The document provides an overview of ArcelorMittal's self-awareness and development tool. It discusses how the tool aims to increase self-awareness through self-ratings and feedback to understand strengths and areas for development. The tool uses a personality and leadership style assessment to provide multi-source feedback to employees to help with personal development planning and is aligned with ArcelorMittal's values and competencies. The tool has been used by over 800 employees since its launch in 2008 and provides individual feedback sessions to help employees identify development objectives.
The McQuaig Self-Development Survey™ is a self-development plan and coaching tool of up to 30 pages. The McQuaig Self-Development Survey™ automatically creates a comprehensive development plan based on an individual’s natural temperament.
I created this presentation for a class on leadership skills. I have a workbook to go along with this class. Contact me if you are interested. This is part 1 of 2 day class.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
Introduction
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
Key Takeaways
1. Discover insights.
• Discover unmet customer needs
• Identify customer segments
• Know your competitive landscape
2. Align strategies with needs.
• Create alignment
• Communicate strategic objectives
3. Mind your company’s culture.
• Focus on shared values
• Eliminate organizational silos
4. Adopt a process.
• Integrate innovation
• Identify key resources
• Define key deliverables
5. Deliver value, success will follow.
• Direct the internal value chain
6. Align your business model
• Use leading productivity tools
• Make your business case
Connect with me for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
The McQuaig Self-Development Survey™ is a self-development plan and coaching tool of up to 30 pages. The McQuaig Self-Development Survey™ automatically creates a comprehensive development plan based on an individual’s natural temperament.
I created this presentation for a class on leadership skills. I have a workbook to go along with this class. Contact me if you are interested. This is part 1 of 2 day class.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
Introduction
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
Key Takeaways
1. Discover insights.
• Discover unmet customer needs
• Identify customer segments
• Know your competitive landscape
2. Align strategies with needs.
• Create alignment
• Communicate strategic objectives
3. Mind your company’s culture.
• Focus on shared values
• Eliminate organizational silos
4. Adopt a process.
• Integrate innovation
• Identify key resources
• Define key deliverables
5. Deliver value, success will follow.
• Direct the internal value chain
6. Align your business model
• Use leading productivity tools
• Make your business case
Connect with me for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business. We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Key Points:
* Why do you need to define a product strategy for your company?
* What are the benefits of implementing a product planning process?
* What do you need to create successful products consistently?
Connect with me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
The course project of Jonkoping International Business School students aiming to develop the business idea from the scratch to a complete business plan.
Learning Objectives
• Why do you need to define a product strategy for your company?
• What are the benefits of implementing a product planning process?
• What do you need to create successful products consistently?
Description
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the benefits of adopting the Association of International Product Marketing and Management (AIPMM) Product Management Framework (PMF) to align your business and product strategies with unmet customer needs and market trends to create value for your business using a sustainable approach.
Audience
This presentation is for product managers, marketers, entrepreneurs, innovators, and technology-based business owners that want to expand their knowledge about how to create successful products that customers demand.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
XONITEK is an international management consultancy firm specializing in Industrial Engg and leveraging the disciplines of Lean, Six-Sigma and Leadership in the pursuit of Operational Excellence to increase shareholder value and drive EBITDA.
Strategic Planning for More Effective Product ManagementSVPMA
Strategic Planning for More Effective Product Management by Brian Lawley
Go to link below for notes from this event at SVPMA Monthly Event May 2012
http://svpma.org/2012/05/may-2012-event/
Objectives
• Why should you lead innovation within your company?
• What should you do to encourage innovation?
• How do you harness the power of innovation to increase your company’s value and minimize risk?
Description
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
The speaker will discuss how you can leverage innovation as a resource to help shape a better future for your company’s growth and your career. These insights will help you increase creativity, nurture collaboration and lead activities to transform innovation to profit. He will identify the value of innovation, methodologies, and concrete steps you can take to foster innovation within your company.
Who Should Attend
This discussion is for entrepreneurs, business owners, company executives and senior managers who want to increase their company’s value and accelerate their professional careers by leading product innovation efforts.
Connect with me via LinkedIn at http://linkd.in/hdelcastillo with comments or questions regarding this topic.
Contact me for more information regarding AIPMM membership or training courses planned in your area.
Let me know how I can help you create and implement a product strategy and product planning process to successfully grow your business.
A 'lite' version of a workshop for promoting out of the box thinking about the establishment of a new international private bank hub / network including a design we did for another client.
