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ALIGNING THE ENTIRE ORGANIZATION TO ACHIEVE BUSINESS AND ORGANIZATION GOALS Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd

Aligning the entire Organization to achieve Business and Organizational Goals

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ECU Forward Networking ConfreneceSIngapore, October 2011The importance of knowing your organizations Business Model (Profit and Non-Profit) in order to achieve optimal alignmentl Aligning the entire organization: Structure, Leadership, People, Processes andCulturel Aligning core processes to achieve organization goals: Strategic Planning,Budgeting and Performance Managementl Transforming Performance Management from a bureaucratic requirement to a toolfor managing and improving business performance

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Page 1: Aligning the entire Organization to achieve Business and Organizational Goals

ALIGNING THE ENTIRE ORGANIZATION TO ACHIEVE BUSINESS AND ORGANIZATION GOALSCase Study, Concepts and Debatable Ideas

Kenny OngTakaful Ikhlas Sdn Bhd

Page 2: Aligning the entire Organization to achieve Business and Organizational Goals

The World Today…

13th April 2009

•Two Domino’s employees

•YouTube

•Apology from Domino’s after 48 hours

•1 million hits

•Twitter: questions on silence

•LinkedIn: suggestions by users in forum

BusinessWeek, May 4, 2009

Page 3: Aligning the entire Organization to achieve Business and Organizational Goals

• Shareholder : MNRB Holdings Berhad (100%)

• Established Date : 18 September 2002

• Operational since : 2 July 2003

• Takaful Model : Al-Wakalah

• Business Portfolio : General and Family Takaful

• Number Products : More than 90

• Number of Participants : More than 1,800,000

• Number of Agents : More than 6,000

• Number of Staff : 490

• Regional Offices : 11

• Paid Up Capital : RM295 million

TAKAFUL IKHLAS CORPORATE PROFILE

Page 4: Aligning the entire Organization to achieve Business and Organizational Goals

Referral

Employees

Specialist& Hospitals

Panel GP Clinics

EMPLOYEES & DEPENDANT• Claims Submission• Tracking of eligibility• Enquiries & Complaints • Employee benefit materials• Unions• Abuse of benefits

PANEL CLINICS•Processing Bills•Payment •Appointment and removal•Policies & Procedures•Tracking Entitlements •Issues & Complaints•Overcharging & Abuse •MC Verification

SPECIALIST & HOSPITALS•Issuance of GL•Hosp. Bank Guarantee/Deposit•Appointment and removal •Tracking Entitlements•Processing Bills•Payment •Hospital Reports

CLIENT

TISB

EASY ACCESS TO CARE•Panel of 2000 clinics

nationwide•All major hospitals recognises

our GLs•Appointment & management of

medical panel

1st CLASS SERVICE•Benefit & Procedure briefing

•Help Desk•Tri-annual Cost & Utilization

Report•Benchmarking

•Analysis & Recommendations

PEACE OF MIND•24/7 LOG Issuance •Cashless Admission

•Comments

TISB Medical/Health (EB/GHS) Solution

Page 5: Aligning the entire Organization to achieve Business and Organizational Goals

2,7

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500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

To

tal M

ed

ica

l C

os

t (R

M)

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r Me

mb

er P

er M

on

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t (RM

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ABC Medical Cost Experience with TISB ABC Medical Cost Experience & Projection

PMPM ABC Experience & Projection PMPM ABC with TISB

Inflation = 7.4% p.a.Inflation = 7.4% p.a.

Inflation = 19.86% p.a.Inflation =

19.86% p.a.

TISB Medical Cost Management

Page 6: Aligning the entire Organization to achieve Business and Organizational Goals

100% RENEWED WITH US

SINCE 2009/2010

100% RENEWED WITH US

SINCE 2009/2010

Page 7: Aligning the entire Organization to achieve Business and Organizational Goals

Intro

Page 8: Aligning the entire Organization to achieve Business and Organizational Goals

“…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"CEO, Anonymous

Page 9: Aligning the entire Organization to achieve Business and Organizational Goals

Before we start…

In the old days of HR…• 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?

