Cee presentation at snef the art of productivity leadership seminar 18 jan2013

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Cee presentation at snef the art of productivity leadership seminar 18 jan2013

  1. 1. SNEF Business Leaders Seminar THE ART OF PRODUCTIVITY LEADERSHIP World’s Best Practices in Rapid Productivity Growth Prof Sattar Bawany CEO, Centre for Executive Education Strategic Advisor, IPMA Asia Pacific Master Executive Coach, EDA Asia Pacific
  2. 2. Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. Are You A Tiger Or Deer? SNEF Business Leaders Seminar - The Art of Productivity Leadership© 2013 Copyright, Centre for Executive Education 2
  3. 3. TheThe RAT Personality Exercise © 2013 Copyright, Centre for Executive Education 3SNEF Business Leaders Seminar - The Art of Productivity Leadership
  4. 4. The S C O P E HARE HALLENGE PEN MINDED LAN CHANGES NJOY OURSELVES S.C.O.P.E. Approach 4© 2013 Copyright, Centre for Executive Education 4SNEF Business Leaders Seminar - The Art of Productivity Leadership
  5. 5.  CEO of Centre for Executive Education, Strategic Advisor with IPMA & Master Executive Coach with EDA Asia Pacific  Over 25 years’ international business management in executive coaching, facilitation, HR & OD consulting; leadership development and training  Adjunct Professor with PGSM teaching international business strategies and human resource courses  Assumed previous senior leadership roles with DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corporation  IPMA Singapore is the Master Licensee for the ‘Scores on the Board™’ Productivity & Engagement System developed by Bill Lang/The Human Performance Company About Your Workshop Facilitator 5© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  6. 6. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Core Best Practices and Some Tools • Proven Framework for Sustaining Productivity • Questions 6 ee © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  7. 7. Some Definitions • What is productivity? “Being productive means creating maximum value out of limited resources with by: - same value from fewer resources - more value from same resources Singapore businesses cannot expect to save costs by employing more lower cost workers. We must utilise resource efficiently, develop new markets and innovate” Mr Lee Hsien Loong, Singapore’s Prime Minister 28th July 2010 SNEF 30th Anniversary Summit 7© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  8. 8. Some Definitions • What is innovation? “…Spotting unmet needs, designing products and services to meet them, acting fast to exploit first mover advantages, innovation also means coming up with novel business models, new uses for a product, unusual ways of selling a service… Innovation is primarily a function of talent and culture…Providing employees with space for their creativity, to draw their raw ideas into commercially profitable schemes..” Mr Lee Hsien Loong, Singapore’s Prime Minister 28th July 2010 SNEF 30th Anniversary Summit SNEF Business Leaders Seminar - The Art of Productivity Leadership© 2013 Copyright, Centre for Executive Education 8
  9. 9. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Proven Framework for Sustaining Productivity • Questions 9© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  10. 10. Rapid versus Incremental Productivity Growth • Incremental is the every day, basis point by basis point, improvement in cost inputs operational efficiency, customer preference, profitability measures… Single digit p.a. • Rapid in breakout growth, double digit improvement Many off the shelf solutions available: • AOM, 6 Sigma, Lean – Kaizen, most Process Reengineering Initiatives 10© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  11. 11. Some Rapid Examples 11© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  12. 12. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Questions 12© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  13. 13. Knowing Customers Better Than Themselves • Customers are Humans • Feelings and urges drive much behaviour • Difficult to say what we want/Easy to say what we don’t want.. Understand Their Horror Stories • “Living a Day in their Life, Week, Month” generates true insights 13© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  14. 14. LA Times Article on Honda 14© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  15. 15. Tokyo’s famous crowded trains and Sony Walkman 15© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  16. 16. No Mirrors, Men, Makeup and Models 16© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  17. 17. Creating Blue Ocean – Key Principles 17 Buyer utility Is there exceptional buyer utility in your business idea? Adoption What are the adoption hurdles in actualizing your business idea? Are you addressing them up front? Price Is your price easily accessible to the mass of buyers? Cost Can you attain your cost target to profit at your strategic price? YES YES YES YES No  Rethink No  Rethink No  Rethink No  Rethink © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  18. 18. Group Exercise 1 - Blue Ocean Idea Index 18 Identify a Product/Service idea that you have in mind and review against the factors below and appoint a Spokesperson to present on Flipchart: A* B* C* Utility Is there exceptional utility? Are there compelling reasons to buy your offering? Price Is your price easily accessible to the mass of buyers? Cost Does your cost structure meet the target cost? Adoption Have you addressed adoption hurdles up front? * A refer to your Company and B & C are your leading competitors Duration: 15 Minutes © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  19. 19. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions 19© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  20. 