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Leadership Code

Here are the key intangible assets identified in the document: 1. Strategic competencies - The skills, knowledge and values required to execute the organization's strategy. 2. Strategic information - The information systems and knowledge applications needed to support the strategy. 3. Organizational culture - Shared mission, vision and values that support the strategy. 4. Leadership - Qualified leaders at all levels to mobilize the organization towards its strategy. 5. Alignment - Goals and incentives aligned with the strategy at all levels of the organization.

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LEADERSHIP CODE By Dr. Pongsak Viddayakorn Director and Executive Advisor, Bangkok Dusit Medical Services PCL On Thursday, April 8th, 2010 At 08:00 hrs. At Conference Room, Samitivej Srinakarin Hospital 1 Pongsak Viddayakorn, M.D.
Measure of Leadership of Executive 1. Strategic Focus – follow – slide strategic engagement 2. Innovation 3. Vision 4. Non value and Value Creative Activity 5. Turn 70% Time Spent on paper work and meeting to 50% of Time 6. Empowerment Process 7. Good Governance 2 Pongsak Viddayakorn, M.D.
Bangkok Hospital Keys Success Factors 3 Pongsak Viddayakorn, M.D.
LEADERSHIP CODE Samitivej Srinakarin Hospital By Dr. Pongsak Viddayakorn Director and Executive Advisor, Bangkok Dusit Medical Services PCL On Thursday, April 8th, 2010 At 08:00 hrs. At Conference Room, Samitivej Srinakarin Hospital 4 Pongsak Viddayakorn, M.D.
Leadership Code By Pongsak Viddayakorn, M.D. Director and Executive Advisor, BDMS PCL On Friday, March 5, 2010 At 13.30–15.00 hrs. At Meeting Room, 3rd Floor, Bangkok hospital Rayong 5 Pongsak Viddayakorn, M.D.
Leadership Code Five Rules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 6 Pongsak Viddayakorn, M.D.
The Leadership Code Long–term Human capital strategic Strategist developer Rule 4: Rule 1: Build the next generation Shape the future Personal proficiency Individual Organization Rule 5: Invest in yourself Executor Talent manager Rule 3: Rule 2: Near–term Make things happen Engage today’s talent operational Sources: The Leadership CODE, Five Rules to Lead by Dave Ulrich, Norm Smallwood, Kate Sweetman, Harvard Business Press; Page 14 7 Pongsak Viddayakorn, M.D.
Leadership Code Five Rules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 8 Pongsak Viddayakorn, M.D.
หลักสำำคัญในกำร บริหำรธุรกิจ 1.ต้ อ งมี ส มมติ ฐ านเกี ่ ย วกั บ Golden Rules สภาพแวดล้ อ ม (Hypothesis of 2. ต้ อ งมี ส มมติ ฐ านเกี ่ ย วกั บ Environment or Vision) ภารกิ จ ของบริ ษ ั ท ที ่ จ ะทำ า ในอนาคต (Create a 3. ต้ อ งมี ส มมติ ฐ านเกี ่ ย วกั บ Mission) Core Competency ของบริ ษ ั ท (Knowing your 9 Pongsak Viddayakorn, M.D.
10 Pongsak Viddayakorn, M.D.
Map & Pop of ASIA 4 Countries of ASIA : Russia, China, Japan & India Population : around 2,690.2 MB Russia Pop 142.9 MB Japan Pop 128.0 MB China Pop 1,315.8 MB India Pop 1,103.4 MB 11 Pongsak Viddayakorn, M.D.
The Next Ten Years tion l It’s Alive Informa Economic Value Added ia tr r dus cula In Q4 Organization Mole (Decline) Q3 Business (Maturity) Q2 Technology Biotechnology (Growth) Nanotechnology Material Q1 Science (Gestation) 1750s 1850s 1950s 2050s Year Source: It’s alive:the coming convergence of information, biology and business/Christopher Meyer and Stan Davis, Page 20 12 Pongsak Viddayakorn, M.D.
Four Phases of Three Economies INDUSTRIAL INFORMATION MOLECULAR QUATERS ECONOMY ECONOMY ECONOMY Electrical Solid–state physics, Biology, nanoscale Q1 SCIENCE engineering information theory science, materials chemistry science Steel plants, oil, Chips, operating Genomics, Q2 TECHNOLOGY electrical systems, World proteomics, equipment Wide Web nanotechnology, agent-based models Automobiles, New media, Matt compiler, consumer information personal hospital, Q3 BUSINESS durable, technology universal mentor, skyscrapers services, portals experience machine, social science simulator Command and The Adaptive Yet to emerge Q4 ORGANIZATION control, hierarchy, Enterprise “scientific management” Source: It’s alive:the coming convergence of information, biology and business/ Future development Christopher Meyer and Stan Davis, Page 21 13 Pongsak Viddayakorn, M.D.
Strategic Planning PEST Opportunities Strategy Resources 1. Product Leadership 1. Core Competency with process & Technology 2. Operating Efficiency 2. What is investment 3. Customer Intimacy - Time - HR 4. Technology - Resource - Money Execution Achieve Hospital Target 20% 14 Pongsak Viddayakorn, M.D.
Bangkok Hospital Keys Success Factors 15 Pongsak Viddayakorn, M.D.
คำดกำรณ์จีดีพี 9 ชำติอำเซียน Unite: % COUNTRY 2009 2010 THAILAND -2 (new adjust (-4)-(-5) 3 MALAYSIA -0.2 4.4 SINGAPORE -5 3.5 PHILIPPINES 2.5 3.5 INDONESIA 3.6 5 BRUNEI -0.4 2.3 VIETNAM 4.5 6.5 CAMBODIA 2.5 4.0 LAO 5.5 5.7 AVERAGE 0.7 4.2 Source: Krungthep Dhurakij (Bangkok Biz News), Wednesday, 1st April 2009: Page 1; quote to ADB 16 Pongsak Viddayakorn, M.D.
คำดกำรณ์เศรษฐกิจธนำคำรเพื่อ ภูมิภำค/ประเทศ 2551 กำรพัฒนำเอเชีย 2552 2553 เอเชียตะวันออกเฉียงใต้ 4.3 0.7 4.2 อินโดนีเซีย 6.1 3.6 5.0 มำเลเซีย 4.6 –0.2 4.4 ปปินส์ ฟิลิ 4.6 2.5 3.5 สิงคโปร์ 1.1 –5.0 3.5 ไทย 2.6 –2.0 3.0ดนำม เวีย 6.2 4.5 ที่มำ: ธนำคำรเพื่อกำรพัฒนำเอเชีย, มติชน, 13 เมษำยน 2552 17 Pongsak Viddayakorn, M.D.