Page 10: Aligning the entire Organization to achieve Business and Organizational Goals

Before we start…

Moral of the story…

1. Innovation:– Business models– Products– Services

2. Market Leadership

3. Competitive differentiation

Get the picture?

Page 11: Aligning the entire Organization to achieve Business and Organizational Goals

What is the OBJECTIVE of a Performance Management System?

• What is the ultimate objective of a Performance Management System?

• ‘Performance’ – achievement, • ‘Management’ – controllable, improvement• ‘System’ – predictable outcome, autorun

Summary?• A Predictable process to Improve Controllable

Achievements

Page 12: Aligning the entire Organization to achieve Business and Organizational Goals

What is the OBJECTIVE?

Succession Planning (Business Continuity)

Talent Management

Differentiation

Performance Management System

Budgeting + Planning

BSC and KPIs

Strategy

Business Model

Business Strategy

People Management

Page 13: Aligning the entire Organization to achieve Business and Organizational Goals

Understanding Your Business Model and Strategy

Focus on the Business Strategy and Business Direction first

Page 14: Aligning the entire Organization to achieve Business and Organizational Goals
Page 15: Aligning the entire Organization to achieve Business and Organizational Goals
Page 16: Aligning the entire Organization to achieve Business and Organizational Goals
Page 17: Aligning the entire Organization to achieve Business and Organizational Goals

The McPlaybook*

Make it easy to eat• 50% drive-thru• Meals held in one

hand

Make it easy to prepare• High Turnover• Tasks simple to learn

& repeat

Make it quick• “Fast Food”• Tests new products

for Cooking Times

Make what customers want• Prowls market for new

products• Monitored field tests

*Adapted from: Businessweek , Februrary 5th 2007

Page 18: Aligning the entire Organization to achieve Business and Organizational Goals

What is the Business Model?

USP

Market Discipline

Profit Model

•Google

•Tata Nano

Page 19: Aligning the entire Organization to achieve Business and Organizational Goals

Business Model: Profit Model

Revenue

Cost

MarginCash Flow

Assets

Page 20: Aligning the entire Organization to achieve Business and Organizational Goals

What is the Business Model?

USP

Market Discipline

Profit Model

Page 21: Aligning the entire Organization to achieve Business and Organizational Goals

Market Discipline

"They are the most innovative"

"Constantly renewing and creative"

"Always on the leading edge"

"A great deal!"

Excellent/attractive price

Minimal acquisition cost and hassle

Lowest overall cost of ownership

"A no-hassles firm"

Convenience and speed

Reliable product and service

"Exactly what I need"

Customized products

Personalized communications

"They're very responsive"

Preferential service and flexibility

Recommends what I need

"I'm very loyal to them"

Helps us to be a success

Product Leadership

OperationalExcellence

CustomerIntimacy•Air Asia

•LV

•Ramly

Page 22: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Alignment & Consistency: Market Disciplines

Eg. GoogleTata Nano

Page 23: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Alignment & Consistency: Market Disciplines

Page 24: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Alignment & Consistency: Market Disciplines

Page 25: Aligning the entire Organization to achieve Business and Organizational Goals

Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'

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

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

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

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

Alignment & Consistency: Disciplines, Priorities, and KPIs

Page 26: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Alignment & Consistency: Market Disciplines

Page 27: Aligning the entire Organization to achieve Business and Organizational Goals

Operational Excellence(low cost producer)

Product Leadership(best product)

Customer Intimacy(best total solution)

Alignment & Consistency

HP well-balanced portfolio, mass customization

Acer super lean cost structure, aggressive pricing

Apple powerful products, premium

pricing, limited range

Still Doing well in

2009/2010

Page 28: Aligning the entire Organization to achieve Business and Organizational Goals

