1. The document discusses CNI Holdings Berhad's framework for developing a continuous learning culture in the workplace. It focuses on establishing learning as a habit through organizational culture and strategies. 2. The framework addresses problems like short-term thinking and resistance to change. It promotes learning through modern approaches, job design, resources, leadership, and developing learning at the personal level. 3. Practical startup steps include linking training to strategy, addressing culture, focusing on outcomes over training, and demanding changes from training suppliers. The goal is to make learning an inherent part of jobs and independent through self-sustaining systems.

1. Continuous Learning: A framework for Developing a Workplace Essential Habit personal story of CNI’s journey Kenny Ong CNI Holdings Berhad

2. Contents: Introduction Strategy example Personal Reflection

3. About: CNI Holdings Bhd 17 years old Main Board Public Listing: August 2005 Products: Consumer Goods and Services Core Business: MLM Others: Contract Manufacturing, Export/Trading, eCommerce Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines Staff force: ± 500 Distributors: ± 250,000 Malaysia

4. Intro: Learning Culture Habits

5. Intro: Learning Process Input Output Learning Input Application ‘ Learning’ in the business context must be a practical concept. If it cannot be used to improve business results , ‘Learning’ is useless.

6. Intro: Habits/Culture Habits “ You cannot eliminate a habit. You can only replace one habit with another habit”

7. Intro: Habits/Culture Why focus on Habits? Start Early! Small differences in return matter. A lot! Don't squander your inheritance on sex, drugs and rock'n'roll Over time, regular saving of quite small amounts can build up an astonishing sum of money. Time and patience are the friends of compounding and, therefore, of investing. © Copyright 1998-2005, The Motley Fool Limited.

8. Intro: Why? Before we start… “ Is Learning Culture really a desirable characteristic for business?” “ Are you sure?” Key: Sustainable business performance *Refer: “The Fifth Discipline” by Peter Senge for basic knowledge on Learning Organizations

9. Intro: How does it look like? In the old days of training… Average training hours per staff % of staff attending training # of training programs % of training programs conducted Training needs analysis conducted Competency models developed Training budget as % of payroll What’s wrong with this picture?

10. Intro: How does it look like? Innovation Open discussions Admission of mistakes Integrated problem solving Dissatisfaction with self A lot of questions More vocal and demanding Sharing Maturity of leaders Keep on changing even if painful Documentation of lessons learned A lot of projects

11. Intro: How does it look like? Read more Training participation Process improvements Concern for Customers Self confidence Run out of Positions to promote More Headhunting victims Less dependent on external Trainers Increased participation in projects Improved productivity Mentoring Training Dept and Consultants become less important

12. Intro: How does it look like? Moral of the story… Innovation: Business models Products Services Market Leadership Competitive differentiation Get the picture?

13. Intro: Q&A Questions? Comments?

14. Strategy: Problems Malaysian Education system Parents Business short-term thinking Punishing mistakes Lack of career drive L.C. = HR L.C. ≠ Business Comfort Laziness as human nature Underestimating process (habits) & overestimating events Leaders Not technology-ready Pushed by Consultants MNC case studies

15. Strategy: Buy-in WIIFM Company Employees Leaders HRM

16. Strategy: Modern Learning JIT Self controlled Multiple sources Multiple styles Social networks Small pieces (modular) Flexible Customized Short

17. Strategy: Framework Family

18. Strategy: Framework Culture Corporate Objective Corporate Strategy Structure Resources Leadership Person

19. Strategy: Corporate Strategy Balanced Scorecard Market Disciplines

20. Strategy: Corporate Strategy Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?

21. Strategy: Corporate Strategy Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes

22. Strategy: Corporate Strategy Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)

23. Product Leadership New, state of the art products or services Risk takers Meet volatile customer needs Fast concept-to- counter Never satisfied - obsolete own and competitors' products Learning organization Strategy: Corporate Strategy Operational Excellence Competitive price Error free, reliable Fast (on demand) Simple Responsive Consistent information for all Transactional 'Once and Done' Customer Intimacy Management by Fact Easy to do business with Have it your way (customization) Market segments of one Proactive, flexible Relationship and consultative selling Cross selling