Strategic Planning of a Hospital is Matching Resources With Opportunities In Order To Achieve Hospital Target In Changing Environment 18 Pongsak Viddayakorn, M.D.
19 Pongsak Viddayakorn, M.D.
Using Technology ICT index, maximum = 10 Rank Hong Kong 1 Singapore 2 Denmark 3 United States 4 Britain 6 South Korea 8 Germany 11 Japan 14 0 2 4 6 8 10 Source: World Bank 20 Pongsak Viddayakorn, M.D.
Keys Drivers of Healthcare 1. Changes in Economy, demography, epidemiology 2. Rapid Advances in Information Communication and Technologies (ICT) 3. Increase Market Competition 4. Shifting of Financial Payment 5. Changes of Government Policy 6. Consumerism 21 Pongsak Viddayakorn, M.D.
Vision ½ Vision without action is just a dream ½ Action without vision is waste of time ½ Vision with action can change the world Source : Joel Barke 22 Pongsak Viddayakorn, M.D.
มุมมองที่แตกต่ำงของ “ผู้นำำ” และ “ผู้บริหำร” ผู้ ำ นำ ผู้ ำร บริห ใส่ใจเรือง ำรสร้ำง ศ ติ ่ ก ทั นค ใส่ใจเรือง ่ ระบบระเบีย ก วบคุ บ ำรค ม มีวิสัย ศ ทั น์และมองอนำค ระย ำว ต ะย มอง ำรแก้ ห พ น้ำ ระย น ก ปัญ ำเฉ ำะห ะสั้ ให้ วำมสำำ ญ บWa แ Wy ค คั กั h t ละ h สนใจเฉ ำะ H w We พ o และ h n พ ำก อนำค ข อง ก ย รณ์ ต อง ค์ ร สร้ำง ำรให้ ค์ รไ อย่ ไ กำ ไ อง ก ด้ ำง รในปัจจุบัน สร้ำง ง ม่ท แท ง ำ ๆ สิ่ ให ด นสิ่ เก่ รัก ำสิง มที่ ให้ ง ต่ ป ษ ่ เดิ ดี ค อยู่ อไ สร้ำง วำมเชื่ ค อในอง ก ค์ ร สร้ำงระบบก ก ดี ค์ ร ำรจัด ำรที่ ในอง ก สร้ำง ก ละค ด สรรค์ ม่ ๆ นวัต รรมแ วำมคิ สร้ำง ให มุง นใช้ ลัง ง มด อเป้ำห ่ มั่ พ ทั้ ห เพื่ มำย แหล่งข้อมูล : หนังสือพิมพ์บิสิเนสไทย ปีที่ 2 ฉบับที่ 54 วันที่ 23 Pongsak Viddayakorn, M.D.
Leadership Code Five Rules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 24 Pongsak Viddayakorn, M.D.
Chaos punctuated new normality. High Strategic Inflection Level of Chaos Point New New Normality Normality Low Time Sources : Philip Kotler & John A. Caslione Chaotics, The business of managing and marketing in the age of turbulence, Page 76 25 Pongsak Viddayakorn, M.D.
Hypercompetition After crisis there is hypercompetition driven by globalization  More substitute products  More fragmented customers taste  Deregulation  Invention of new business  Tremendous Disruption of customers 26 Pongsak Viddayakorn, M.D.
Hypercompetition Practices 1. Announcement of strategic intent to dominate a market place 2. Several moves to mislead or confuse competitors’ Market 27 Pongsak Viddayakorn, M.D.
Organization Performance Driver Intangible Asset (38%) Intangible Asset Intangible Asset (62%) (85–90%) Tangible Asset (62%) Tangible Asset (38%) Tangible Asset (10–15%) Yr 1982 Yr 1992 After Yr 2000 Source : Adapt from A Practical Guide to Using the Balanced Scorecard: performance drivers of Oliver, Roy and Watter (1999) 28 Pongsak Viddayakorn, M.D.
Creating value from intangible assets is different Intangible assets require several interdependent ingredients for value creation + Leadership + Organization Process + Shareholder + Value Climate I/T Skills + + Strategic Investments Must Be Bundled ©2003 Balanced Scorecard Collaborative, Inc • bscol.com 29 Pongsak Viddayakorn, M.D.
What are the “intangible” assets? 1. Strategic Competencies: The availability of skills, knowledge and values to perform activities Human required by the strategy Capital 2. Strategic Information: The availability of information + systems and knowledge applications required to Informatio support the strategy n Capital 3. Culture: Awareness and internalization of the shared + mission, vision and values required to support the strategy Organizatio n Capital 4. Leadership: The availability of qualified leaders at all levels to mobilize the organization towards its strategy 5. Alignment: Alignment of goals and incentives with the strategy at all organization levels 6. Teamwork: The sharing of knowledge and staff with strategic potential *These assets are most frequently cited by executives in our Balanced Scorecard database ©2003 Balanced Scorecard Collaborative, Inc • bscol.com 30 Pongsak Viddayakorn, M.D.
Bangkok Hospital Keys Success Factors Human Resources For Continuous Translations Improvement NEEDS Head Basic Knowledge Heart Attitude Guts Leaderships Running Experience 31 Pongsak Viddayakorn, M.D.
Value Innovation: The Cornerstone of Blue Ocean Strategy  Value innovation is created in the region where a company’s Costs actions favorably affect both its cost structure and its value proposition to buyers.  Cost savings are made by eliminating and reducing the Value factors an industry competes Innovation on.  Buyer value is lifted by raising and creating elements the industry has never offered.  Overtime, costs are reduced further as scale economies kick Buyer Value added Value in due to the high sales volumes that superior value generates. The Simultaneous Pursuit of Differentiation and Low Cost 32 Pongsak Viddayakorn, M.D.
What is Customer Value Added? Image value Personnel value Total customer Services value value Product value Customer Value Monetary cost Added Time cost Total customer Energy cost cost Psychic cost 33 Pongsak Viddayakorn, M.D.