ALIGNING YOUR ORGANIZATION TO THE BUSINESS MODEL

Page 29: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Strategy: Disciplines, Priorities, and KPIs

Page 30: Aligning the entire Organization to achieve Business and Organizational Goals

Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'

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

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

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

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: Disciplines, Priorities, and KPIs

Page 31: Aligning the entire Organization to achieve Business and Organizational Goals

• 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: Value Disciplines

Page 32: Aligning the entire Organization to achieve Business and Organizational Goals

Strategy: Value Disciplines

• 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

Page 33: Aligning the entire Organization to achieve Business and Organizational Goals

• 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: Value Disciplines

Page 34: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Strategy: Value Disciplines

Page 35: Aligning the entire Organization to achieve Business and Organizational Goals

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)

Strategy: Value Disciplines

Page 36: Aligning the entire Organization to achieve Business and Organizational Goals

Alignment: 4-Wheels Model

Culture

Business

Model

Strategic Planning

StructurePerson

Leadership

Resources

Page 37: Aligning the entire Organization to achieve Business and Organizational Goals

Alignment: Framework

• Focus point• Alignment• Quality• Innovation & Differentiation• Risk taking• Performance Management• Corporate obsession• Decision making

Culture

Page 38: Aligning the entire Organization to achieve Business and Organizational Goals

Alignment: Framework

• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized & Empower

Structure

Page 39: Aligning the entire Organization to achieve Business and Organizational Goals

Strategy: Framework

• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B, Promotions• Sense of Urgency• Speak regularly about Performance

Leadership

Page 40: Aligning the entire Organization to achieve Business and Organizational Goals

Strategy: Framework

• Recognition• Recruitment• Training• Profit sharing• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)

Person

Page 41: Aligning the entire Organization to achieve Business and Organizational Goals

Strategy: Framework

Enablers• Technology• Equipment• Materials• Human• Intellectual

Property• Partners• Property

Resources

Funding • CAPEX• OPEX

Page 42: Aligning the entire Organization to achieve Business and Organizational Goals

Alignment: 4-Wheels Model

Culture

Business

Model

Strategic Planning

StructurePerson

Leadership

Resources

Page 43: Aligning the entire Organization to achieve Business and Organizational Goals

Revenue

Base Retention

Share Gain Positioning Adjacent Market

New Business

Financial

Learning & Growth

Internal Process

Customers

Cost Margin

Strategy and Alignment

Cash Flow Asset

Operational Excellence

Product Leadership

Customer Intimacy

Investment Strategy

Competencies Information Systems

Motivation, empowerment,

alignment

Satisfaction

Page 44: Aligning the entire Organization to achieve Business and Organizational Goals

Aligning Budget and Resources to Business and Organization Goals

The art and science of allocating and aligning Resources to strategic plans

Page 45: Aligning the entire Organization to achieve Business and Organizational Goals

Budgeting: Some thoughts…

Two major roles of Budgeting:

1. Provide real-life CONSTRAINTS to strategic planning

2. Provide RESOURCES to realize strategic plans

Why Constraints?1. Over aggressive unrealistic planning, usually by

Marketing/Sales need to be grounded to real life2. Creative entrepreneurial thinking when resources are

limited3. Enforce the need for Accountability i.e. ‘ROI’ thinking for

all Managers

Page 46: Aligning the entire Organization to achieve Business and Organizational Goals

E3 – Department BSC

Customer Perspective – Marketing Department

Goals Strategies Targets CAPEX OPEX

Base Retention

Share Gain

Budgeting

Page 47: Aligning the entire Organization to achieve Business and Organizational Goals

Alignment: 4-Wheels Model

Culture

Business

Model

Strategic Planning

StructurePerson

Leadership

Resources

Page 48: Aligning the entire Organization to achieve Business and Organizational Goals

