This document summarizes an agenda for a CFO Summit on building high performance global finance organizations. The agenda includes mapping department strengths, establishing career development programs, developing performance management systems, identifying high potentials, and a case study of Sherwin-Williams. The Sherwin-Williams case discusses how the company has transitioned from a US paint company to a global leader by investing in global structures to better serve customers and efficiently utilize assets worldwide.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
M&A’s are among the biggest challenges for companies and their IT organizations to navigate. They often create issues that cannot be dealt with conventional leadership and management techniques.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
- Why benchmark - and why can it be useful?
- What can we benchmark against, and who can help with the process?
- Benchmarking processes and techniques
- Pros and cons of different benchmarking options
- A suggested model for benchmarking the procurement function
- Developing improvement plans
Portfolio Management Fundamentals training delivers the tools and methods to assist you monitor the portfolio and project sources to enhance the portfolio management implementation in your corporation.
Portfolio Management Fundamentals training offers a systematic method to generating and management of a project portfolio. It allows you comprehend the importance of portfolio management; determine and describe the portfolio stakeholder tasks and responsibilities; outline and apprehend a portfolio management procedure; determine tools, approaches, and strategies for portfolio management; and distinguish the roles of the program management office (PMO) or portfolio executive office (PEO) in effective portfolio management.
Audience:
3-day course designed for:
Program managers
Product managers
Portfolio managers
Senior executives accountable for corporation policies
Managers accountable for generating organizational policies or for offering strategic recommendations
Members of portfolio, program, or project offices
Operational managers
Project team personnel, clients, and other stakeholders of the portfolio management process
TONEX Training Format:
Portfolio Management Fundamentals training is combined of theory and hands-on modules.
Theory and concepts are delivered through interactive lectures and presentations
Practical activities are provided through hands-on workshops, seminars, and group activities
Course Outline:
Overview of Portfolio Management
Elements of Portfolio Management
Getting Started on the Project Portfolio Management
Managing the Project Portfolio
Active Portfolio Management Fundamentals
Expected Revenues and Assessment
Active Portfolio Management Performance
Investment Management Process
Computable Methodologies of Investment Assessment
Portfolio Management and Evaluation
Psychological Features of Investment Management
Optional Topics:
The Philosophy Behind Investment Portfolio
Stocks Investment
Bonds Investment Management
Learn more about course objectives, pricing, etc.
Portfolio Management Fundamentals Training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Designing the portfolio
presented by Dan Jones
Nationwide Building Society
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
M&A’s are among the biggest challenges for companies and their IT organizations to navigate. They often create issues that cannot be dealt with conventional leadership and management techniques.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
- Why benchmark - and why can it be useful?
- What can we benchmark against, and who can help with the process?
- Benchmarking processes and techniques
- Pros and cons of different benchmarking options
- A suggested model for benchmarking the procurement function
- Developing improvement plans
Portfolio Management Fundamentals training delivers the tools and methods to assist you monitor the portfolio and project sources to enhance the portfolio management implementation in your corporation.
Portfolio Management Fundamentals training offers a systematic method to generating and management of a project portfolio. It allows you comprehend the importance of portfolio management; determine and describe the portfolio stakeholder tasks and responsibilities; outline and apprehend a portfolio management procedure; determine tools, approaches, and strategies for portfolio management; and distinguish the roles of the program management office (PMO) or portfolio executive office (PEO) in effective portfolio management.
Audience:
3-day course designed for:
Program managers
Product managers
Portfolio managers
Senior executives accountable for corporation policies
Managers accountable for generating organizational policies or for offering strategic recommendations
Members of portfolio, program, or project offices
Operational managers
Project team personnel, clients, and other stakeholders of the portfolio management process
TONEX Training Format:
Portfolio Management Fundamentals training is combined of theory and hands-on modules.
Theory and concepts are delivered through interactive lectures and presentations
Practical activities are provided through hands-on workshops, seminars, and group activities
Course Outline:
Overview of Portfolio Management
Elements of Portfolio Management
Getting Started on the Project Portfolio Management
Managing the Project Portfolio
Active Portfolio Management Fundamentals
Expected Revenues and Assessment
Active Portfolio Management Performance
Investment Management Process
Computable Methodologies of Investment Assessment
Portfolio Management and Evaluation
Psychological Features of Investment Management
Optional Topics:
The Philosophy Behind Investment Portfolio
Stocks Investment
Bonds Investment Management
Learn more about course objectives, pricing, etc.
Portfolio Management Fundamentals Training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Designing the portfolio
presented by Dan Jones
Nationwide Building Society
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
Participated in Universal Postal Union Congress (UPU) held in Doha, 2012. Qatar hosted United Nations Congress for Postal Union in Doha, September 21- October 18, 2012.
Managing, developing and expanding business by providing direction and leadership to ensure profitable growth, satisfactory cash flow, enhance market leadership and be acknowledged as the provider of industry leading service standards.
Making feasibility study to expand business portfolio from small packages to cargo, freight services, logistics, supply chain & warehousing.
Creating, maintaining and developing a favourable Q-Post image with its various influential audiences such as NGOs, partners, industry bodies and governments to facilitate the company's growth and development.