SHARE Profitable Growth Culture Customers Satisfactio n Governae Governae Culture Culture Advance Profitabl Caring G. G. d e Growth Customers Loyalty VOI 2 C 2 E 34 Pongsak Viddayakorn, M.D.
Five Behaviors to earn the loyalty of patients “SHARE” 1. S = Sense of People’s needs 2. H = Help each other (Teamwork) 3. A = Acknowledge peoples feelings (Empathy) 4. R = Respect the Dignity & Privacy of everyone (Courtesy) 5. E = Explain what’s happening (Communication) 35 Pongsak Viddayakorn, M.D.
Employee Value Proposition VOI2C2E V = Vision – Create Proud & Happy Soul O = Opportunity – Career path, Learning and Experience I = Incentive – Salary, Bonus,non financial benefit I = Impact – Make Difference that connect employee with customers C = Community – Social Environment Responsibility C = Communication – 2 way Communication with employee E = Experimentation – Adaptation to the need of hospital and Patients 36 Pongsak Viddayakorn, M.D.
Bonding talent and organization People Work  Senior Management  Intrinsic Motivation  Business Unit Manager  Influence  Immediate Manager  Work Tasks  Co-workers  Resources  Diversity  Customer Compensation Opportunities Career Opportunities Pay Engagement    Benefits  Recognition  Training Procedures Quality of Life  Policies  Work/Life Balance  Processes  Physical Work Environment  Valuing People  Safety  Branding  Location 37 Pongsak Viddayakorn, M.D.
Employee Engagement Communication Leadership Quality of Employee Culture Organization Work Life Engagement Career Compensation Development and Benefit 38 Pongsak Viddayakorn, M.D.
BMC 2006 Engagement Scorecard Engagement Comparison to Hewitt Best Employers BMC 2006 (52%) 40% 60% Healthcare Industry 2005 (61%) BMC 2005 (33%) Indifference Zone 25% Serious Zone High Performance/ Hewitt Hewitt Best Employers Best Employer Thailand 2005 (89%) Destructive Zone Zone Best Employers in Asia 2005 (93%) 0% 100% Engagement Scores Source: Hewitt Associates; Employee Engagement Results 2006 on June 2007 39 Pongsak Viddayakorn, M.D.
% OF BMC Employees Are Engaged 2009 : 58% 2008 : 56% 2007 : 44% 2006 : 52%58% Healthcare Industry (2007) 40% 60% 2005 : 33% Indifferent 25% Serious Zone Zone High 87% 2007 Best * Performance/ Employers in Asia Hewitt Destructive Best mployer E * 89% - 2005 Best Zone Zone Employers in Thailand 0% 100% Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies (1999-2007). 40 Pongsak Viddayakorn, M.D.
% OF BRH Employees Are Engaged 2009 : 49% 2008 : 47% 58% Healthcare Industry (2007) 4% 40% 60% 0 25% Indifferent 25% Serious Zone Zone High 87% 2007 Best Destructive Performance/ Hewitt Best mployer E * Employers in Asia 89% - 2005 Best 0% 0% Zone Zone * 100% 100% Employers in Thailand Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies (1999-2007).
Leadership Code Five Rules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 42 Pongsak Viddayakorn, M.D.
Professor Dave Ulrich, University of Michigan People Transformation: The Path to Turn Down the Downturn 23–25 February 2010 Centara World, Bangkok, Thailand คนเก่ง 3 C(Talent) • Competency มีควำมสำมำรถ คูณ กับ • Commitment ควำมมุ่งมัน คูณกับ ่ • Contribution กำรมีส่วนร่วม กำรสร้ำงคนเก่ง แข็งแกร่ง • 50% มำจำกกำรเรียนรู้ กำรมอบ หมำยงำน(on the job) • 30% มำจำกกำรฝึก อบรม(Training) • 20% มำจำกกำร Coachimg 43 Pongsak Viddayakorn, M.D.
Type of “Fighters” Loser Conditioner Climber No Eagerness, Have some eagerness, Full of Eagerness, have Life Style Easy Life, Up & Down Life, challenging and exciting life, Boring but evenually prefer to rest finally will be successful No Ambition, Have some innovative Full of energy, Not Active, idea with moderate Have vision, Work Lazy motivation and output, Always learn and but will decline upon time develop themselves Source : Matichon Newspaper, 1 August 2003 44 Pongsak Viddayakorn, M.D.
Type of “Fighters” Loser Conditioner Climber Have a tendency of Compromise, Conversation Always possible deny, negativelism Not Decisive Struggle Easy to lose Some Limitations Glory and Success Security, Stablility Contribution to others Purpose of Life Basic Needs and Acceptance public & society and the world Source : Matichon Newspaper, 1 August 2003 45 Pongsak Viddayakorn, M.D.
Good Governance 1. โปร่งใส 2. เสมอภำค 3. ยุติธรรม 4. ทุกคนมี ส่วนร่วม ่ง 5. รักษำสิ 46 Pongsak Viddayakorn, M.D.
Leadership Code Five Rules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 47 Pongsak Viddayakorn, M.D.
Innovation Imperatives in the Dynamic Global Economy Globalization Intensifying Comp. Technological Change Commoditization Changing Demographics Importance of Outsourcing, Offshoring Sustainable Innovation Changing Industry Mix Deregulation Emerging New Economies Green Movement Environmental Change 48 Pongsak Viddayakorn, M.D.
Capabilities of Company 1. Talent We are good at attracting Hitachi Motivating and retaining Microsoft Competent and committed people 2. Speed We are good at making Dell Important changes happen fast Toshiba 3. Collaboration We a good at working Ericsson across boundaries to ensure BP both efficiency and leverage 49 Pongsak Viddayakorn, M.D.
Capabilities of Company 4. Leadership We are good at embedding GE leaders throughout the HP organization who deliver the right results in the right way 5. Efficiency We are good at managing SW Airline costs of operation Wall-Mart 50 Pongsak Viddayakorn, M.D.
Designing Marketing Systems for Resilience POOR, GOOD, AND GREAT MARKETING CHARACTERISTICS Poor Good Great Price driven Quality driven Value driving Average speed Better than average Legendary Hierarchy Network Teamwork Vertically integrated Flattened organization Strategic alliances Stockholder driven Stakeholder driven Societal driven Sources : Philip Kotler & John A. Caslione Chaotics, The business of managing and marketing in the age of turbulence, Page 143 51 Pongsak Viddayakorn, M.D.