24. Operational Excellence Move know-how from top performing units to others Benchmark against best in class Ensure operations training for all employees Use disciplines like TQM for continuous learning to reduce costs and improve quality Strategy: Corporate Strategy

25. Strategy: Corporate Strategy Customer Intimacy Capture knowledge about customers Understand customer needs Empower front line employees Ensure that everyone knows the customer Make company knowledge available to customers

26. Product Leadership Reduce time to market Commercialize new products fast Ensure that ideas flow Reuse what other parts of the company have already learned Ensure there are multiple sources of funding Strategy: Corporate Strategy

27. Strategy: Framework Org Structure Job Design C&B Policies & procedures Decision making Job fit Job Challenge Management Systems Structure

28. Strategy: Framework Tools Physical facilities Peer support Information T&D Programs Mentors Guides ICT OJT Resources

29. Strategy: Framework Role modeling Mentoring & Feedback Leadership Style TTT methodology Job Design Know How Barriers Support & Encouragement Decision making Leadership

30. Strategy: Framework Motivation Self Efficacy Awareness Useful Competencies Career aspirations Attribution (control) Learning how to Learn Learning Styles Mistakes = Experience Person

31. Strategy: Framework Understand personal Demographic histories: organization, race, nationality, profession, family, peers, < Flow with and exploit existing culture > Emphasize natural learning Relationships and work dynamics Freedom to Think Freedom to Act Culture

32. Mistakes We Made Decentralized T&D funds Too focused on Training No linkage with staff Performance gaps Too focused on Weaknesses Failed to differentiate Leaders vs. Specialists Started too complex and too much No modern learning ISO as control system, not learning system Failed to differentiate culture of CNI vs. EMQP Directly incentivized project work No S.P. for HODs Hiring & Selection criteria didn’t contain ‘Learning Attitude’ Too focused on soft skills

33. Strategy: Practical start-up “ Start small, grow fast, make money”

34. Strategy: 10 Practical start-up steps Link training objectives to business strategy. Address the corporate culture. Focus on outcomes. De-emphasize training. Demand similar changes from Training suppliers

35. Strategy: 10 Practical start-up steps Create an obsession Learning resources Learning goals Diverse assignments Mentoring

36. Strategy: Q&A Questions? Comments?

37. Personal: C.L.O. Job Description Create access to training whenever and wherever employees need it Make learning an inherent part of jobs Breakdown knowledge-sharing barriers Create learning opportunities Ensure workforce has information and skills to move company forward Sourcing and injecting new ideas from outside Make people independent through self-sustaining systems Push learning initiatives that have financial impact Create sharing and collaboration platforms

38. Personal: How about me? Get invited to multi disciplinary committees Invite other disciplines into your teams & meetings Find a Mentor & shadow him everywhere Read broad based books, magazines Study the company’s business plan Write down how the work you do supports those plans Volunteer to serve on a strategic planning committee or task force. Read more Case Studies Attend more ATCEN courses

39. Personal: How does it look like? “ Be careful of using ROI to measure the effectiveness of LC” Strategy CEO Pfizer Importance of T&D

40. “… in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent&quot; CEO, Anonymous

41. Personal: How does it look like? Innovation Open discussions Admission of mistakes Integrated problem solving Dissatisfaction with self A lot of questions More vocal and demanding Sharing Maturity of leaders Keep on changing even if painful Documentation of lessons learned A lot of projects

42. Personal: How does it look like? Read more Training participation Process improvements Concern for Customers Self confidence Run out of Positions to promote More Headhunting victims Less dependent on external Trainers Increased participation in projects Improved productivity Mentoring Training Dept and Consultants become less important

43. Personal: Q&A Questions? Comments?

44. Last Words “ Be careful how you sell Learning Culture. You may be better off selling Training & Development if you are not ready”

45. To learn more… For more information and education regarding Learning Culture and Strategic Training & Development, please refer to ATCEN trainers and courses

46. Thank You. soft copy of slides: [email_address]