Strategy: Framework

Enablers• Technology• Equipment• Materials• Human• Intellectual

Property• Partners• Property

Resources

Funding • CAPEX• OPEX

Page 49: Aligning the entire Organization to achieve Business and Organizational Goals

Operational Excellence

Operational Excellence

Customer Intimacy

Customer Intimacy

Product Leadership

Product Leadership

Organization, jobs,skills

Management systems

Information and systems

Culture, values,norms

Each Discipline Requires Different Priorities & Resources

Page 50: Aligning the entire Organization to achieve Business and Organizational Goals

Operational Excellence

•Central authority, low level of empowerment•High skills at the core of the organization

•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset

• Integrated, low cost transaction systems•The system is the process

•Command and control•Quality management

Operational Excellence

•Central authority, low level of empowerment•High skills at the core of the organization

•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset

• Integrated, low cost transaction systems•The system is the process

•Command and control•Quality management

Organization, jobs, skills

Management systems

Information and systems

Culture, values,norms

Each Discipline Requires Different Priorities & Resources

Page 51: Aligning the entire Organization to achieve Business and Organizational Goals

Organization, jobs,skills

Management systems

Information and systems

Culture, values,norms

Product Leadership

•Ad hoc, organic and cellular•High skills abound in loose-knit structures

•Concept, future-driven•Experimentation and 'out of the box' mindset

•Person-to-person communications systems•Technologies enabling cooperation

•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability

Product Leadership

•Ad hoc, organic and cellular•High skills abound in loose-knit structures

•Concept, future-driven•Experimentation and 'out of the box' mindset

•Person-to-person communications systems•Technologies enabling cooperation

•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability

Each Discipline Requires Different Priorities & Resources

Page 52: Aligning the entire Organization to achieve Business and Organizational Goals

Organization, jobs,skills

Management systems

Information and systems

Culture, values,norms

Customer Intimacy

•Empowerment close to point of customer contact•High skills in the field and front-line

•Customer-driven•Variation and 'have it your way' mindset

•Strong customer databases, linking internal and external information

•Strong analytical tools

•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’

Customer Intimacy

•Empowerment close to point of customer contact•High skills in the field and front-line

•Customer-driven•Variation and 'have it your way' mindset

•Strong customer databases, linking internal and external information

•Strong analytical tools

•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’

Each Discipline Requires Different Priorities & Resources

Page 53: Aligning the entire Organization to achieve Business and Organizational Goals

Managing Gaps between actual and planned budgets

1. Budgeting vs. Priorities

2. Basic Budgeting policies

3. Activity Grid to determine budget priorities

4. Budgeting for Investments based on the ‘BCG Matrix’ principles

Page 54: Aligning the entire Organization to achieve Business and Organizational Goals

Budgeting vs. Priorities

Priority = Time + Money

Page 55: Aligning the entire Organization to achieve Business and Organizational Goals

Budgeting vs. Priorities

Upturn Flat Downturn

Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

NPD Cycle Time

Improve Edge

Extensions

Counter Competitor

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Focused on ‘Breakthrough’

JV, In-source, Out-source

Eliminate bottom 20%

Improve Top 15% revenue-generating products

↓ R&D, ↑Sales

Example: Business Situation vs. R&D Priorities

Page 56: Aligning the entire Organization to achieve Business and Organizational Goals

Activity Grid to determine budget priorities

Increase (↑)What are features/

activities/services to increase?

Create (+)What are features/

activities/services to introduce?

Reduce (↓) What are features/

activities/services to reduce?

Eliminate (-)What are features/

activities/services to eliminate?