Strengthening sales & marketing team through coaching, training, learning & development.
ITAP International specializes in global, cross-border consulting. We focus on helping individuals, teams and organizations work across internal and national borders, achieving success through people. We are experts working in multiple countries with extensive line and staff experience in multiple sectors. Our work is based on the best research and the best global practices
How to Be a Successful Product Manager by fmr Microsoft Lead PMProduct School
Product Management is a function that means different things to different organizations. No matter what any organization decides to name this function, the role of a Product Manager is extremely critical. If there was any time to be in a product management role, the time is NOW.
Richa shared how she cracked into product management function, some of the moves you can make that will build a strong foundation for you today and how to bring maturity over time.
This is the presentation used for a webinar we co-hosted with The CFO Leadership Council in April 2019. This presentation helps organizations see the value of adding Nearshore Outsourcing to their current operating model.
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
3. 8/25/2016 3
Agenda
• Mapping the strengths of a multigenerational department
• Establishing and promoting career development programs
• Developing effective performance management systems
• Identifying and preparing suitable high potentials to replace key leaders
• Being a great company helps: The case of Sherwin-Williams
4. 8/25/2016 4
The paint and coatings market looked like this in 2000…
United States
35%
Latin
America
9%
Europe
32%
Asia Pacific
18%
Canada
3%
Other
3%
5. 8/25/2016 5
The today challenges and opportunities of
Sherwin-Williams are quite common in the
marketplace ...
6. 8/25/2016 6
The $81 billion paint market looks like this today…
United States
25%
Latin
America
12%
Europe
30%
Asia Pacific
26%
Canada
3%
Other
4%
7. 8/25/2016 7
What Has Changed in the World Since 2000?
• Continued global growth and migration
• Accelerating global consolidation
• An economic environment that demands increased efficiency
8. 8/25/2016 8
Why Invest in Global structures?
To better address the following secular trends:
• Customers are globalizing
• Companies are consolidating
• Markets are migrating
9. 8/25/2016 9
Why Invest in Global structures?
To better achieve the following goals:
• Accelerate growth globally
• Better serve customers around the world
• More efficiently utilize assets globally
• More effectively enter new markets
10. 8/25/2016 10
How Will We Utilize Assets Better?
‘Groupify’ Manufacturing
‘Groupify’ Finance
‘Groupify’ HR
And more ...
11. 8/25/2016 11
How Does this Change the Game?
‘America’s Paint Company’ is about to become
‘The World’s Paint Company’
12. 8/25/2016 12
LONG TERM
STAKEHOLDERS
VALUE
GENERATION
CASH GENERATION
STRONG BALANCE
SHEET
ORGANIC
GROWTH
ACQUISITIONS
STRONG BUSINESS
MODEL
SOLID ORGANIZATION
MARKET
SHARE
IMPROVE
COMPETITIVE
POSITION
COMPLIANCE
1. Long Term Stakeholders Value Generation
A Map to position your best talents -> where they can add most value added
13. 8/25/2016 13
GFG – Groupification Matrix
- Customer Facing +
A/P Mexico
(including LatAm)
A/P Auto/CC/P&MTransactional
Segment Focus
Execution
Portfolio GuidanceStrategic
ORACLE LatAm
Europe
Reporting/PlanningHyperion for
Consolidation
Expert Based
Services
DivisionGroupCorporate
A/P Mexico
(including LatAm)
A/P Auto/CC/P&MTransactional
Segment Focus
Execution
Portfolio GuidanceStrategic
ORACLE LatAm
Europe
Reporting/PlanningHyperion for
Consolidation
Expert Based
Services
DivisionGroupCorporate
2. Centralization Matrix
A Map to create strategic career planning in a global corporation
14. 8/25/2016 14
Enterprise Process Model for SHW
Adds-on
Product Vision
Formulation POSPlanning
Hyperion
CRM
Global Customers
Std
Product Code
(Raws, FGs)
Advanced
Product
Catalog
Reporting
FST
Shared
Services
QAD
MRP
Global
Purchasing
Efficient
Asset
Utilization
"Campus Concept"
1. North America
2. South America
3. Asia
4. Europe
Efficiency and
Compliance
Supply Chain
Backbone
Financial
Backbone
Global Std
COA
3. The case for ERP and Shared Services
A Map to position “customer support” and “back-office support”
15. 8/25/2016 15
4. The three maps are one of the tool we can use to understand
and to capitalize on the strength of a multigenerational department
-> Diversity is the key to compete in Global Business
• You can use the maps statically, to position your talents where you have
current and future business needs
• You can use the maps dynamically, to track and to explain career paths.
They are useful to explain progresses made and roadblock than can ...
... or cannot be solved!
• You can use the maps “geographically”, to keep the strengths of your
department balanced and succession plans current.
16. 8/25/2016 16
• from the ’80s -> Tutor (to achieve functional expertise)
• from the ’90s -> Mentor (to achieve management expertise)
• 21st century -> to create value in a de-layered / empowered organizations
... a complete tool-box for your use ...
