The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
Agilent Technologies
1. Agilent Technologies:
The World’s Premier
Measurement Company
Parmeet S. Ahuja
Country General Manager, India
VP, Enterprise Financial Services
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2. Agilent at a glance
Agilent’s Strategic Intent: Measurement solutions partner to every
engineer, service provider, and scientist in the electronics and bio-
analytical markets.
$5.5 billion FY10 annual revenue
18,500 employees worldwide
Customers in 110+ countries
70-year heritage of invention and innovation
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3. Agilent’s Market Focus
Solutions that address critical customer challenges
$5.5 billion revenue in FY10 across 3 Businesses
Electronic Chemical Life
Measurement Analysis Sciences
$2.8B $1.2B $1.5B
Comms Petro/chem Food
Pharma/ Academic/
Industrial, biotech government
Comp/Semi
Aero/Defense Environment Forensics
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4. Agilent in India
• Two legal entities:
• Agilent Technologies International (ATI):
Export oriented unit. Chandigarh
• Agilent India (AI): India Sales, Services Manesar
and Support.
• 1500 employees in 9 locations,
• Leading market share in both
Electronic measurement and Bio-Analytical
measurement
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6. Performance Management at Agilent
Quarterly MAPS Process
Measures of Success
Leadership Audit Survey
HR Analytics
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7. Agilent India FY11 Measures of Success
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8. Quarterly MAPS Process
My Accountability and Performance Standards (MAPS):
The objective is to ensure that all employees, at any time, are absolutely clear about where they stand,
what is expected of them, and what their manager is doing to support their development.
The conversation is
documented and uploaded Employee has to take a
Manager and employee for future reference on the survey to evaluate the quality Function-wise reports
have check-in MAPS MAPS website, by the and effectiveness of the published and shared to
conversation…. employee…. MAPS conversation… increase accountability.
-------------------------- Quarterly process --------------------------
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9. HR Analytics
The What? The Why?
Quarterly meetings • Helps business heads make more
prudent HR decisions (e.g. distribution of
between HR and function wages)
heads to discuss the • Feedback to HR to help improve it’s
processes or push for policy changes
function’s HR data. These •Overall objective- make
discussions are focussed HR think like the
around HR data that business, and make line
includes: managers be HR
managers
• Rank-wise and level-wise attrition data
• Rank-wise distribution of comp-ratio
• % Employees below minimum comp-ratio
• Comparison of attrition/ pay between new,
existing and exited employees
• Employees on corrective action plan
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10. Leadership Audit Survey
Leadership Audit Survey (LAS): The objective is to provide feedback from
employees to the management through a half-yearly survey that is taken by all Agilent employees,
focusing on leadership behaviors that are important to win in the marketplace.
Customer Orientation Index
• We regularly use customer feedback to improve our work processes.
• Customer problems get corrected quickly.
• I have the authority to do what is necessary to serve my customer.
Speed and Decisiveness Index
• Day-to-day decisions demonstrate that continuous improvement and innovation are top priorities.
• Conflict gets surfaced and addressed in order to improve our business results.
• Once a critical decision is made and objectives are established, execution moves quickly.
Risk Taking Index
• I feel free to take informed risks in getting my work done.
• Leaders make the difficult tradeoffs to focus on the critical few business priorities.
Engagement Index
• I receive ongoing feedback that helps me improve my performance.
• I can see a clear link between my work and Agilent's objectives.
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11. Leadership Audit Survey
1H11 Actual % of managers 2H11 Target
1H11 Target (Delta from at/ above 1H11 (Delta from
2H10 Actual) target 2H10)
Customer Orientation Index 83 87 (-1) 73 85 (+4)
Speed & Decisiveness Index 80 85 (+2) 69 82 (+5)
Risk-Taking Index 78 84 (+2) 70 80 (+10)
Engagement Index 87 90 (+2) 64 89 (+8)
India’s response rate in 1H11: 95%
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12. Leadership Audit Survey
Preparation for 2H11 Leadership Audit
Intent: Focus on improving the country score on low-scoring
question(s)
• Continue to tightly manage the country MAPS process
• Conduct training for all managers on how to do ‘Meaningful MAPS Conversations’
Intent: Support managers who did not meet the 1H11 target
• ABC Function Management will continue to track corrective action of managers who’ve not met their
target
• Launch the XYZ Function Culture & Leadership Development initiative in 2H11
Intent: Make managers accountable to their individual results
• Monthly review, and coaching, with Managers of large teams who did not meet targets
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14. The Results
• Attrition rate significantly
below the market
• Best-in-class employee
engagement scores
• A culture of differentiation
• Industry recognition:
• Ranked #8 in the Great Place to Work
survey 2011, #2 in the ITES sector and #3
for Employee Development,
• Recognized as the Top Test &
Measurement Company by Voice & Data
magazine.
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