Harry Debes New Reality
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Harry Debes, CEO of Lawson Software Keynote for ShareOn 2010 Leadership Forum
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Harry Debes New Reality
- 1. Values, Vision, Rocks Harry Debes December 2007 Old Reality / New Reality How Good Leader/Managers Adapt Harry Debes February 2010
- 10. Accepting change is hard
- 11. Charles Darwin on Change It is not the strongest of the species that survive, nor the most intelligent …… but the one most responsive to change.
- 13. 1. Establish Trust High Integrity Who you are rings so loudly in my ears that I cannot hear what you are saying.
- 21. Lawson’s Focused Strategy S ERVICE I NDUSTRIES E QUIPMENT S ERVICE & R ENTAL H EALTHCARE P UBLIC S ECTOR F ASHION F OOD & B EVERAGE Growth Markets M ANUFACTURING & D ISTRIBUTION I NDUSTRIES S TRATEGIC H UMAN C APITAL M ANAGEMENT General Industries
- 22. 3. Embrace Diversity Race Age Minority Baby Boomers Generation X Millennials Respect and become educated about the differences Rally around your company Core Values Swedes French Germans Dutch Japanese Chinese Indians Filipinos
- 23. 4. Maintain a Positive Attitude We cannot change the past. We cannot change the fact that some people act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude.
- 24. Maintain a Positive Attitude Everyone looks to the leader for assurance every day
- 25. Maintain a Positive Attitude
- 26. 5. Simplify (the Numbers) Basic Finance 100 – 90 = 10 Advanced Finance 100 – 80 = 20 Bad Finance 100 – 105 = going out of business = no future = career is over
- 27. Simplify (some concepts) Basic Financial Questions and Answers QUESTION: How much of a salary increase can we expect this year? ANSWER: Salary increase = (revenue or productivity increase) / 2
- 28. Simplify (some concepts) Basic Financial Questions and Answers QUESTION: I need a new car, a new kitchen, a new TV, a second car, a two week vacation in Mexico, new golf clubs, some cool new clothes. My problem is that I can only afford to do one of these things. What should I do? ANSWER: Do only one of these things.
- 29. 6. Communicate
- 30. 6. Communicate Written - memos, manuals, Newsletters, e-mail, blogs Verbal - phone, audio-conferences Face to Face - meetings, web-conferences Explain – what, why, who, when Enable Feedback – Engagement Surveys, 360 Feedback
- 31. 6. Communicate – in new ways Cicso Virtually Eliminates Internal Travel 11 February 2009 – … internal travel and meetings are redirected to Cisco's various virtual meeting technologies …including TelePresence, WebEx and standard audio-video conferencing. The efforts have slashed Cisco's travel expenses from a "run rate of $750 million to the current run rate of approximately $350 million," CEO John Chambers said last week during a conference call with analysts.
Editor's Notes
- But ultimately, we knew that in order to have a sustainable business, we had to transform the culture
- But ultimately, we knew that in order to have a sustainable business, we had to transform the culture
- But ultimately, we knew that in order to have a sustainable business, we had to transform the culture
- But ultimately, we knew that in order to have a sustainable business, we had to transform the culture
- But to have a sustainable business, one which would endure even when our goals changed and one we needed to change our culture. We also needed a common set of values which would guide each of our 4000 employees as they approached daily decisions not only about WHAT to do and equally important - HOW to do their jobs. That’s why we created a 12 month project to define our Values.
- But to have a sustainable business, one which would endure even when our goals changed and one we needed to change our culture. We also needed a common set of values which would guide each of our 4000 employees as they approached daily decisions not only about WHAT to do and equally important - HOW to do their jobs. That’s why we created a 12 month project to define our Values.
- Who is rewarded, who is promoted and why, are among the clearest ways in which you demonstrate your seriousness about a company values.
- But ultimately, we knew that in order to have a sustainable business, we had to transform the culture
- ONE IMPORTANT MEANS OF GETTING YOUR ORGANIZATION ALIGNED IS TO HAVE A VISION FOR THE BUSINESS. THIS ALLOWS PEOPLE TO CONNECT THE DOTS. ONCE THEY START BELIEING IN THE VISION, WE HAVE THE BEGINNING OF THE CULTURAL TRANSFORMATION. NOW WE CAN REALLY CHANGE BEHAVIORS. OUR VISION STATEMENT IS ASPIRATIONAL – BUT ACHIEVABLE TO BE THE GLOBAL LEADER IN OUR TARGET MARKETS WE DEFINED SOME STRATEGIC IMPARATIVES WHICH WILL GET US THERE - FOCUSING OUR RESOURCES, CUSTOMER EXPERIENCE, WORLD-CLASS PERFORMANCE. THESE STATEMENTS HELP US TO STAY ALIGNED TO OUR VISION AND MAKE DECISIONS WHICH SUPPORT OUR GOAL. SO LET’S TAKE A LOOK AT HOW WE HAVE ALIGNED THE COMPANY AROUND THIS VISION . ….
- THESE ARE OUR TARGET MARKETS. AT THE TOP YOU WILL SEE 5 GROWTH MARKETS AND AT THE BOTTOM YOU WILL SEE SOME MARKETS WHERE WE ARE SUPPORTIGN OUR CUSTOMERS AND DOING MORE RESEARCH BEFORE WE DEFINE THEM AS GROWTH MARKETS. HOW DID WE COME UP WITH THE GROWTH MARKETS? WE REALIZED THAT WE COULD NOT DO EVERYTHING AND THAT IN ORDER TO MAKE AN IMPACT, WE NEED TO FOCUS OUR RESOURCES, SO WE LOOKED AT OUR CUSTOMER BASE LOOKED AT SEGMENT PENETRATION AND POTENTIAL LOOKED AT COMPETITIVE LANDSCAPE OUR RESEARCH TELLS US THAT WE CAN MORE THAN DOUBLE OUR BUSINESS BY SIMPLY EXECUTING WELL IN THESE TARGET SEGMENTS.
- Your vertical needs to Accept the challenge of being the leader and figure out how to get there over a 3-5 year timeline, and then document that plan Embed the 3 strategic imperatives and figure out exactly how you will achieve each, and then document that plan You can clarify how your organization supports that Company Vision, but your addition must be vetted and approved. You can’t change your vision or your strategy on how to accomplish it every 12 months. Spend time to figure it out, get feedback, and then focus on execution You need to communicate this Vision at every opportunity – to employees, to customers, to prospects, the media, to industry analysts, to the guy sitting next to you on the plane
- Your vertical needs to Accept the challenge of being the leader and figure out how to get there over a 3-5 year timeline, and then document that plan Embed the 3 strategic imperatives and figure out exactly how you will achieve each, and then document that plan You can clarify how your organization supports that Company Vision, but your addition must be vetted and approved. You can’t change your vision or your strategy on how to accomplish it every 12 months. Spend time to figure it out, get feedback, and then focus on execution You need to communicate this Vision at every opportunity – to employees, to customers, to prospects, the media, to industry analysts, to the guy sitting next to you on the plane
- Your vertical needs to Accept the challenge of being the leader and figure out how to get there over a 3-5 year timeline, and then document that plan Embed the 3 strategic imperatives and figure out exactly how you will achieve each, and then document that plan You can clarify how your organization supports that Company Vision, but your addition must be vetted and approved. You can’t change your vision or your strategy on how to accomplish it every 12 months. Spend time to figure it out, get feedback, and then focus on execution You need to communicate this Vision at every opportunity – to employees, to customers, to prospects, the media, to industry analysts, to the guy sitting next to you on the plane
- But ultimately, we knew that in order to have a sustainable business, we had to transform the culture