Bangkok Hospital Keys Success Factors 52 Pongsak Viddayakorn, M.D.
Leadership Code Five Rules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 53 Pongsak Viddayakorn, M.D.
Invest in Yourself 1. Your intellectual 1.1 Read, Listen and Observe 1.2 Record Your Experience 1.3 Innovation 2. Your health 2.1 Your Physical 2.2 Your social&mental 54 Pongsak Viddayakorn, M.D.
Professor Dave Ulrich, University of Michigan People Transformation: The Path to Turn Down the Downturn 23–25 February 2010 Centara World, Bangkok, Thailand Leader มือโปร ต้องดูแลตัวเองเหมือน 5 • Physical แข็วแรงสมบูรณ์ ห่ง ง Olympic 2. Emotional อำรมณ์มั่นคง หนักแน่น ควบคุมได้ • Social มีสังคมกว้ำงขวำงทั้งทีทำำงำนและที่ ่ บ้ำน • Intellectual ควำมสำมำรถทำงสติปัญญำ 5. Spiritual จิตใจยึดมั่นในศำสนำ จิตใจ สงบ ทำำงำนเพื่อตัวเองแล้ว เผื่อแผ่ไปยัง พนักงำน 55 Pongsak Viddayakorn, M.D.
ธรรมของผู้นำำ 1. พรหมวิหำร 4 1. เมตตำ : ควำมรัก 2. กรุณำ : ควำมสงสำร 3. มุทิตำ : ควำมเบิก บำนพลอยยินดี 4. อุเบกขำ : ควำมมีใจ เป็นกลำง56 Pongsak Viddayakorn, M.D.
ธรรมของผู้นำำ 2. อิทธิบำท 4 1. ฉันทะ : ควำมพอใจ 2. วิริยะ : ควำมเพียร 3. จิตตะ : ควำมมีจิตใจ จดจ่อ 4. วิมังสำ : ควำม สอบสวนไตร่ตรอง 57 Pongsak Viddayakorn, M.D.
ธรรมของผู้นำำ 3. มัชฌิมำปฎิปทำ ทำงสำยกลำง หรือ มรรคมีมำทิฎ8 1. สัมองค์ ฐิ ควำมเห็นชอบ 2. สัมมำสังกัปปะ ควำมดำำริชอบ 3. สัมมำวำจำ วำจำชอบ 4. สัมมำกัมมันตะ กระทำำชอบ 5. สัมมำอำชีวะ เลียงชีพชอบ ้ 6. สัมมำวำยำมะ ควำมเพียรชอบ 7. สัมมำสติ ระลึกชอบ 8. สัมมำสมำธิ58 สมำธิชอบ Pongsak Viddayakorn, M.D.
ธรรมของผู้นำำ 4. สัปปุริสธรรม ธรรมของสัตบุรุษ หรือ ธรรมของคนดี้จักเหตุ 1. รู 2. รู้จักผล 3. รู้จักตน 4. รู้จักประมำณ (พอดีักกำล 5. รู้จ ) 6. รู้จักบุคคล 7. รู้จักชุมชน 59 Pongsak Viddayakorn, M.D.
60 Pongsak Viddayakorn, M.D.
8 อ. Principles 1. อ. = อำหำร under nourished live longer • Keep Your Body Weight Steady • High fibre – cereal, vegetable, fruit &Vitamins are necessary Low sugar,Low fat • Two times daily,No diner 61 Pongsak Viddayakorn, M.D.
Pongsak’s Way 1. Vision 2. Strategy 3. Active 4. Lead by Example 5. Marketing, HR & IT Focus 6. Inspire & Motivate 7. Innovation-challenge the process 8. Good Governance 62 Pongsak Viddayakorn, M.D.
Any Questions? 63 Pongsak Viddayakorn, M.D.
FTE RNs / Adjusted ADC X of Adjusted ADC 2.0 1.8 1.6 1.49 1.36 1.34 1.4 1.30 1.32 1.32 1.30 1.23 1.23 1.15 1.18 1.17 1.20 1.2 1.13 1.0 0.91 0.90 0.8 0.6 0.44 0.4 0.2 1.44 1.58 1.48 1.49 1.48 1.38 1.83 1.10 1.63 1.24 1.25 1.32 1.20 1.02 1.07 1.54 4.23 0.0 RRH BDMS BPH BNH SNH BRH BHH BCH BTH BPD BMC BPK SSH BKH BSH RAH . SVH 2009/YTD 2010/YTD = Target Performance 64 Pongsak Viddayakorn, M.D.
Humanity At the age of 15, I was committed to learn: At 30, I was firm to make a stand: At 40, I had no more doubt: At 50, I fully understood the Heaven’s mandate: At 60, I was ready to judge whatever I heard: At 70, I could follow my heart’s desire without being breaching the rules of propriety: 65 Pongsak Viddayakorn, M.D.

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Leadership Code

  • 1.
    LEADERSHIP CODE By Dr. Pongsak Viddayakorn Director and Executive Advisor, Bangkok Dusit Medical Services PCL On Thursday, April 8th, 2010 At 08:00 hrs. At Conference Room, Samitivej Srinakarin Hospital 1 Pongsak Viddayakorn, M.D.
  • 2.
    Measure of Leadershipof Executive 1. Strategic Focus – follow – slide strategic engagement 2. Innovation 3. Vision 4. Non value and Value Creative Activity 5. Turn 70% Time Spent on paper work and meeting to 50% of Time 6. Empowerment Process 7. Good Governance 2 Pongsak Viddayakorn, M.D.
  • 3.
    Bangkok Hospital Keys SuccessFactors 3 Pongsak Viddayakorn, M.D.
  • 4.
    LEADERSHIP CODE Samitivej Srinakarin Hospital By Dr. Pongsak Viddayakorn Director and Executive Advisor, Bangkok Dusit Medical Services PCL On Thursday, April 8th, 2010 At 08:00 hrs. At Conference Room, Samitivej Srinakarin Hospital 4 Pongsak Viddayakorn, M.D.
  • 5.
    Leadership Code By Pongsak Viddayakorn, M.D. Director and Executive Advisor, BDMS PCL On Friday, March 5, 2010 At 13.30–15.00 hrs. At Meeting Room, 3rd Floor, Bangkok hospital Rayong 5 Pongsak Viddayakorn, M.D.
