li></ul><ul><li>Not yet established collective accountability </li></ul><ul><li>Small number of people with complimentary skills who are equally committed to a common purpose, performance goals and common approach for which they hold themselves mutually accountable (2) Pseudo Teams </li></ul>4. Real Team
  35. 35. The Team Performance Curve Page  5. High Performance Team <ul><li>All the conditions of a Real Team </li></ul><ul><li>Members are also deeply committed to one another’s personal growth and success </li></ul><ul><li>Significantly outperforms all other like teams; outperforms all reasonable expectations given its membership </li></ul>
  36. 36. The 5 Dysfunctions of a Team Page  Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Invulnerability Artificial Harmony Ambiguity Low Standards Status and Ego Source: Patrick Lencioni, 5 Dysfunctions of a Team , 2002
  37. 37. The 5 Dysfunctions of a Team <ul><li>Dysfunction 1: Absence of Trust </li></ul><ul><ul><li>Occurs when members are reluctant to be vulnerable with one another </li></ul></ul><ul><li>Dysfunction 2: Fear of Conflict </li></ul><ul><ul><li>Leads to sub-optimal decision-making </li></ul></ul><ul><li>Dysfunction 3: Lack of Commitment </li></ul><ul><ul><li>No conflict  No commitment to decisions  Environment of ambiguity </li></ul></ul><ul><li>Dysfunction 4: Avoidance of Accountability </li></ul><ul><ul><li>No Commitment to clear plan of action  No peer-to-peer accountability for performance and results </li></ul></ul><ul><li>Dysfunction 5: Inattention to Results </li></ul><ul><ul><li>No peer-to-peer accountability  Rise of individualism  Collective results suffer </li></ul></ul>Page  Source: Patrick Lencioni, 5 Dysfunctions of a Team , 2002
  38. 38. Page  BREAK
  39. 39. Page  Plenary Discussion: Discipline and Dysfunction of Teams <ul><li>What we look like as a team </li></ul><ul><ul><li>What kind of Team are we? </li></ul></ul><ul><ul><li>Which dysfunctions do we have as a team? </li></ul></ul><ul><ul><li>What other barriers are there to becoming a high performance team? </li></ul></ul><ul><li>Team behaviors/protocol/ decorum </li></ul><ul><ul><li>What kind of behaviors should we stop? </li></ul></ul><ul><ul><li>What kind of behaviors should we start? </li></ul></ul><ul><ul><li>What are basic team rules/protocol we need to agree on and abide by? (E.g. disagreements, problem-solving) </li></ul></ul>
  40. 40. Page  Commit to Action: Initiatives and Priorities for 1 st Year Action Who Accountable When
  41. 41. Page  Next Steps <ul><li>Follow up on action plan during next Board Meeting / retreat </li></ul><ul><li>Talent assessment for mission critical positions in Bank CIMB Niaga </li></ul>
  42. 42. Page  APPENDIX (To be viewed by Red Shoes Consultingconsultants ONLY) DO NOT PRINT
  43. 43. Page  Direction <ul><li>Outcomes </li></ul><ul><li>The vision for Bank CIMB Niaga future is widely understood by its employees </li></ul><ul><li>BN vision is meaningful to its employees on a personal level </li></ul><ul><li>BN strategy is aligned to its vision </li></ul><ul><li>BN strategy provides clear direction for its employees </li></ul>DO NOT PRINT
  44. 44. Page  Direction <ul><li>Practices </li></ul><ul><li>Visionary </li></ul><ul><li>BN vision is cascaded deep into the organization </li></ul><ul><li>Management expresses a vision for the future of my BN that fits with my personal values </li></ul><ul><li>Strategy </li></ul><ul><li>Management in BN develops detailed strategic plans </li></ul><ul><li>BN strategic plan is translated into specific annual operational plans and targets </li></ul><ul><li>Engagement </li></ul><ul><li>Management aligns BN aspirations with the personal goals of employees </li></ul><ul><li>Managers at all levels of BN explain the vision to make it more relevant to their own people </li></ul>DO NOT PRINT
  45. 45. Page  Leadership <ul><li>Outcomes </li></ul><ul><li>The actions of the management team members are aligned with BN strategy (answer each question) </li></ul><ul><ul><li>Agree on a common vision for the future of BN </li></ul></ul><ul><ul><li>Is highly respected throughout BN </li></ul></ul><ul><ul><li>Makes a visible contribution to the success of BN </li></ul></ul>DO NOT PRINT
  46. 46. Page  Leadership <ul><li>Practices </li></ul><ul><li>Community Leader </li></ul><ul><li>Ask the opinions of others before making a decision </li></ul><ul><li>Gives people the autonomy to make their own decisions </li></ul><ul><li>Strives to achieve consensus on decisions </li></ul><ul><li>Command and Control </li></ul><ul><li>Uses authority to influence others to take action </li></ul><ul><li>Directs the activities of his/her direct reports </li></ul><ul><li>Provides continual pressure and guidance to get things done </li></ul><ul><li>Patriarchal </li></ul><ul><li>Demonstrates concern for the welfare of employees </li></ul><ul><li>Creates a positive sense of family or obligation to influence the behavior of direct reports </li></ul>DO NOT PRINT
  47. 47. Page  Environment and Values <ul><li>Outcomes </li></ul><ul><li>BN culture and values are clearly defined </li></ul><ul><li>BN culture produces employee behaviors that support its strategy </li></ul><ul><li>People join BN because of the culture and values </li></ul><ul><li>People stay with BN because of its culture and values </li></ul><ul><li>There is a good atmosphere at BN </li></ul>DO NOT PRINT
  48. 48. Page  Environment and Values <ul><li>Practices </li></ul><ul><li>Open and Trusting </li></ul><ul><li>Managers at BN emphasize important values related to trust </li></ul><ul><li>Management consults with employees on issues that affect them </li></ul><ul><li>Disciplined/Competitive </li></ul><ul><li>BN uses employee ranking techniques </li></ul><ul><li>BN incentive and recognition systems promote competition among employees </li></ul><ul><li>Results are made internally transparent to create pressure to perform </li></ul>DO NOT PRINT
  49. 49. Page  <ul><li>Operational/Risk </li></ul><ul><li>Management emphasizes the importance of efficiency and productivity </li></ul><ul><li>Communicates clear behavioral standards of work (e.g. accuracy, quality) </li></ul><ul><li>Managers in BN keep a close eye on the operational details of BN organization as a whole </li></ul><ul><li>Entrepreneurial </li></ul><ul><li>Management encourages employees to take calculated risks </li></ul><ul><li>BN makes time for creative activities/innovation initiatives </li></ul><ul><li>BN provides opportunities for entrepreneurial employees to pursue new ideas/business of interest </li></ul>Environment and Values DO NOT PRINT