Marcelino De Santiago describes his leadership style as collaborative, candid, and honest. He likes to empower and motivate teams to find the best solutions. His greatest contribution to organizations is detecting opportunities to apply sustainable processes and procedures to improve quantifiable financial results. The most gratifying part of his work is implementing changes to working culture that inspire leadership and improve operations results through developing leaders focused on communication, execution, and teamwork. A clear vision and communicating that vision to employees is the backbone of a company's success. His engineering background has helped develop his analytical and problem-solving skills to assess issues and improve KPIs across functional areas in organizations.
A few notes on how we can do much better in the workplace to:
1. achieve change and improvement
2. provide science-based knowledge about organizing and leading
3. understand & overcome resistance to change
A few notes on how we can do much better in the workplace to:
1. achieve change and improvement
2. provide science-based knowledge about organizing and leading
3. understand & overcome resistance to change
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
Business in a modern world is a constant transformation. Markets, companies and even complete societies are subject to constant change. The ability to transform is a key success factor in business but also a major challenge. „How to“ transform? Which factors are relevant for a sustainable and successful transformation? This paper will give some answers to these questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out precisely and communicated well. This is essential to get the buy-in of all relevant stakeholders. They have to understand the necessity to change values, behaviors and develop the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational design and process layouts sets the direction, a structured development of competencies and skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for success. Only realized results make the difference!
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
Business in a modern world is a constant transformation. Markets, companies and even complete societies are subject to constant change. The ability to transform is a key success factor in business but also a major challenge. „How to“ transform? Which factors are relevant for a sustainable and successful transformation? This paper will give some answers to these questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out precisely and communicated well. This is essential to get the buy-in of all relevant stakeholders. They have to understand the necessity to change values, behaviors and develop the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational design and process layouts sets the direction, a structured development of competencies and skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for success. Only realized results make the difference!
You Have All the Right Pieces, but Do You Have the Right Glue?James Fitzgerald
While most modern manufacturing companies have invested in performance management tools, they often fail to drive improvement in anticipated ways. Without a performance management methodology that glues the pieces together and creates a culture that truly drives business decision-making based on metrics, companies can’t realize the value of key performance indicators. Myrtle Consulting’s Management Operating Systems Deployment Methodology leads to better decisions and increased profitability be serving as the glue for performance management tools.
Green Firm Certification: Is Your Firm Green?batshalom
Every architect, engineer and contractor claims to deliver sustainability services, but there is a lot of "professional greenwash". This presentation shares industry survey information showing how far we still have to go, and the content of the new SPI Green Firm Certification program which provides metrics to the industry, for the first time, to measure organizational capability to deliver consistent, high quality sustainability services, and integrative design.
4 valuable points of operational excellence miningKeyon Tylor
Mining services are committed to provide a high quality of operational excellence through their project analysis and by listening to your needs and ideas by providing a fruitful feedback with practical solutions.
Business Resilience Framework - A new approach for better projects and sustai...PMIUKChapter
In this session we will look at business resilience as a strategic capability, enabling organisations to navigate the increasingly complex and unpredictable market environment. We introduce Business Resilience Framework, a new comprehensive guidance for conducting business transformations triggered by external market conditions or internal organisational needs.
The framework presents a holistic approach for efficiently selecting and delivering business adaptation and transformation projects and programmes, sustainably and at pace.
The presentation is based on the material from a forthcoming book “Business Resilience: A Practical Guide to Sustained Progress Delivered at Pace” due to be published by Kogan Page in April this year. The authors took advantage of 150 years of collective experience working with the UK government, professional and accreditation bodies, consulting and training organisations, and clients in a variety of industries, including healthcare, telecommunications, automotive, software, and higher education to create a robust guidance for sustained organisational progress.
Key points:
Why does classic strategic planning fail in the VUCA world?
A new paradigm focused on Business Resilience
Business Resilience Framework and how it facilitates successful delivery of the right projects at the right pace
How can one use this approach in their own organisation?
An introduction to "agile development" and what "agility" means in the world of software. Principles to embrace, culture changes to pursue, and so forth.
The 4 Components of an Employee-Led Lean InitiativeKaiNexus
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
Learning Pool Public Sector Learning Conference Charles Jennings Final
Presentation M De S
1. 7 SLIDES WITH A LITTLE
BIT MORE ABOUT……
Marcelino
De Santiago
Leadership style
Philosophy for
successful
organizations
Engineering and
manufacturing career
overview
Page 1
2. How would you describe your
leadership style?