20. Uncovering Competitors Blink Spots • What industry are you in? • Who are current competitors? • What do their strategies and culture blind them to? • What did they miss from other industries? • Customer Solutions versus Components of a solution 20© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  21. 21. 21 The Four Actions Framework Source: Kim and Mauborgne. Blue Ocean Strategy. Harvard Business School Press. 2005 © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  22. 22. The Four Action Framework and ERRC Grid 22 • There are 4 key actions can be used in Blue Ocean Strategy to get rid of the competition and provide extraordinary added value • The eliminate-reduce-raise-create grid pushes companies not only to ask all four questions in the four actions framework but also to act on all four to create a new value curve • By driving companies to fill in the grid with the actions of eliminating, reducing, raising, and creating, the grid provides four immediate benefits: it pushes them to simultaneously pursue differentiation and low costs; identifies companies who are only raising and creating thereby raising costs; makes it easier for managers to understand and comply © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  23. 23. Example: Apple and iPod - Customer Solution • 30,000,000 iPhone sales figures, 1.8 billion apps downloads, 75,000 apps available, iTunes 9, 100 million accounts with credit cards, 8.5 billion songs sold MP3 Player – 73.8% of the market, followed by 18 percent held by “other” SanDisk at 7.2% and Microsoft at 1.1% share. • 50% of new iPod sales are to new customers (didn’t previously own one) and the total number of iPod sales is closing in on 225 million units. The fastest growing model iPod Touch, 20 million units since it was unveiled 2 yrs ago. This means that 40% of the “iPhone platform” is accounted for with the iPod Touch (20 million sales for Touch, 30 million sales for iPhone) “Apple could be on the cusp of claiming the crown as the world’s leading in pocket gaming,” referring to the use of an iPod Touch as a portable game device: - PlayStation Portable has 607 games - Nintendo DS has 3.680 games - 21,178 games are now available from the Apple App Store 23© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  24. 24. iPod delivered superior value and a superb buyer experience 24© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  25. 25. Video on “Start With Why” 1st Business Principle • How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?” • In 2009, Simon Sinek released the book "Start With Why" -- a synopsis of the theory he has begun using to teach others how to become effective leaders and inspire change 25 “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek References: http://www.startwithwhy.com/ http://www.youtube.com/watch?v=qp0HIF3SfI4 http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  26. 26. Group Exercise 2 – Developing the “Golden Circles” 26 • Using Simon Sinek’s powerful model of the 3 Golden Circles (WHAT – HOW – WHY), developed a compelling value proposition for the new innovative idea of product or services that your Group have discussed earlier during Exercise 1 • Articulate clearly the golden circles: WHAT – HOW – WHY (middle of the circle) of the said new innovative idea of product or services • Appoint a Spokesperson to present on a Flipchart • Duration: 10 Minutes © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  27. 27. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions 27© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  28. 28. Unleashing Employee Minds and Hearts • What does productivity mean to your employees? • Why do employees think/feel the way they do? (life experiences, especially very emotional ones) • How do employees learn skills versus knowledge? • How can leaders create the culture to “unleash hearts and minds”? 28 “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  29. 29. Engagement Loyalty Profit Stay Say Strive Stay Say Pay 29© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  30. 30. Positive Keeps up-to-date Believes Wants to and does Reliable, extra mileIdentifies Respects and helps 30© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  31. 31. What gets you and others engaged at work? 31© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  32. 32. Opportunity Voice Involvement Listened to Well being Good ideas Valued 32© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  33. 33. Southwest Background • largest airline in the world by number of passengers carried • the third-largest passenger fleet of aircraft among all of the world’s commercial airlines • one of the world’s most profitable airlines, posting a profit for the 37th consecutive year in January 2010 • business model involves flying multiple short, quick trips into the secondary (more efficient and less costly) airports of major markets, one aircraft type, the Boeing 737 • adopted the first profit-sharing plan in the U.S. airline industry in 1971 • employees own about 10% of the company stock • the airline is about 87% unionized • in order to maintain good working relationships and prevent finger pointing between departments, Southwest employees have shared goals and each job involves aiding others whenever necessary 33© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  34. 34. 34© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  35. 35. Southwest 11 Attitudes 1. Employees are #1 2. Think small to grow big 3. Manage in good times for the bad times 4. Irreverence is OK 5. OK to be yourself 6. Have fun at work 7. Take competition seriously, but not yourself 8. Difficult to change a person’s attitude, so hire for attitude and train for skill 9. Think of company as a service organisation that happens to be in the airline business 10. Do whatever it takes 11. Always practice the Golden Rule 35© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  36. 