  • 6.
    Leadership Code FiveRules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 6 Pongsak Viddayakorn, M.D.
  • 7.
    The Leadership Code Long–term Human capital strategic Strategist developer Rule 4: Rule 1: Build the next generation Shape the future Personal proficiency Individual Organization Rule 5: Invest in yourself Executor Talent manager Rule 3: Rule 2: Near–term Make things happen Engage today’s talent operational Sources: The Leadership CODE, Five Rules to Lead by Dave Ulrich, Norm Smallwood, Kate Sweetman, Harvard Business Press; Page 14 7 Pongsak Viddayakorn, M.D.
  • 8.
    Leadership Code FiveRules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 8 Pongsak Viddayakorn, M.D.
  • 9.
    หลักสำำคัญในกำร บริหำรธุรกิจ 1.ต้ อ งมี ส มมติ ฐ านเกี ่ ย วกั บ Golden Rules สภาพแวดล้ อ ม (Hypothesis of 2. ต้ อ งมี ส มมติ ฐ านเกี ่ ย วกั บ Environment or Vision) ภารกิ จ ของบริ ษ ั ท ที ่ จ ะทำ า ในอนาคต (Create a 3. ต้ อ งมี ส มมติ ฐ านเกี ่ ย วกั บ Mission) Core Competency ของบริ ษ ั ท (Knowing your 9 Pongsak Viddayakorn, M.D.
  • 10.
    10 Pongsak Viddayakorn, M.D.
  • 11.
    Map & Popof ASIA 4 Countries of ASIA : Russia, China, Japan & India Population : around 2,690.2 MB Russia Pop 142.9 MB Japan Pop 128.0 MB China Pop 1,315.8 MB India Pop 1,103.4 MB 11 Pongsak Viddayakorn, M.D.
  • 12.
    The Next TenYears tion l It’s Alive Informa Economic Value Added ia tr r dus cula In Q4 Organization Mole (Decline) Q3 Business (Maturity) Q2 Technology Biotechnology (Growth) Nanotechnology Material Q1 Science (Gestation) 1750s 1850s 1950s 2050s Year Source: It’s alive:the coming convergence of information, biology and business/Christopher Meyer and Stan Davis, Page 20 12 Pongsak Viddayakorn, M.D.
  • 13.
    Four Phases ofThree Economies INDUSTRIAL INFORMATION MOLECULAR QUATERS ECONOMY ECONOMY ECONOMY Electrical Solid–state physics, Biology, nanoscale Q1 SCIENCE engineering information theory science, materials chemistry science Steel plants, oil, Chips, operating Genomics, Q2 TECHNOLOGY electrical systems, World proteomics, equipment Wide Web nanotechnology, agent-based models Automobiles, New media, Matt compiler, consumer information personal hospital, Q3 BUSINESS durable, technology universal mentor, skyscrapers services, portals experience machine, social science simulator Command and The Adaptive Yet to emerge Q4 ORGANIZATION control, hierarchy, Enterprise “scientific management” Source: It’s alive:the coming convergence of information, biology and business/ Future development Christopher Meyer and Stan Davis, Page 21 13 Pongsak Viddayakorn, M.D.
  • 14.
    Strategic Planning PEST Opportunities Strategy Resources 1. Product Leadership 1. Core Competency with process & Technology 2. Operating Efficiency 2. What is investment 3. Customer Intimacy - Time - HR 4. Technology - Resource - Money Execution Achieve Hospital Target 20% 14 Pongsak Viddayakorn, M.D.
  • 15.
    Bangkok Hospital Keys SuccessFactors 15 Pongsak Viddayakorn, M.D.
  • 16.
    คำดกำรณ์จีดีพี 9 ชำติอำเซียน Unite: % COUNTRY 2009 2010 THAILAND -2 (new adjust (-4)-(-5) 3 MALAYSIA -0.2 4.4 SINGAPORE -5 3.5 PHILIPPINES 2.5 3.5 INDONESIA 3.6 5 BRUNEI -0.4 2.3 VIETNAM 4.5 6.5 CAMBODIA 2.5 4.0 LAO 5.5 5.7 AVERAGE 0.7 4.2 Source: Krungthep Dhurakij (Bangkok Biz News), Wednesday, 1st April 2009: Page 1; quote to ADB 16 Pongsak Viddayakorn, M.D.
  • 17.
    คำดกำรณ์เศรษฐกิจธนำคำรเพื่อ ภูมิภำค/ประเทศ 2551 กำรพัฒนำเอเชีย 2552 2553 เอเชียตะวันออกเฉียงใต้ 4.3 0.7 4.2 อินโดนีเซีย 6.1 3.6 5.0 มำเลเซีย 4.6 –0.2 4.4 ปปินส์ ฟิลิ 4.6 2.5 3.5 สิงคโปร์ 1.1 –5.0 3.5 ไทย 2.6 –2.0 3.0ดนำม เวีย 6.2 4.5 ที่มำ: ธนำคำรเพื่อกำรพัฒนำเอเชีย, มติชน, 13 เมษำยน 2552 17 Pongsak Viddayakorn, M.D.
  • 18.
    Strategic Planning ofa Hospital is Matching Resources With Opportunities In Order To Achieve Hospital Target In Changing Environment 18 Pongsak Viddayakorn, M.D.
  • 19.
    19 Pongsak Viddayakorn, M.D.
  • 20.
    Using Technology ICT index, maximum = 10 Rank Hong Kong 1 Singapore 2 Denmark 3 United States 4 Britain 6 South Korea 8 Germany 11 Japan 14 0 2 4 6 8 10 Source: World Bank 20 Pongsak Viddayakorn, M.D.
  • 21.
    Keys Drivers ofHealthcare 1. Changes in Economy, demography, epidemiology 2. Rapid Advances in Information Communication and Technologies (ICT) 3. Increase Market Competition 4. Shifting of Financial Payment 5. Changes of Government Policy 6. Consumerism 21 Pongsak Viddayakorn, M.D.
  • 22.
    Vision ½ Vision withoutaction is just a dream ½ Action without vision is waste of time ½ Vision with action can change the world Source : Joel Barke 22 Pongsak Viddayakorn, M.D.
  • 23.
