Conference Board Webinar

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A global webinar highlighting practical ways HR can and should provide value to the business

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Conference Board Webinar

  1. 1. Michael Andrew SUN MICROSYSTEMS, SUN LEARNING SERVICES Enterprise Learning Manager Author of How to Think Like a CEO and Act Like a Leader Practical Insights for Performance and Results
  2. 2. Think Like A CEO and Act Like A Leader The Relevance and Practical Value of HR to Business Performance and Results Conference Board January 22, 2009
  3. 3. Insights to Present <ul><li>Be a business executive first, HR executive 2 nd </li></ul><ul><li>Elevate HR’s role to influence and affect business results </li></ul><ul><li>Next generation of HR </li></ul>
  4. 4. If Every Company Has a Winning Strategy, Then Why Doesn’t Every Company Win? It’s not what the vision is, it’s what the vision does. Peter Senge – Thought Leader and Former Director of the Center for Organizational Learning at MIT Sloan School of Management
  5. 5. Strategy is about Execution which leads to Winning Through Business Performance Results which leads to Leadership is about
  6. 6. How Former CEO’s Elevated and Utilized HR’s Strategic Value to the Business Jack Welch - GE Roger Enrico – PepsiCo Lou Gerstner – IBM Harvard Business Review – July/August, 2008
  7. 7. Fortune’s Most Admired <ul><li>People Management </li></ul><ul><li>Innovation </li></ul><ul><li>Use of Corporate Assets </li></ul><ul><li>Quality of Management </li></ul><ul><li>Social Responsibility </li></ul><ul><li>Product/Service Quality </li></ul><ul><li>Long-Term Investment </li></ul><ul><li>Financial Soundness </li></ul>
  8. 9. The Purpose of Business A business that makes nothing but money is a poor kind of business. Henry Ford – Founder Ford Motor Company
  9. 10. The Economics of Focusing on Employees 1 st and Customers 2 nd Treat customers like guests and employees like people. Tom Peters – Thought Leader, Author, Former McKinsey Director
  10. 11. The Revenue/Profit Chain Revenue Customer Loyalty Profit Satisfied Employees Customer Satisfaction Loyal Employees Quality of Service or Products Organization Culture, HR Processes, Systems, Corporate Management, Etc
  11. 13. What They DO Teach You In Business School The business schools reward difficult, complex behavior more than simple behavior, but simple behavior is more effective. Warren Buffet – Investor, Business Executive, and Philanthropist
  12. 14. <ul><li>External Conditions </li></ul><ul><li>Corporate Considerations </li></ul><ul><li>Internal Capabilities </li></ul><ul><li>So What? </li></ul><ul><li>Now What? </li></ul><ul><li>Strategic Thinking (McKinsey 7S, SWOT, Welch’s View, Drucker’s View) </li></ul><ul><li>Finance as the Language of Business </li></ul>
  13. 15. Stay One Step Ahead Don’t look back. Something might be gaining on you. Satchel Page – Baseball Great
  14. 16. Have a Point of View Executive: A man who can make quick decisions and is sometimes right. Frank McKinney Hubbard – Cartoonist, Humorist, Journalist
  15. 17. L essons from McKinsey <ul><li>Stay One Step Ahead </li></ul><ul><li>Lead Proactively </li></ul><ul><li>Leverage Knowledge </li></ul><ul><li>Take Top Management Perspective </li></ul><ul><li>Motivate (Client) to Action </li></ul><ul><li>Relevance to HR Executives? </li></ul>
  16. 18. The Looming Irrelevance of HR to the Strategic Relevance of the Greatest Corporate Asset: Human Capital The only irreplaceable capital an organization possesses is the knowledge and ability of its people. Andrew Carnegie – Industrialist and Philanthropist
  17. 19. Final View: Elevate the HR Role <ul><li>Chief Development Officer </li></ul><ul><li>Human Capital and Intangible Assets and their affect on Market Value </li></ul><ul><li>Human Capital/Competitive Talent Strategies as a make-or-break corporate competency </li></ul><ul><li>CEO’s and HR to Walk the Talk with the Human Capital Asset </li></ul>
  18. 20. Final View: Elevate the HR Role <ul><li>Hatch and Harvest Innovation </li></ul><ul><li>From Partner role to (Cultural/Organizational) Transformation Driver </li></ul><ul><li>Drive Operational Excellence and Organizational Alignment to impact performance, execution and results </li></ul><ul><li>Enhance Everyone’s Know-How and Know-WHO </li></ul>
  19. 21. Do the Right Thing Do the Wrong Thing Do it Well Do it Poorly X X X
  20. 22. http://www.leadershipauthor.com © 2008 Michael F. Andrew
  21. 23. Q&As

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