On February 9th 2009 Andrew Bartolini Vice President & Group Director, Global Supply Management for Aberdeen Groups gave this tremendous presentation on many different facets of the Procure to Pay cycle. Bartolini breaks of costs of processes and best practice benchmarking to deliver real value.
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
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Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business. We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Key Points:
* Why do you need to define a product strategy for your company?
* What are the benefits of implementing a product planning process?
* What do you need to create successful products consistently?
Connect with me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
The course project of Jonkoping International Business School students aiming to develop the business idea from the scratch to a complete business plan.
Learning Objectives
• Why do you need to define a product strategy for your company?
• What are the benefits of implementing a product planning process?
• What do you need to create successful products consistently?
Description
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the benefits of adopting the Association of International Product Marketing and Management (AIPMM) Product Management Framework (PMF) to align your business and product strategies with unmet customer needs and market trends to create value for your business using a sustainable approach.
Audience
This presentation is for product managers, marketers, entrepreneurs, innovators, and technology-based business owners that want to expand their knowledge about how to create successful products that customers demand.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
XONITEK is an international management consultancy firm specializing in Industrial Engg and leveraging the disciplines of Lean, Six-Sigma and Leadership in the pursuit of Operational Excellence to increase shareholder value and drive EBITDA.
Strategic Planning for More Effective Product ManagementSVPMA
Strategic Planning for More Effective Product Management by Brian Lawley
Go to link below for notes from this event at SVPMA Monthly Event May 2012
http://svpma.org/2012/05/may-2012-event/
Objectives
• Why should you lead innovation within your company?
• What should you do to encourage innovation?
• How do you harness the power of innovation to increase your company’s value and minimize risk?
Description
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
The speaker will discuss how you can leverage innovation as a resource to help shape a better future for your company’s growth and your career. These insights will help you increase creativity, nurture collaboration and lead activities to transform innovation to profit. He will identify the value of innovation, methodologies, and concrete steps you can take to foster innovation within your company.
Who Should Attend
This discussion is for entrepreneurs, business owners, company executives and senior managers who want to increase their company’s value and accelerate their professional careers by leading product innovation efforts.
Connect with me via LinkedIn at http://linkd.in/hdelcastillo with comments or questions regarding this topic.
Contact me for more information regarding AIPMM membership or training courses planned in your area.
Let me know how I can help you create and implement a product strategy and product planning process to successfully grow your business.
A 'lite' version of a workshop for promoting out of the box thinking about the establishment of a new international private bank hub / network including a design we did for another client.
On February 9th 2009 Andrew Bartolini Vice President & Group Director, Global Supply Management for Aberdeen Groups gave this tremendous presentation on many different facets of the Procure to Pay cycle. Bartolini breaks of costs of processes and best practice benchmarking to deliver real value.
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
4. ArcelorMittal 2010 key figures
2009 2010*
Sales 61.0 78.0 Geographical allocation of employees in 2010
(US$ billion)
8%
EBITDA
5.6 8.5 EU27
(US$ billion) 19%
Other European countries
44% North America
Operating income/ South America
/(loss) (US$ (1.5) 3.6
billion) Asia
10% Africa
Net income/
0.2 2.9 16% 3%
(US$ billion)
Shipments 69.6 85.0
(million tonnes) 262,000 employees in more than
Steel production
60 countries
71.6 90.6
(million tonnes)
An integrated leader of the metals and mining sector
*Successful spin–off of stainless steel business (Aperam) following sharehoders approval on January 25, 2011. Accordingly
stainless steel results have been shown as discontinued operations and all periods reported (results and operational KPI’s) have 3
been recast
5. ArcelorMittal main markets
• Automotive
– Worldwide no.1 supplier for automotive steels with a leading market share of 19%.
– Worldwide industrial presence via about 40 coating lines in Europe, North America, South
America and Africa.
• Construction
– The largest market for steel: a 620 million tonnes steel consumption market comprised of
diversified products.
– Emerging markets represent more than 50% of the square meters constructed each year
globally.
– World leader with over 29 million tonnes of products delivered in 2010 to the building and
construction industries.
• Packaging
– New packaging concepts constantly designed to achieve differentiation by steel solution
(bottle can, easy open end...).
– Complementary industrial network in Europe with production plants and service centres near
customers' can making facilities.
The leader in automotive steels
4
7. ArcelorMittal brand strategy
Our brand strategy defines what we stand for and how we are different from our competitors; as such, it
underpins everything we say and do. Our logo is the symbol of our brand strategy.