    มุมมองที่แตกต่ำงของ “ผู้นำำ” และ “ผู้บริหำร” ผู้ ำ นำ ผู้ ำร บริห ใส่ใจเรือง ำรสร้ำง ศ ติ ่ ก ทั นค ใส่ใจเรือง ่ ระบบระเบีย ก วบคุ บ ำรค ม มีวิสัย ศ ทั น์และมองอนำค ระย ำว ต ะย มอง ำรแก้ ห พ น้ำ ระย น ก ปัญ ำเฉ ำะห ะสั้ ให้ วำมสำำ ญ บWa แ Wy ค คั กั h t ละ h สนใจเฉ ำะ H w We พ o และ h n พ ำก อนำค ข อง ก ย รณ์ ต อง ค์ ร สร้ำง ำรให้ ค์ รไ อย่ ไ กำ ไ อง ก ด้ ำง รในปัจจุบัน สร้ำง ง ม่ท แท ง ำ ๆ สิ่ ให ด นสิ่ เก่ รัก ำสิง มที่ ให้ ง ต่ ป ษ ่ เดิ ดี ค อยู่ อไ สร้ำง วำมเชื่ ค อในอง ก ค์ ร สร้ำงระบบก ก ดี ค์ ร ำรจัด ำรที่ ในอง ก สร้ำง ก ละค ด สรรค์ ม่ ๆ นวัต รรมแ วำมคิ สร้ำง ให มุง นใช้ ลัง ง มด อเป้ำห ่ มั่ พ ทั้ ห เพื่ มำย แหล่งข้อมูล : หนังสือพิมพ์บิสิเนสไทย ปีที่ 2 ฉบับที่ 54 วันที่ 23 Pongsak Viddayakorn, M.D.
  • 24.
    Leadership Code FiveRules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 24 Pongsak Viddayakorn, M.D.
  • 25.
    Chaos punctuated newnormality. High Strategic Inflection Level of Chaos Point New New Normality Normality Low Time Sources : Philip Kotler & John A. Caslione Chaotics, The business of managing and marketing in the age of turbulence, Page 76 25 Pongsak Viddayakorn, M.D.
  • 26.
    Hypercompetition After crisis thereis hypercompetition driven by globalization  More substitute products  More fragmented customers taste  Deregulation  Invention of new business  Tremendous Disruption of customers 26 Pongsak Viddayakorn, M.D.
  • 27.
    Hypercompetition Practices 1. Announcementof strategic intent to dominate a market place 2. Several moves to mislead or confuse competitors’ Market 27 Pongsak Viddayakorn, M.D.
  • 28.
    Organization Performance Driver Intangible Asset (38%) Intangible Asset Intangible Asset (62%) (85–90%) Tangible Asset (62%) Tangible Asset (38%) Tangible Asset (10–15%) Yr 1982 Yr 1992 After Yr 2000 Source : Adapt from A Practical Guide to Using the Balanced Scorecard: performance drivers of Oliver, Roy and Watter (1999) 28 Pongsak Viddayakorn, M.D.
  • 29.
    Creating value from intangible assets is different Intangible assets require several interdependent ingredients for value creation + Leadership + Organization Process + Shareholder + Value Climate I/T Skills + + Strategic Investments Must Be Bundled ©2003 Balanced Scorecard Collaborative, Inc • bscol.com 29 Pongsak Viddayakorn, M.D.
  • 30.
    What are the“intangible” assets? 1. Strategic Competencies: The availability of skills, knowledge and values to perform activities Human required by the strategy Capital 2. Strategic Information: The availability of information + systems and knowledge applications required to Informatio support the strategy n Capital 3. Culture: Awareness and internalization of the shared + mission, vision and values required to support the strategy Organizatio n Capital 4. Leadership: The availability of qualified leaders at all levels to mobilize the organization towards its strategy 5. Alignment: Alignment of goals and incentives with the strategy at all organization levels 6. Teamwork: The sharing of knowledge and staff with strategic potential *These assets are most frequently cited by executives in our Balanced Scorecard database ©2003 Balanced Scorecard Collaborative, Inc • bscol.com 30 Pongsak Viddayakorn, M.D.
  • 31.
    Bangkok Hospital Keys Success Factors Human Resources For Continuous Translations Improvement NEEDS Head Basic Knowledge Heart Attitude Guts Leaderships Running Experience 31 Pongsak Viddayakorn, M.D.
  • 32.
    Value Innovation: The Cornerstone of Blue Ocean Strategy  Value innovation is created in the region where a company’s Costs actions favorably affect both its cost structure and its value proposition to buyers.  Cost savings are made by eliminating and reducing the Value factors an industry competes Innovation on.  Buyer value is lifted by raising and creating elements the industry has never offered.  Overtime, costs are reduced further as scale economies kick Buyer Value added Value in due to the high sales volumes that superior value generates. The Simultaneous Pursuit of Differentiation and Low Cost 32 Pongsak Viddayakorn, M.D.
  • 33.
    What is CustomerValue Added? Image value Personnel value Total customer Services value value Product value Customer Value Monetary cost Added Time cost Total customer Energy cost cost Psychic cost 33 Pongsak Viddayakorn, M.D.
  • 34.
    SHARE Profitable Growth Culture Customers Satisfactio n Governae Governae Culture Culture Advance Profitabl Caring G. G. d e Growth Customers Loyalty VOI 2 C 2 E 34 Pongsak Viddayakorn, M.D.
  • 35.
    Five Behaviors toearn the loyalty of patients “SHARE” 1. S = Sense of People’s needs 2. H = Help each other (Teamwork) 3. A = Acknowledge peoples feelings (Empathy) 4. R = Respect the Dignity & Privacy of everyone (Courtesy) 5. E = Explain what’s happening (Communication) 35 Pongsak Viddayakorn, M.D.
  • 36.
    Employee Value Proposition VOI2C2E V = Vision – Create Proud & Happy Soul O = Opportunity – Career path, Learning and Experience I = Incentive – Salary, Bonus,non financial benefit I = Impact – Make Difference that connect employee with customers C = Community – Social Environment Responsibility C = Communication – 2 way Communication with employee E = Experimentation – Adaptation to the need of hospital and Patients 36 Pongsak Viddayakorn, M.D.
  • 37.
