The document summarizes SKF India's leadership development program called INSPIRE. It describes how SKF transformed from poor financial performance to becoming a high performer through initiatives like INSPIRE that focused on developing talent management and high-potential leaders. The Action Reflection Learning (ARL) approach was selected for coaching and developing leaders more quickly. Key elements of implementing ARL included developing internal coaches, selecting strategic projects for participants, and gaining management support. The program helped SKF increase various business metrics and developed internal coaches to continue the leadership development process.

1. LIM Leadership in International Management

2. BACKGROUND
– SKF in India began 1923, Manufacturing 1961.
– 6 Business Units, 5 Factories, 2300 people, 1000 white collar
– Turnover in 1993 (64 MN US $) in 2001 (84 MN US $) – Disastrous
Performance
– Need to change and Transform Company at Stage 1 into a High
Performer – Target 2008 set at 200 MN US $
– Major Transformation in People Processes – Performance /
Competency/ Learning / C & B / Organizational Structuring /
Organizational Change
– Actual Results 2008 – 300 MN Us $
– Stage 2 by 2015 transform into a top performer in the sector – target
MN US $ 800
– Major focus: Talent Management
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3. PURPOSE
– Create an Internal Pool of High capability Leaders who can drive the
business in the fast changing environment.
– Talent Management program – INSPIRE
– Top 20% of the High Performers
– Program
Development Centre
Profiling
Ambition and Expectation Capturing
Creating Development Plan
Mentoring
Providing Development Inputs
– Develop Leaders faster
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4. PEOPLE
– Participants
Top 20% of Performers in the company.
– Interested Parties
Business Leaders
– Drivers
Managing Director
HR Director
GM – Talent Management
– Partners
Assessment Centre Partners
Development Partners
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5. PROBLEM
• All parts of the process till “Development Plan Creation” were working
perfectly
• However the actual development of leaders was not at the speed that the
organization wanted.
• Development process
• Development Programs through top end business schools
• Internal Mentors
• Job Rotation
• Gaps
• Coaching / Mentoring
• Actual development process.
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6. APPROACH
– While keeping the Job Rotation in place look at other alternatives for
Coaching and Development.
– Alternative Considered
Modified High End Business School Program
Lateral Thinking / 6 Sigma kind of approaches
Action Reflection Learning
Only Individual Mentoring
– Selected ARL
A classical example of Earning while Learning.
Allowed participants to work on strategic projects and at the
same time ensured that the company was able to see results as
part of the development process.
Develop internal coaches which would help in institutionalising
the process within the organisation.
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7. STRAETGIC ELEMENTS
– How to make ARL feasible
– Management Buy In
– Module Design
– Project Selection
– Developing Internal coaches
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8. STRATEGY : Making ARL Feasible
– Impossible to run the program in India with the help of coaches
living abroad
– SOLUTION : Internal Coach Development Program
– Cost of US and Singapore based coaches and hence the overall cost of
the program
– Do we put everyone through the program
– SOLUTION : program will be run only for people with Managerial
responsibilities as the element on strategic thinking largely applied
to these roles
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9. STRATEGY : Management Buy In
• Ernie came and did a taster for the Country Learning and Development
Team
• ADVANTAGE : HR Directors and Talent Management teams acceptance
• Ernie came and did a taster for the Country Management Team
• ADVANTAGE : Country Management Team Buy Inn, Willingness of the
team members to sponsor projects and provide internal coaches
• A one day workshop for the Senior Leadership Team (Factory Managers,
Sales Managers and Functional Managers)
• ADVANTAGE : Senior Team Buy Inn, Willingness to participate.
• Finally all stakeholders were asked and based on overall inputs it was
decided to go ahead
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10. STRATEGY : Module Design
ARL modular - 3 modules.
Concepts, principles and tools of ARL were introduced, applied and
demonstrated, Just in Time, to make the learning process of the
participants more robust.
Module 1 - Leader in the Organisation and Strategic Thinking.
– projects were presented to the teams
Module 2 - Leader in Me and Delivering Business Results
Module 3 - Leader in the Team and Corporate Social Responsibility.
– presented the final recommendations for implementation
Between each module - gap of 8 to 10 weeks - teams to work on the
projects - help of the internal SKF Coaches
Competencies of Strategic Thinking and Delivering Business Results
were based on the data generated from the development centres.
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11. STRATEGY : PROJECTS
1st program was launched in Q4 of 2009.
Three teams of 6 to 8 members
Business Leaders identified strategically important projects.
Teams assigned these projects
– To improve the Sales Price Level of the Electrical and Two Wheeler
segment from 92 to 102.
– To increase the volume growth in Industrial Aftermarket by 20% in
2010 over 2009
– To increase the volume growth the Vehicle Service market by 20% in
2010 over 2009.
Post Module 3 actions were implemented by the teams during the
balance of 2010.
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12. STRATEGY : DEVELOPING
INTERNAL COACHES
This program consisted of
– Attending the 2 different Business Leaders Forum’s
– Undergoing 9 days of additional coaching on ARL principles and concepts.
– Working on a special project as a team while receiving coaching from Ernie
– Reading the ARL Book
– Going through all online e material and tests on ARL until they passed the
tests
– Writing a synopsis on the ARL Book and also a short case of their journey as
a coach
– Attending a 4 hour quiz on ARL
– Providing coaching to their assigned teams during the 2 Business Leaders
Forums
Based on the above 7 of the original 12 successfully completed the coaching
requirements and are now fully trained ARL coaches for SKF in India
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13. OUTCOMES : BUSINESS
RESULTS
SKF in India
– Sales Price Level of the Electrical and Two Wheeler segment rose
from 92 to 100. (huge 8 percentage point increase)
– Volume growth in Industrial Aftermarket was 16% in 2010 over
2009.
– Volume growth the Vehicle Service market was 16% in 2010 over
2009.
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14. OUTCOMES : LEARNING
SKF Internal coaches are on their own driving some of the ARL programs within
SKF – LSB Factory
Participants have begun to use some of the simple tools like Fist Five, 4 Mat,
Power Planning, SRWR in their day to day work
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15. VOICES
Participants
Internal Coaches
Business Leaders
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16. THANK YOU
Learning and Organizational
Transformation are not Compulsory
BUT
Neither is Survival
Questions are Welcome
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