1. Manage conflicts where limited resources should go2. Solve problem of compounding activities & resources

Page 57: Aligning the entire Organization to achieve Business and Organizational Goals

Budgeting for Investments based on the ‘BCG Matrix’ principles

Business Performance

Market Potential

Page 58: Aligning the entire Organization to achieve Business and Organizational Goals

Budgeting in a Downturn

1. StratEx

2. CoREx

Page 59: Aligning the entire Organization to achieve Business and Organizational Goals

Why we hate Performance Appraisals

Page 60: Aligning the entire Organization to achieve Business and Organizational Goals

How we de-motivate our own Talent Pool

Complaints about Performance Management Systems

• Bias• Different Standards• Surprise• Subjective• No linkage• No differentiation• Secretive• No follow up• No control• No support

Page 61: Aligning the entire Organization to achieve Business and Organizational Goals

Systems Problem…

Complaints about Performance Management Systems

• Different Standards• Surprise• Subjective• No linkage• No differentiation• No support

*The rest are ‘people’ problems… to be dealt with in another time

Page 62: Aligning the entire Organization to achieve Business and Organizational Goals

What is Performance Appraisal used for?

Reward?

Discipline?

Development?

Motivation?

Promotion?

Monitor?

No wonder our employees are

confused!

Page 63: Aligning the entire Organization to achieve Business and Organizational Goals

What is Performance Measurement used for?

Reward?

Discipline?

Development?

Motivation?

Promotion?

Monitor?

Page 64: Aligning the entire Organization to achieve Business and Organizational Goals

Behavior-based

Knowledge/Skill based

Results-based

Trait-based

Which system should we use?

Managing Performance = Managing Expectations

What’s YOUR expectation?

Activity based

Page 65: Aligning the entire Organization to achieve Business and Organizational Goals

MBO Standards

A Excellent

B Good

C Average

D Poor

E Useless

Page 66: Aligning the entire Organization to achieve Business and Organizational Goals

MBO Standards

A Excellent

B Good

C Average Good

D Poor

E Useless

Page 67: Aligning the entire Organization to achieve Business and Organizational Goals

MBO Standards

A Excellent Excellent

B Good Very Good

C Average Good

D Poor Not Good

E Useless Commit Suicide

Page 68: Aligning the entire Organization to achieve Business and Organizational Goals

Sample KPIs for Each Market Discipline

Operational Excellence

• Price• Selection• Convenience• Zero Defects• Growth

Operational Excellence

• Price• Selection• Convenience• Zero Defects• Growth

Customer Intimacy

• Customer Knowledge

• Solutions Offered• Penetration• Customer Data• Customer-success

focus

Customer Intimacy

• Customer Knowledge

• Solutions Offered• Penetration• Customer Data• Customer-success

focus

Product Leadership

• Marketing• Functionality• # of Successes• # of Failures• Learn from key

users• Interdisciplinary

teams• Pipeline

Product Leadership

• Marketing• Functionality• # of Successes• # of Failures• Learn from key

users• Interdisciplinary

teams• Pipeline

Page 69: Aligning the entire Organization to achieve Business and Organizational Goals

Competency Target Setting

1. Initiative

2. Teamwork

3. Problem Solving

4. Leadership

5. Integrity

What’s the problem here?

Page 70: Aligning the entire Organization to achieve Business and Organizational Goals

Competency Target Setting

Initiative

1. Minimize problems quickly without needing to be asked

2. Seeks personal growth and professional self-development

3. Doing more than is required/expected in a job

4. Seeks new and improved solutions and approaches to completing assignments

5. Looks for opportunities to help others and team

Page 71: Aligning the entire Organization to achieve Business and Organizational Goals

Competency Standards

3 Meets behavioral standards consistently. Is a good role model for others.

2 Meets behavioral standards some of the time. Needs improvement.

1 Does not meet behavioral standards. Require counseling or disciplinary actions.

Page 72: Aligning the entire Organization to achieve Business and Organizational Goals

Talent Segmentation

Group I

(Talent Pool)

23

45

PE

RF

OR

MA

NC

E

2 3 4 5

POTENTIAL• Identify

Page 73: Aligning the entire Organization to achieve Business and Organizational Goals

Employee Differentiation

Group I

(Talent Pool)

Group II

( Potential)

Group III

( Performance)

Group IV

(Counseling)

2 3 4 5

23

45

PE

RF

OR

MA

NC

E

POTENTIAL• Identify

Page 74: Aligning the entire Organization to achieve Business and Organizational Goals

Talent Segmentation

• Who is your Talent?

