This document discusses key elements of succession planning including: 1) Assessment of key positions and identification of key talent, development of development plans, and monitoring and review of progress. 2) Getting the whole team working together to achieve defined and measurably improving results through determining strategy, setting objectives, improving recruitment and training, and implementing coaching and appraisal systems. 3) Including management overviews at key stages to ensure consistency and develop team spirit and synergy.

2. Succession Planning: Key
Elements
Assessment of
Key Positions Identification of
Key Talent
Development Key
Monitoring Elements
& Review
Assessment of
Generation of Key Talent
Development Plans

3. Gets the whole team working
together,
to achieve defined and measurably
improving results

4. TEAM
Great things in a business never
done by one person

5. Get operation right
• Determine strategy, systems & processes
• Set objectives for individuals and teams
• Improve recruitment & induction practices
• Provide initial and advanced training
• Implement coaching and appraisal systems
• Improve the exit interview process
• Implement practices for managing continuous
improvement
• Include supervisor and management overviews
at key stages, to ensure consistency of message
and develop team spirit and synergy

6. Company health?
• Cash-flow is the life-blood of the
organization; and sales are not real sales
until they are paid for

7. How it works
• Integrate the whole credit team, from senior
manager to collector; recruiting to best practice
standards; and training to meet development
needs of both business and individual.

8. Accounts going bad?
• Non-performing accounts damage your
business, which means that you may
need to:
• Review your strategies for credit
scoring
• Examine your policies for managing
debtors
• Whatever your situation, recover, by
implementing focused, cost-effective
mechanisms to improve your bottom
line

10. Why experience these
• Weak return on Credit Risk management
investment
• Poor balance on your risk/reward equation
• Bad debt surprises
• Concerns about levels of bad debt
• Manual process in volume-driven business
• Expensive collections operation
• Inconsistent treatment of customers in
default
• Concerns about levels of bad debt

11. Why experience these
• Ineffective working methods
• High flow rates
• De-motivated collectors

12. When you could have these
• Increased performance
• Development for your staff, team leaders and
managers
• World-beating collection skills training
• Coaching processes
• Early warnings
• Collection set-ups
• Best-applicable management strategy
• Best practice working methods

13. And
• Extensive know-how of the collections
business
•
• Practical re-engineering methods

14. Do these
• Diagnostics into your operations, measured
against KPIs to set an objective picture
• Establish metrics in all stages of operations,
to ensure all transformations are pre-
evaluated on a cost / benefit approach and
then objectively measured
• Apply tactics that have the minimum
investment cost, always targeting the
profitability of your operations

15. When you could have these
• Increased performance
• Development for your staff,
team leaders and managers
• World-beating collection skills
training
• Coaching processes
• Early warnings
• Collection set-ups
• Best-applicable management strategy
• Best practice working methods

18. 4 Concepts of Success
• Injecting personality
• Reality of social media
• Massive value to customer
• Conventional wisdom

19. 2 Strategies
• Surving the world
• Part of pries for Nobel cause
• Product positioning

20. Important Fact
• Product quality is mostly, NOT the defining
factor of success
Marketing and positioning are the TWO
key factors

21. Balanced
• Financial ( Share Holders)
• Customer ( Value )
• Internal (Systems , Processeses)
• People (Capabilities ,Skills, Training )

22. Scorecard
Goal
Measure Target

23. DashBoard
Visual Representation of
Measure Target

24. Strategic Objectives
• Architecting
• 3-5 year Departmental mini vision
statements
Financial Improve Profitplity
Customer Grow our Share
Internal Enhance operation efficiency
People Develop our workforce

25. Goals
• Brick laying
• 1-3 year SMART Departmental action
statements ( Must be starting from verb
increasing developing decreasing
• Specific
• Measureable
• Attainable/Actionable
• Responsible/Result
• Time bound

26. Action Plan
Goal: Increase customer satisfaction
10% by June
Priority Action Who Sta End Cost % Status
Item rt Compl
ete
High Marketin Somia Mar June 0 50 % Green
g plan ch 10 Yellow
10 Red

27. Competitive advantage
• Best at
• Why your customer by from you

28. KPI
RAW Progress Change
Ex New 95 % 22 growth in
customer Complete sale
Source CRM Project plan PNL
Frequency Monthly Quarterly
DashBoard Charts

29. Strategy Offsite/Retreat or DIRECTION Seating
When Whow Were are we
now
Month Surreys
Thinking style

30. Presentation Checklist
• Significance
• Structure
• Simplicity
• Rehearsal

31. Significance
• Why does it matter
• How do I their grab attention
• What do I want them to do

32. Structure
• Convincing
• Memorable
• Scalable

33. Simplicity
• 1 Point per slide
• Image when ever possible
• Few matching colors
• Very few fonts

34. Rehearsal
• Present it aloud
• Get feedback
• Room and equipment

35. Concepts and problem of communication
• No two people are exactly alike
• No two countries are exactly alike
• No two cultures are exactly alike
Result
Problems with communication occur
When the communication filters are
sharply different