    Bonding talent andorganization People Work  Senior Management  Intrinsic Motivation  Business Unit Manager  Influence  Immediate Manager  Work Tasks  Co-workers  Resources  Diversity  Customer Compensation Opportunities Career Opportunities Pay Engagement    Benefits  Recognition  Training Procedures Quality of Life  Policies  Work/Life Balance  Processes  Physical Work Environment  Valuing People  Safety  Branding  Location 37 Pongsak Viddayakorn, M.D.
  • 38.
    Employee Engagement Communication Leadership Quality of Employee Culture Organization Work Life Engagement Career Compensation Development and Benefit 38 Pongsak Viddayakorn, M.D.
  • 39.
    BMC 2006 EngagementScorecard Engagement Comparison to Hewitt Best Employers BMC 2006 (52%) 40% 60% Healthcare Industry 2005 (61%) BMC 2005 (33%) Indifference Zone 25% Serious Zone High Performance/ Hewitt Hewitt Best Employers Best Employer Thailand 2005 (89%) Destructive Zone Zone Best Employers in Asia 2005 (93%) 0% 100% Engagement Scores Source: Hewitt Associates; Employee Engagement Results 2006 on June 2007 39 Pongsak Viddayakorn, M.D.
  • 40.
    % OF BMCEmployees Are Engaged 2009 : 58% 2008 : 56% 2007 : 44% 2006 : 52%58% Healthcare Industry (2007) 40% 60% 2005 : 33% Indifferent 25% Serious Zone Zone High 87% 2007 Best * Performance/ Employers in Asia Hewitt Destructive Best mployer E * 89% - 2005 Best Zone Zone Employers in Thailand 0% 100% Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies (1999-2007). 40 Pongsak Viddayakorn, M.D.
  • 41.
    % OF BRHEmployees Are Engaged 2009 : 49% 2008 : 47% 58% Healthcare Industry (2007) 4% 40% 60% 0 25% Indifferent 25% Serious Zone Zone High 87% 2007 Best Destructive Performance/ Hewitt Best mployer E * Employers in Asia 89% - 2005 Best 0% 0% Zone Zone * 100% 100% Employers in Thailand Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies (1999-2007).
  • 42.
    Leadership Code FiveRules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 42 Pongsak Viddayakorn, M.D.
  • 43.
    Professor Dave Ulrich,University of Michigan People Transformation: The Path to Turn Down the Downturn 23–25 February 2010 Centara World, Bangkok, Thailand คนเก่ง 3 C(Talent) • Competency มีควำมสำมำรถ คูณ กับ • Commitment ควำมมุ่งมัน คูณกับ ่ • Contribution กำรมีส่วนร่วม กำรสร้ำงคนเก่ง แข็งแกร่ง • 50% มำจำกกำรเรียนรู้ กำรมอบ หมำยงำน(on the job) • 30% มำจำกกำรฝึก อบรม(Training) • 20% มำจำกกำร Coachimg 43 Pongsak Viddayakorn, M.D.
  • 44.
    Type of “Fighters” Loser Conditioner Climber No Eagerness, Have some eagerness, Full of Eagerness, have Life Style Easy Life, Up & Down Life, challenging and exciting life, Boring but evenually prefer to rest finally will be successful No Ambition, Have some innovative Full of energy, Not Active, idea with moderate Have vision, Work Lazy motivation and output, Always learn and but will decline upon time develop themselves Source : Matichon Newspaper, 1 August 2003 44 Pongsak Viddayakorn, M.D.
  • 45.
    Type of “Fighters” Loser Conditioner Climber Have a tendency of Compromise, Conversation Always possible deny, negativelism Not Decisive Struggle Easy to lose Some Limitations Glory and Success Security, Stablility Contribution to others Purpose of Life Basic Needs and Acceptance public & society and the world Source : Matichon Newspaper, 1 August 2003 45 Pongsak Viddayakorn, M.D.
  • 46.
    Good Governance 1.โปร่งใส 2. เสมอภำค 3. ยุติธรรม 4. ทุกคนมี ส่วนร่วม ่ง 5. รักษำสิ 46 Pongsak Viddayakorn, M.D.
  • 47.
    Leadership Code FiveRules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 47 Pongsak Viddayakorn, M.D.
  • 48.
    Innovation Imperatives inthe Dynamic Global Economy Globalization Intensifying Comp. Technological Change Commoditization Changing Demographics Importance of Outsourcing, Offshoring Sustainable Innovation Changing Industry Mix Deregulation Emerging New Economies Green Movement Environmental Change 48 Pongsak Viddayakorn, M.D.
  • 49.
    Capabilities of Company 1.Talent We are good at attracting Hitachi Motivating and retaining Microsoft Competent and committed people 2. Speed We are good at making Dell Important changes happen fast Toshiba 3. Collaboration We a good at working Ericsson across boundaries to ensure BP both efficiency and leverage 49 Pongsak Viddayakorn, M.D.
  • 50.
    Capabilities of Company 4.Leadership We are good at embedding GE leaders throughout the HP organization who deliver the right results in the right way 5. Efficiency We are good at managing SW Airline costs of operation Wall-Mart 50 Pongsak Viddayakorn, M.D.
  • 51.
    Designing Marketing Systemsfor Resilience POOR, GOOD, AND GREAT MARKETING CHARACTERISTICS Poor Good Great Price driven Quality driven Value driving Average speed Better than average Legendary Hierarchy Network Teamwork Vertically integrated Flattened organization Strategic alliances Stockholder driven Stakeholder driven Societal driven Sources : Philip Kotler & John A. Caslione Chaotics, The business of managing and marketing in the age of turbulence, Page 143 51 Pongsak Viddayakorn, M.D.
  • 52.
    Bangkok Hospital Keys SuccessFactors 52 Pongsak Viddayakorn, M.D.
  • 53.
    Leadership Code FiveRules to Lead 1. Shape The Future 2. Make Things Happen 3. Engage Today’s Talent 4. Build The Next Generation 5. Invest In Yourself 53 Pongsak Viddayakorn, M.D.
  • 54.
    Invest in Yourself 1.Your intellectual 1.1 Read, Listen and Observe 1.2 Record Your Experience 1.3 Innovation 2. Your health 2.1 Your Physical 2.2 Your social&mental 54 Pongsak Viddayakorn, M.D.
  • 55.