I embrace a collaborative, candid but respectful, and honest approach. I like to foster
participation by empowering, and motivating the team to always give more, to go the extra
mile to find the best solution.
Throughout my career, I have been developing high performance teams, and I know that I
.
am succeeding when the employees are motivated to obtain the best outcome.
How do you make your greatest
contribution to an organization?
By detecting opportunity areas, and applying sustainable processes and procedures,
collaborating in the continued improvement of the processes, the results of my efforts are
better quantifiable financial results. To accomplish results, I also need to develop leaders with
outstanding focus on execution.
Page 2
3. Describe your most gratifying
accomplishment?
I have been improving processes and solidifying operations, however, implementing
changes in the working culture are the most gratifying. I have inspired leadership to better
operations results (EBITDA), and strong, thorough development of leaders on basic, yet
essential, areas: communication, execution and team work orientation.
What is the backbone of a
company’s success?
A clear vision, and communication of this vision to employees, is the key to success. A
good leader must clearly communicate the company’s strategy, as well as the tools and
skills to accomplish the vision.
Why your commitment to EHS?
The vision and commitment for a safe and green working atmosphere is part of my
leadership. It is a social responsibility to have a safe and green operation. This
commitment is definitively one of the tools to culturally grow in the community in which we
work.
Page 3
4. What do you see as the key to
achieving supply chain excellence?
There is no “one solution fits all” remedy for achieving supply chain excellence. However,
there are important steps to consider in assessing a supply chain’s effectiveness and
efficiency, and determining the appropriate strategies to improve that supply chain. Among
the most important are:
• To ensure strategies focus on the end-to-end supply chain, the vision of the process as a
whole should be in harmony, so we will make decisions based on a beginning and an end
of the product.
• Balance cost with the ability to meet customer needs, today and in the future. One of the
characteristics that customers are looking for today is flexibility; our supply chain must
be capable of allowing changes - as much as possible.
• Understand your current capabilities and performance measures as they compare to the
best-in-class. As a basic principle of process improvement, we need to know where we
are (KPI’s), and then based on these data, define our vision for improvement.
• Develop your organizational design and skills to deliver excellence. Design your
business processes and systems to sustain excellence once achieved. Do we have the
organization, skills, systems and processes that our supply chain demands to sustain
excellence based in our market? If the answer is no, we need to do something different.
Page 4
5. Why do you have a commitment to
productivity cultures?
We are living under an economy of scale, where, in a very simplistic definition: lower cost
is not only determined by technological and managerial factors, but mainly by increasing
volumes of the operating unit.
When we acknowledge that there is no reason to produce volume without quality,
efficient operations and outstanding quality levels become a fundamental business
principle in manufacturing. The mechanisms to achieve excellence are productivity
cultures.
In a general manner: Jidoka, helps us to increase the quality of our products on the
production floor, in machines and in people. Lean manufacturing will provide a clean
working atmosphere, as an introduction to improve time execution in the operations and
a visual factory. Six sigma contributes to a larger participation in all organizational
levels, by providing empowerment and making people accountable.
As a black belt-executive, I have been applying these different methodologies to several
industries with excellent results; to me, it is a clear path to succeed in an economy of
scale.
Page 5
6. In what ways has your
engineering background helped
you in your career?
Engineering training and experience has developed my analytical and problem
solving skills. It has given me the tools to coach my team in solving complex and
sometimes abstract problems. These tools include the ability to assess intangible
variables, to identify and to evaluate fundamental issues, thus helping an
organization to control the process and to implement or improve KPI’s.
My engineering background has been the foundation to my black belt training, and for
my focus in lean manufacturing and six sigma cultures. It has helped me provide the
strategy and direction for all functional areas.
Page 6
7. CAREER AT A GLANCE
1987 1996 2002 2003 2004 2007 2008 2010 2011
2013
Valeo Corp. Senior
Senior General Mgr General Mgr
Johnson Controls General
General Mgr Mgr
Stanley B&D and Nat’l
Manufacturing Director of General
General Director Operations Director
Director of Operations
Caterpillar Regional Regional Regional
Regional Operations Sales Mgr Technical Operations
Mgr Mgr
Mgr
Penoles Co. Supervisor Plant
EHS Operations
Technical Staff Mgr Mgr
Page 7