36. Video: Southwest Airlines 36© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  37. 37. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions 37© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  38. 38. Transforming Your Leadership Style and Performance • What leadership styles underpin Rapid Productivity Growth? - Seeing things differently, leave behind old mind-sets that limit what is possible - From “Business-as Usual” to “Living the Future Now” - Requires A New Shared Vision - Harness energy from insight, inspiration and intentionality 38© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  39. 39. Which People First and How? • To Transform the Business you must Transform the People • To Build the Business you must Build the People • To Grow the Business you must Grow the People • Leaders First –Authentic, Open, Always Learning, Coaching, Role Modelling • Rapid Skill Building: Leverage Neuroscience and Systems Learning in the Job versus Classroom 39© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  40. 40. Fresh Ideas A N T S utomatic egative hought 40© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  41. 41. Neuroscience has discovered that our brain’s design makes it sociable, inexorably drawn into an intimate brain- to-brain linkup whenever we engage with another person. That neural bridge lets us impact the brain—and so the body—of everyone we interact with, just as they do us. Even our most routine encounters act as regulators in the brain, priming emotions in us, some desirable, others not. 41 Emotional & Social Intelligence © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  42. 42. Source: Social Intelligence, Daniel Goleman 2006 Neuroscience clearly demonstrates that emotions are contagious “When someone dumps toxic feelings on us they activate in us the same circuitry for the same distressing emotions… we catch strong emotions like we catch a cold” “Everyone in a given workplace (colleagues and customers) contributes to the emotional stew, the sum total of the moods that emerge as they interact throughout the workday” 42© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  43. 43. 43 Leading and Engaging Your Workforce • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • EQ/EI Competencies • Managerial Skills • Leadership Styles Organisational Results Employee Engagement Organisational Climate Leadership Effectiveness Customer Loyalty • Customer Satisfaction • Service Value/ Relationship Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0 © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  44. 44. 44© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  45. 45. Engaging a Multigenerational WorkplaceEngaging a Multigenerational Workplace page 45 45 EI Mini Quiz Important Note: The purpose of the following short quiz is to provide  you with an introduction to Emotional Intelligence (EI). The results  you get from this quiz are NOT a comprehensive picture of your EI. © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  46. 46. Scenario 1. You are a Gen Y employee in a meeting when  a Baby‐Boomer colleague takes credit for work that  you have done. What do you do? A. Immediately and publicly confront the colleague over the  ownership of your work. B. After the meeting, take the colleague aside and tell her that  you would appreciate in the future that she credits you when  speaking about your work. C. Nothing, it's not a good idea to embarrass colleagues in  public. D. After the colleague speaks, publicly thank her for referencing  your work and give the group more specific detail about  what you were trying to accomplish. page 46 46© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  47. 47. Answer for Scenario 1 The credit stealing colleague: The most emotionally intelligent answer is D. By demonstrating an awareness of  work‐place dynamics, and an ability to control your emotional responses, publicly  recognizing your own accomplishments in a non‐threatening manner, will disarm  your colleague as well as puts you in a better light with your manager and peers.  Public confrontations can be ineffective, are likely to cause your colleague to  become defensive. A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work. B. 5 Points – After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public. D. 10 Points – After the colleague speaks, publicly thank her for referencing  your work and give the group more specific detail about what you were  trying to accomplish. page 47 47© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  48. 48. Scenario 2: You are a Gen X Manager in an organization  that is trying to encourage respect for racial and  ethnic diversity. You overhear a Gen Y employee  telling both sexist and racist jokes. What do you do? A. Ignore it – the best way to deal with these things is not to react. B. Call the person into your office and explain that their behavior  is inappropriate and is grounds for disciplinary action if  repeated. C. Speak up on the spot, saying that such jokes are inappropriate  and will not be tolerated in your organization. D. Suggest to the person telling the joke he go through a diversity  training program. page 48 48© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  49. 49. The most emotionally intelligent answer is C. The most effective way to create an  atmosphere that welcomes diversity is to make clear in public that the social  norms of your organization do not tolerate such expressions. Confronting the  behavior privately lets the individual know the behavior is unacceptable, but does  not communicate it to the team. Instead of trying to change prejudices (a much  harder task), keep people from acting on them. A. 0 Points – Ignore it ‐ the best way to deal with these things is not to react. B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. 