    Professor Dave Ulrich,University of Michigan People Transformation: The Path to Turn Down the Downturn 23–25 February 2010 Centara World, Bangkok, Thailand Leader มือโปร ต้องดูแลตัวเองเหมือน 5 • Physical แข็วแรงสมบูรณ์ ห่ง ง Olympic 2. Emotional อำรมณ์มั่นคง หนักแน่น ควบคุมได้ • Social มีสังคมกว้ำงขวำงทั้งทีทำำงำนและที่ ่ บ้ำน • Intellectual ควำมสำมำรถทำงสติปัญญำ 5. Spiritual จิตใจยึดมั่นในศำสนำ จิตใจ สงบ ทำำงำนเพื่อตัวเองแล้ว เผื่อแผ่ไปยัง พนักงำน 55 Pongsak Viddayakorn, M.D.
  • 56.
    ธรรมของผู้นำำ 1. พรหมวิหำร 4 1. เมตตำ : ควำมรัก 2. กรุณำ : ควำมสงสำร 3. มุทิตำ : ควำมเบิก บำนพลอยยินดี 4. อุเบกขำ : ควำมมีใจ เป็นกลำง56 Pongsak Viddayakorn, M.D.
  • 57.
    ธรรมของผู้นำำ 2. อิทธิบำท 4 1. ฉันทะ : ควำมพอใจ 2. วิริยะ : ควำมเพียร 3. จิตตะ : ควำมมีจิตใจ จดจ่อ 4. วิมังสำ : ควำม สอบสวนไตร่ตรอง 57 Pongsak Viddayakorn, M.D.
  • 58.
    ธรรมของผู้นำำ 3. มัชฌิมำปฎิปทำ ทำงสำยกลำงหรือ มรรคมีมำทิฎ8 1. สัมองค์ ฐิ ควำมเห็นชอบ 2. สัมมำสังกัปปะ ควำมดำำริชอบ 3. สัมมำวำจำ วำจำชอบ 4. สัมมำกัมมันตะ กระทำำชอบ 5. สัมมำอำชีวะ เลียงชีพชอบ ้ 6. สัมมำวำยำมะ ควำมเพียรชอบ 7. สัมมำสติ ระลึกชอบ 8. สัมมำสมำธิ58 สมำธิชอบ Pongsak Viddayakorn, M.D.
  • 59.
    ธรรมของผู้นำำ 4. สัปปุริสธรรม ธรรมของสัตบุรุษหรือ ธรรมของคนดี้จักเหตุ 1. รู 2. รู้จักผล 3. รู้จักตน 4. รู้จักประมำณ (พอดีักกำล 5. รู้จ ) 6. รู้จักบุคคล 7. รู้จักชุมชน 59 Pongsak Viddayakorn, M.D.
  • 60.
    60 Pongsak Viddayakorn, M.D.
  • 61.
    8 อ. Principles 1. อ. = อำหำร under nourished live longer • Keep Your Body Weight Steady • High fibre – cereal, vegetable, fruit &Vitamins are necessary Low sugar,Low fat • Two times daily,No diner 61 Pongsak Viddayakorn, M.D.
  • 62.
    Pongsak’s Way 1. Vision 2.Strategy 3. Active 4. Lead by Example 5. Marketing, HR & IT Focus 6. Inspire & Motivate 7. Innovation-challenge the process 8. Good Governance 62 Pongsak Viddayakorn, M.D.
  • 63.
    Any Questions? 63 Pongsak Viddayakorn, M.D.
  • 64.
    FTE RNs /Adjusted ADC X of Adjusted ADC 2.0 1.8 1.6 1.49 1.36 1.34 1.4 1.30 1.32 1.32 1.30 1.23 1.23 1.15 1.18 1.17 1.20 1.2 1.13 1.0 0.91 0.90 0.8 0.6 0.44 0.4 0.2 1.44 1.58 1.48 1.49 1.48 1.38 1.83 1.10 1.63 1.24 1.25 1.32 1.20 1.02 1.07 1.54 4.23 0.0 RRH BDMS BPH BNH SNH BRH BHH BCH BTH BPD BMC BPK SSH BKH BSH RAH . SVH 2009/YTD 2010/YTD = Target Performance 64 Pongsak Viddayakorn, M.D.
  • 65.
    Humanity At the ageof 15, I was committed to learn: At 30, I was firm to make a stand: At 40, I had no more doubt: At 50, I fully understood the Heaven’s mandate: At 60, I was ready to judge whatever I heard: At 70, I could follow my heart’s desire without being breaching the rules of propriety: 65 Pongsak Viddayakorn, M.D.

Editor's Notes

  • #2 Dr.Pongsak Viddayakorn
  • #4 Dr.Pongsak Viddayakorn
  • #5 Dr.Pongsak Viddayakorn
  • #12 Dr.Pongsak Viddayakorn
  • #13 Dr.Pongsak Viddayakorn
  • #14 Dr.Pongsak Viddayakorn
  • #15 Dr.Pongsak Viddayakorn
  • #16 Dr.Pongsak Viddayakorn
  • #20 Dr.Pongsak Viddayakorn
  • #21 Dr.Pongsak Viddayakorn
  • #22 Dr.Pongsak Viddayakorn
  • #29 Dr.Pongsak Viddayakorn
  • #32 Dr.Pongsak Viddayakorn
  • #40 Today’s Landscape Talent-Driven Value Our Process for Results The Hewitt Difference And finally, there is a threshold level of engagement that is the difference between creating and destroying value The link between engagement results and business results is clear An engagement level of at least 65% is required to achieve superior business results (top quartile in total shareholder return) Otherwise, your workforce is either indifferent or actively limiting your capacity to achieve results
  • #41 Today’s Landscape Talent-Driven Value Our Process for Results The Hewitt Difference And finally, there is a threshold level of engagement that is the difference between creating and destroying value The link between engagement results and business results is clear An engagement level of at least 65% is required to achieve superior business results (top quartile in total shareholder return) Otherwise, your workforce is either indifferent or actively limiting your capacity to achieve results
  • #42 Today’s Landscape Talent-Driven Value Our Process for Results The Hewitt Difference And finally, there is a threshold level of engagement that is the difference between creating and destroying value The link between engagement results and business results is clear An engagement level of at least 65% is required to achieve superior business results (top quartile in total shareholder return) Otherwise, your workforce is either indifferent or actively limiting your capacity to achieve results
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  • #50 Dr.Pongsak Viddayakorn
  • #51 Dr.Pongsak Viddayakorn
  • #53 Dr.Pongsak Viddayakorn