Principles -> Behaviors -> Competencies -> Business Results
5. Establish and promoting career development programs
“Human Tools”
17. 8/25/2016 17
Impeccable Fiduciary Ethics and Integrity
With Exceptional Internal Financial Controls.
Our duty is to enforce shareholders’ fiduciary responsibility and to protect company assets
(our people, customers, products and physical assets).
We will always respect laws and local regulations, as well as GAAP/FASB/SEC standards
and internal reporting principles
6. Finance Department
Principles -> Behaviors -> Competencies
18. 8/25/2016 18
1. Pro-Active Leadership inside and outside our Organization
2. Open and direct communication (no surprises)
3. People Development (to attract and maintain best talents)
4. Sense of urgency and focus on priorities
5. Business Acumen (self-development)
6. Finance Department
Principles -> Behaviors -> Competencies
19. 8/25/2016 19
1. Technical (accounting skills)
2. Cross-functional (to leverage Information Technology)
3. Human (Team Work attitude)
4. Personal (passion to improve)
5. Flexibility (ability to travel, to accept ST and LT assignments)
6. Finance Department
Principles -> Behaviors -> Competencies
20. 8/25/2016 20
1. Our Profit generation growth must exceed Sales growth
(Flow-through is a key indicator)
2. Our Structure must remain lean (SG&A as ratio to sales)
3. Our ultimate goal is to improve EPS (earnings per share) with the
right balance of Profit and Cash generation
4. Working Capital is the most direct variable influencing our Cash
Flow; CapEx is the second component.
Both are key for Return on Net Assets (RONA)
6. Finance Department
Principles -> Behaviors -> Competencies -> BUSINESS RESULTS
21. 8/25/2016 21
7. Developing effective performance management systems
to ensure department goals are met
• Formal Performance Evaluation measuring goals attainment to be administered no
later than end of February (must be written and shared with HR).
• If you have variable compensation components, a best practice is to have 60% of
measurable-auditable goals related to Business Results, 20% related to specific
Projects formally assigned and 20% based on Behaviors
• Quarterly “informal” and not planned “check-points” are very useful to assess if
Competencies are being built (take your notes but do not share).
• Constant feed-back (quick comments, to avoid long winded conversations).
22. 8/25/2016 22
• If you apply the methodology I presented for three years (in the frame of mind:
1.Learn , 2.Work Hard , 3.Over-deliver) it is quite easy to assess Hi-Potentials
(in a documented way) and to establish actionable career paths.
• My preference is to communicate to the individuals they are Hi-Pos and run
the risk to manage high expectations ... this is another dry-test for an high
performing individual: to have some patience and to jump quickly when the
opportunity is starting to materialize ... or make it happen!
8. Mapping + Tools + Behaviors + Performance
= How to define High-Potentials
23. 8/25/2016 23
9. One lateral step ... to move two steps ahead ...
• Short-term lateral assignments; Round-trip tickets
• Identify and preparing suitable employees to replace Key Leaders
(the importance of an annual and actionable Succession Planning)
My preference is NOT to share succession plans downwards ... they should be agreed
with the incumbent because she/he must be accountable for their drafting and
successful implementations (= a pre-requisite to move-up).
You have to explain why a “lateral” assignment is important and to avoid the trap that
“everything must be vertical” ... remember to build competencies and to fill the
best spots on your maps ....
24. 8/25/2016 24
10. Intra-corporate Talent Bank
No matter the size and the quality of an organization, one of the most
common “disease” is the silos mentality!
A solution applicable to Finance is to share – quarterly – with other
Divisions/Groups your HiPotentials, the Performers and the DOers with
the objective of:
1. sharing how you are improving the quality of your department
2. presenting openings
3. looking for opportunities in other departments
25. 8/25/2016 25
Attracting key talents in rough financial times:
• do not give up with Interns programs
• be visible outside (College programs)
11. Being a Great Company … helps!
The Case of Sherwin-Williams
28. 8/25/2016 28
Brand Strength
Respected Corporate Brand
BusinessWeekBusinessWeek
““50 Best Performers50 Best Performers””
20072007
BusinessWeekBusinessWeek
““50 Best Performers50 Best Performers””
20072007
BusinessWeekBusinessWeek
““50 Best Performers50 Best Performers””
20072007
BARRONBARRON’’SS
““500 Best500 Best
CompaniesCompanies””
20072007
BARRONBARRON’’SS
““500 Best500 Best
CompaniesCompanies””
20072007
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““500 Best500 Best
CompaniesCompanies””
20072007
FORTUNEFORTUNE
““100 Best Companies100 Best Companies
to work forto work for””
2005 & 20062005 & 2006
FORTUNEFORTUNE
““100 Best Companies100 Best Companies
to work forto work for””
2005 & 20062005 & 2006
America’s Most
Trusted Companies
WHO CAN
YOUTRUST?
Forbes
“America’s Most
Trustworthy
Companies”
2007
America’s Most
Trusted Companies
WHO CAN
YOUTRUST?
America’s Most
Trusted Companies
WHO CAN
YOUTRUST?
Forbes
“America’s Most
Trustworthy
Companies”
2007
Forbes
“America’s Most
Trustworthy
Companies”
2007