5 Points – Suggest to the person telling the joke he go through a diversity  training program. Answer for Scenario 2 The Racist Joke: page 49 49© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  50. 50. Scenario 3. You are a Gen Y Manager and have recently  been assigned a Baby Boomer in your team, and  have  noticed that he appears to be unable to make the  simplest of decisions without seeking advice  from you.  What do you do? A. Accept that he "does not have what it take to succeed around  here" and find others in your team to take on his tasks. B. Get an HR manager to talk to him about where he sees his future  in the organization. C. Purposely give him lots of complex decisions to make so that he  will become more confident in the role. D. Engineer an ongoing series of challenging but manageable  experiences for him, and make yourself available to act as his  mentor. page 50 50© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  51. 51. The most emotionally intelligent answer is D. Managing multigenerational  employees requires high levels of emotional intelligence, particularly if you are  going to be successful in maximizing the performance of your team. Often, this  means that you need to tailor your approach to meets the specific generational  needs of the individual, and provide them with support to help them grow in  confidence. A. 0 Points – Accept that he 'does not have what it take to succeed around  here' and find others in your team to take on his tasks B. 5 Points – Get an HR manager to talk to him about where he sees his future  in the organization C. 0 Points – Purposely give him lots of complex decisions to make so that he  will become more confident in the role D. 10 Points – Engineer an ongoing series of challenging but manageable  experiences for him, and make yourself his mentor (reverse mentoring) Answer for Scenario 3 The indecisive Baby Boomer Employee: page 51 51© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  52. 52. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions 52© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  53. 53. Simple Systems Work 53© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  54. 54. “The art and science of engaging yourself  and others….  your Colleagues, Teams, Partners  and Customers” Comprises a philosophy, practices, systems and skills to drive profitability & productivity through sustaining employee and engagement 54 EngagineeringTM Source: White Paper on “Engagineering: The secret to unlocking your full potential” by Bill Lang, 2009 © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  55. 55. EngagineeringTM strategy implemented the Harvard Framework Engaged staff Engaged customers Higher Profits & Productivity • From measurement systems to leadership and people development system • Create value for customers through understanding customers’ emotional realities, product expectations and then pleasantly surprising them with Results + Experience, not simply price • Create value for staff through increasing their feelings of involvement and being valued. 55© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  56. 56. © 2013 Copyright, Centre for Executive Education In every organisations 2 types of engagement drive company growth, productivity and profit Value to Employees Customer loyalty Customer Engagement Value to Customer Improved productivity Employee retention Employee Engagement Revenue growth Profitability/ Productivity 56 Adapted from: Heskett, James L., Jones, Thomas O., Loveman, Gary W., Sasser, W. Earl, and Schelsinger, Leonard A. "Putting the Service Profit Chain to Work", Harvard Business Review, (March-April 1994) 164-174 SNEF Business Leaders Seminar - The Art of Productivity Leadership
  57. 57. Scores-on-the-Board (SOTB) 57© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  58. 58. Leader Transformation In The Job - Engagement up 44% - Absenteeism down 60% - Attrition down 60% - Costs down 25% - Customer Satis. up 15% - Sales up 30% - Profits up 50% 58© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  59. 59. Awards Best Large Contact Centre in the World Gold Medal Innovation in People Development UK Clydesdale & Yorkshire Bank 59 Refer to Handout for Case Study © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  60. 60. Scores on the Board – the book http://www.scoresontheboard.com/ 60 Resource © 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  61. 61. Larry Bossidy Former CEO of Honeywell Co-Author, ‘Execution: The Art of Getting Things Done’ “To put it simply and starkly; if you don’t get the people process right, you will NEVER fulfill the potential of your business.” Conclusion 61© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership
  62. 62. If you do tomorrow what you did yesterday  Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! Final Thoughts……. © 2012 Copyright, IPMA Asia Pacific 62SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  63. 63. About Great Leaders……. http://www.youtube.com/watch?v=03o1JZ7c7gI © 2012 Copyright, IPMA Asia Pacific 63SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  64. 64. Prof Sattar Bawany Master Executive Coach & Facilitator Email: sattar@ipma.com.sg Website: www.ipma.com.sg Website: www.scoresontheboard.com Facebook: www.facebook.com/ipma.singapore LinkedIn: www.linkedin.com/in/bawany Twitter: www.twitter.com/sattarbawany Social Networking Contacts 64© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

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