: A Talent for others does not mean a Talent for you

Page 75: Aligning the entire Organization to achieve Business and Organizational Goals

Talent Segment Targeting

• Unwanted by big MNCs• Small companies• Boring Environment• No Growth/Learning• No MBA• Passion, Values, IQ (streetsmart)• Appreciate Chaos• Multitask• Passion to Learn

Page 76: Aligning the entire Organization to achieve Business and Organizational Goals

Curse of the Bell Curve

‘A’ Staff

‘B’ Staff

‘D’ Staff

‘E’ Staff

‘C’ Staff

Page 77: Aligning the entire Organization to achieve Business and Organizational Goals

END NOTES

Page 78: Aligning the entire Organization to achieve Business and Organizational Goals

Which Company?

American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector

companies

• 500 million customers2010 American Customer Satisfaction Index (ACSI) 

E-Business Report

Page 79: Aligning the entire Organization to achieve Business and Organizational Goals

Which Company?

American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector

companies

• 500 million customers

2010 American Customer Satisfaction Index (ACSI) E-Business Report

Page 80: Aligning the entire Organization to achieve Business and Organizational Goals

Popularly Unpopular

Popularity

Affection

Page 81: Aligning the entire Organization to achieve Business and Organizational Goals

Don’t forget…

“The business of business is

Business, not HR”

Page 82: Aligning the entire Organization to achieve Business and Organizational Goals

Thank You.

soft copy of slides: http://totallyunrelatedrandomanddebatable.

blogspot.com/

Page 83: Aligning the entire Organization to achieve Business and Organizational Goals

More About Takaful Ikhlas

Page 84: Aligning the entire Organization to achieve Business and Organizational Goals

BUSINESS GROWTH

GROSS CONTRIBUTION (Gross Premium) :

• 2010/2011 : RM761 million

• 2009/2010 : RM615 million

• 2008/2009 : RM 579 million

• 2007/2008 : RM428 million

• 2006/2007 : RM224 million

• 2005/2006 : RM147 million

• 2004/2005 : RM66 million

• 2003/2004 : RM6.5 million

Page 85: Aligning the entire Organization to achieve Business and Organizational Goals

AWARDS

• Global Leadership Award 2011 (Takaful Sector) - YBhg Dato’ Hj Syed Moheeb

• Kuala Lumpur Malay Chamber of Commerce Merit Industy Award 2011 (Insurance Sector) - YBhg Dato’ Hj Syed Moheeb

• MTA Takaful Awards 2011 - BancaTakaful: Top Person Producer Award, - BancaTakaful: Top Person Producer Award – Investment-Link Regular,- BancaTakaful: Top Person Producer Award – Investment - Link Single - Young Takaful Manager Award – Wan Jemizan W. Deraman

• Islamic Finance News 2008, 2009 & 2010 – Best Takaful Provider

• Takaful Leadership Awards 2010 – Best Marketing

• International Takaful Awards 2010 – Best Takaful Product for IKHLAS Medic Assist Takaful (IMAT)

• Euromoney Islamic Finance Awards 2010 – Best Takaful Provider

• The BrandLaureate SMEs Chapter Awards 2009, 2010 – Best Corporate Brands Insurance

• The Brand Laureate SMEs Chapter Awards 2008, 2009, 2010 – IKHLAS Medic Assist Takaful (IMAT) for Best Brands in Healthcare Insurance