Brand vision: transforming tomorrow
We are committed to setting globally recognised standards and managing our growth and profits with the needs
of future generations in mind
Brand attitude: boldness
ArcelorMittal brand values
Sustainability
We are guiding the evolution of steel to secure the best future for the industry and for generations to come.
Our commitment to the world around us extends beyond the bottom line, to include the people in whom we
invest and the communities we support. This long-term approach is central to our business philosophy.
Quality
We look beyond today to envision the steel of tomorrow.
Because quality outcomes depend on quality people, we seek to attract and nurture the best people to deliver
superior solutions to our customers.
Leadership
We are visionary thinkers, creating opportunities every day. This entrepreneurial spirit brought us to the forefront
of the steel industry. We are moving beyond what the world expects of steel.
transforming tomorrow: our philosophy, our values
6
8. The Group Management Board (GMB)
• Lakshmi N. Mittal Chairman and CEO, Responsible for Shared Services (including
Legal, IT, Purchasing, Shipping and Energy), Human Resources, International Affairs,
Marketing and Commercial Coordination, Internal Assurance, Health and Safety, Mining
• Aditya Mittal CFO, Responsible for Flat Carbon Europe, Investor Relations and
Communications
• Michel Wurth Responsible for Long Carbon worldwide
• Gonzalo Urquijo Responsible for AACIS, Distribution Solutions, Tubular Products,
Corporate Responsibility and also Chairman of the Investments Allocation Committee (IAC)
• Louis Schorsch Responsible for Flat Carbon Americas, Strategy, CTO, Research &
Development and member of IAC
• Sudhir Maheshwari Responsible for M&A, Corporate Finance, Risk Management, China
and India
• Davinder Chugh Responsible for Shared Services
• Peter Kukielski Responsible for Mining
Appointed by the Board of Directors, the GMB is responsible for strategic direction
7
10. Leadership Development
Performance
Management
Succession Talent
Management Identification
Development
Planning
9
11. ArcelorMittal Competency Framework
• The 5 key ArcelorMittal Group competencies are:
– CHANGE MANAGEMENT
– DECISION MAKING
– RESULTS ORIENTATION
– STRATEGIC THINKING
– TEAMWORK
• The 3 competencies used to help build performance of the new
organization are:
– STAKEHOLDER ORIENTATION
– EFFECTIVE COMMUNICATION
– LEARNING & DEVELOPMENT
10
12. Performance Management at ArcelorMittal
On going communication
Individual Expectations
Vision and Brand values of the Company
11
13. Self-Awareness and Development tool
• Increase self-awareness through self-rating and feedback from
manager, direct reports and peers.
• Obtain insights into the internal drivers and work styles of employees.
• Understand and analyse the strengths and development areas for
employees.
• Provide individual feedback and opportunity for personal development
planning
Process aligned with ArcelorMittal Values & Competencies
12
14. Tool profile – 2 Pillars
• Personality: Perception And Preference Inventory (PAPI)
– Measures: Self perception, motivation,
internal drivers
• Leadership Style: Multi-Rater Assessment (MRA)
– Measures: Behavior – the way individuals
present themselves
Data protection agreement signed between ArcelorMittal and Works Council
13
15. MRA supports
• Individual assessment and appraisal
• Identifying leadership competency gaps
• Recognizing training & development needs
• Team Development
• Coaching Share Survey
Improve Learn
14
17. MRA benefits for the Business
• Supports building a culture of evaluation, learning and performance
• Strengthen company values
• Supports a desired leadership style
• Facilitates and increase effectiveness
of feedback
• Standardises priorities, competencies and
qualities on which employees focus development
• Allows for identification of group
development priorities
16
18. MRA benefits for the employee
• Objective Multi-source feedback
• Employee understanding of their own
performance and behaviour from the eyes of others
• Increased understanding of employee in regards
their impact on their environment
• Focused personal development planning
17
19. Self-Awareness and Development tool
Participants per year
476 Tool launched in Nov/08
Accumulated No. of:
Participants = 881
245
Reviewers = 7742
90
70
2008 2009 2010 Q1/2011
Assessments per language
93%
1%
1% 2% 3%
English French German Spanish Dutch, Portuguese, Polish and Romanian 18
23. Development objectives
Competency assessment kicks off
process
Identify development needs for
• Current job
• Performance objectives for 2011
• Future career path
Technical skills
Functional expertise
…linked to Career aspirations
Development objectives should
also to be
SMART
22