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Some of our valued clients

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OUR CLIENTS

MARITIME INSTITUTE OF MALAYSIA (MIMA)CITRA ALTI SDN.BHDGOLDEN STAR LOGISTIC SDN BHDRJH CONSULTANTS & SERVICES SDN.BHDTGS MARITIME TECHNOLOGY SDN.BHDSOFT TRIANGLE SERVICES SDN.BHDBROADTEC TV R & D CENTER SDN.BHDBAKTI INSANI SDN.BHDKOPERASI PEKEBUN KECIL DAERAH MUAR BHDPERLADANGAN PESERTA KUNDANG SDN.BHDMOF MANAGEMENT SDN.BHDAXXICO SDN.BHDAMALGAMATED METAL BUILDERS (M) SDN.BHDYAYASAN PUSAT HEMODIALISISPERAK E - ORGANIZATIONMAAHAD TAHFIZ NEGERI PAHANGFICRA NOVA SDN.BHDESQ LEADERSHIP CENTERWELLNESS LIFESTYLES SDN.BHDWIRA KERJAYA SDN.BHDSURIA MEDIK SDN.BHDVR MARKETING (M) SDN.BHDDUALRANK (M) SDN BHDJENG YUAN RECLAIMED RUBBER SDN.BHDAEROTREE DEFENCE & SERVICESKHALID ALUMINIUM SDN.BHDMLC SHIPBUILDING SDN.BHDMILLELIA AQUAGHANI & COAEREX SDN.BHD

SCIENSIM SDN.BHDFRONTLINE SUPPORT SDN.BHDANJUNG PERKASA SDN.BHDBESPOKE TECHNOLOGY SDN.BHDBIMB FOREIGN CURRENCY CLEARING AGENCY SDN.BHDGAFIS (M) SDN.BHDMEDIABIZ CREATIVE SDN.BHDKOPERASI UITM BERHADABENA CONSULTANTSAL RAJHI BANKING & INVESTMENT CORPORATION (MALAYSIA) BHDWISE INNOVATIONS SDN BHDFADZILL CONSTRUCTION SDN BHDS . N . AKMIDA HOLDINGS SDN BHDYAYASAN PELAJARAN JOHORPELADANG HEITECH SDN BHDTELEVENTURE SDN BHDPERBADANAN ISLAM JOHORBRIGHTMARK SDN BHDKEMASIK HOLDING SDN BHDUNIKL MEDICAL SERVICES SDN BHD AL-MADINAH INTERNATIONAL UNIVERSITYFOREST PLANTATION DEVELOPMENT SDN. BHD.FOX COMMUNICATIONS SDN. BHD.YAYASAN ISLAM NEGERI KEDAHSYARIKAT PERUMAHAN NEGARA BERHAD. SERI TEMIN DEVELOPMENT CORPORATION (M) SDN. BHD. CENTRAL SPECTRUM (M) SDN BHD MAJUIKAN SDN BHD MAJLIS BANDARAYA PETALING JAYA ADMINISTRATOR RUMAH AWANG ALAK BETATAR & DAMAI RESIDENCE

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OUR CLIENTS

MALAYSIAN NPK FERTILIZER SDN BHD FOXBORO (MALAYSIA) SDN BHD CEMENT INDUSTRIES (SABAH) SDN BHD STEEL INDUSTRIES (SABAH) SDN. BHD. INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. STRATEGI TEGAS SDN. BHDKUMPULAN DARUL EHSAN BERHADPRO ASSET MANAGEMENT SDN BHDINTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE.MAJLIS PERBANDARAN SEPANGPELABUHAN TANJUNG PELEPAS SDN. BHDSENAI AIRPORT TERMINAL SERVICES SDN BHDPELEPAS BRIGANTINE CONTAINER SDN BHDPERMODALAN NASIONAL BERHAD.ISKANDAR REGION DEVELOPMENT AUTHORITY.SETIAUSAHA KERAJAAN NEGERI KEDSCOMI GROUP BHDASIAN FINANCE BANK BERHAD. KOPERASI ANGKATAN TENTERA BERHADTISISIT CORPORATION (M) SDN BHDINSTITUT BANK BANK MALAYSIAOMNI OIL (ASIA) SDN BHDPERUNDING UNIKON SDN BHDMALAYSIA CONVENTION AND EXHIBITION BUREAU XAIR COMMUNICATION SDN BHDSYARIKAT BEKALAN AIR SELANGORHLA ASSOCIATES SDN. BHD. CORPORATE LINE (M) SDN. BHD. PUNCAK NIAGA (M) SDN. BHD.WWE HOLDINGS BHD

SUASA EFEKTIF (M) SDN. BHD. SYARIKAT BEKALAN AIR SELANGORPLC INTERNATIONAL SYOR BERNAS S.BAFRIZAN TARMILI KHAIRUL AZHARKOPERASI KAKITANGAN BANK RAKYAT BERHAD.MALAYSIAN REINSURANCE BERHADLEMBAGA ZAKAT SELANGOR. (MAIS). UDA ANCASA SDN. BHD. RHB ISLAMIC BANK.TAKAFUL IKHLAS SDN. BHD.KUWAIT FINANCE HOUSE.RHB ISLAMIC BANK.MALAYSIAN REINSURANCE BERHAD. FELDA IFFCO SDN BHD BIMB INVESTMENT MANAGEMENT BERADIBFIM

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89

TISB’s Strength in Medical/Health

H&S

• Extensive hospital network in Malaysia – Goverment and Private

• Pre-existing conditions – waived

• Specified Illness – waived

• 30 days waiting period – waived

• Room & Board upgrade - Members have to pay only the difference in Room & Board charges. No co-sharing of 20% on overall bill

• Operations done in one surgery – Cashless with LOG (day-care)

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The Best Medical/Health Solution for your Company

• Understanding the Program

• Confirming the data on experience

• Customized Programs• Consider Dread Disease

Management

• Cost Inflation at reasonable levels

• Complete Analysis of staff disease trends

• Ownership of health

Year 1

Year 2Year 3

3 year programfor BEST RESULTS

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TISB Medical Cost Management

Pre-Authorization (LOG)

Red Flags & Alerts

Claims Management

Network Management

Greater scrutiny on doctors under watch list

Detect abuse & excessive charges

Review policy exclusion

Identify abnormal trends

Benchmarking of cost & Length Of Stay

Direct Billing for cashless access

Negotiate:• Preferred rates

on hospital fees• Package

rates/case rates Provider

relationship building

Collaboration with other major health insurer via LIAM

Verify eligibility & validity of claim

Manage unnecessary admission via Pre-Admission Assessment Form with guidelines drawn for greater scrutiny

Encourage daycare procedures

Query procedure cost and length of stay not within range

Review one day admissions

Call Center Medical ManagementCall Center Claims & Quality

Management

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TISB Hospital Management

Initiatives Value to Our Clients

1. Negotiate with Hospitals for Preferential Rates

• Savings from Room & Board Charges & Hospital Charges

• Preferential Rates are Passed Back to Clients

• Members can optimize their Medical Benefits Program

2. Conduct Bill Reviews / Profiling of Hospitals and Specialist Clinics

3. Query and Liaise with Hospitals and Specialist Clinics for Any Discrepancies

4. Constant Monitoring and Audits of Hospitals and Specialist Clinic Rates

5. Pre-Admission Assessment

6. Review & Redirect Outpatient Specialist Visits (after 6th visit)

Appropriate Charges for All Levels of Care

Ensure Service Level are Maintained and Upheld

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93

Passport to the Preferred Care Program

Member ID Card

Back

Front

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CONTACT US …..

Takaful Ikhlas Sdn. Bhd. (593075 U) IKHLAS Point, Menara 11A, Avenue 5, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur

TEL : 03- 2723 9999FAX : 03- 2723 9998EMAIL : [email protected] : www.takaful-ikhlas.com.my