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How to grow and manage an international company Luc Van Aelbroeck

Delaware presentation nov2012

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How to grow and manage an international company Luc Van Aelbroeck

The session on “How grow and manage an international company”, will take place on November 21st as from 16h00 by Luc Van Aelbroeck (Managing Partner Delaware Consulting International) In the first part of this lecture, we will discuss the observations mentioned in the article “The Economy’s new rules, go GLOCAL”. From there on we will highlight some important stepping stones for growing and managing a GLOCAL company, making reference to Delaware Consulting practices. Entrepreneurship, company DNA, Vision, Mission, strategy and business model will be put in perspective, looking for levers to foster the international growth. Furthermore, the lecture will elaborate on “the partnership” as a company format and how it proofs to be an easy and successful way for growing and managing a GLOCAL company, at least in a business services landscape.

Tags

go GLOCAL

Delaware Consulting

Entrepreneurship

Key to a strong G

Key to a strong L

The Partnership model

Where to start?

Go GLOCAL today’s business landscape

Go GLOCAL globalisation

Go GLOCAL globalisation

http://www.globalsherpa.org

Go GLOCAL globalisation

Go GLOCAL globalisation

•  GLOBALISATION plays a role in business, culture, the environment, human migration patterns, international development, politics, science, technology, …

•  The case for the benefits of ECONOMIC GLOBALISATION is mainly about larger, international markets, allowing for more efficient, effective allocation of limited human, physical and financial resources.

•  summum of ECONOMIC GLOBALISATION might be “the flat world” (Thomas Friedman), a single economically interconnected world, where technology, innovation and free trade erase historical and geographic boundaries, leading to a world where all competitors have an equal opportunity

Go GLOCAL a world not that flat & getting bumpier…

•  due to foreign wages going up, energy prices and cost of transport rising, political risk, protectionism, export restrictions, self-serving regulatory and taxes, emerging countries getting stronger, global competition, …

Go GLOCAL the economy’s new rules

•  Hometown Bankers know best –  Finance ruled the world and greased the wheels of globalisation –  Smaller banks closer to their core business, in support of needs

•  Manufacturing matters –  Manufacturing drives growth, R&D and innovation

•  Blue collar jobs go high-tech –  One might be better off with highly skilled laborers locally

than with low wage low skilled workers remotely –  Connect educators with companies

•  Closer is faster and faster is good •  Local leaders must step up

Go GLOCAL the economy’s new rules

Long live GLOCAL companies… companies in the global playfield, but where they can, they source produce and are in business locally

Delaware Consulting

•  summary

•  a GLOCAL organisation

• 

Delaware Consulting summary

History •  Founded in 1981; has been part of Bekaert, Andersen and Deloitte •  Independent partnership since 2003

Today •  750+ professionals •  US, Belgium, France, Luxembourg, The Netherlands, China, Singapore

Recipe •  Aligning business and technology •  Combining strengths, delivering solutions

Philosophy •  Entrepreneurship, Care, Respect, Team spirit, Commitment

DCI Luc Van Aelbroeck, Peter Oyserman (Chairman BoD), Jan Delaere, Wouter Fransoo, Jan Vets, Toon Vermeersch,

Denis Latour, Vincent Lechien, Patrick Andersen, Filip Decostere, Patrick Dassaud, Jean-Philippe Lasbroas, Eric Hiernaux, Didier Galland, Wim Desmet, Wim Van Eyken, Roel Winter, Jan-Bernard Blaas, Frank van Asten

DUS Luc Van

Aelbroeck

DBE Jan Delaere

Peter Oyserman Wouter Fransoo

Jan Vets Toon Vermeersch

Denis Latour Vincent Lechien Patrick Andersen Filip Decostere

DEX Wim Desmet

DNL Wim Van Eyken

Roel Winter Jan-Bernard Blaas Frank van Asten

DFR Patrick Dassaud

Jean-Philippe Lasbroas

Eric Hiernaux Didier Galland

DCN Jan Vets

Managing Partner

Delaware Consulting a GLOCAL organisation

L L GoToMarket

Sales BP Ownership Account Mgt

L Results P&L, Cashflow

Profitable Sustainable

L People Capabilities Teamspirit

Critical Mass

L Delivery Projects Services

L Leadership Plan

Governance

G G Delivery

Projects Services

G DNA Values

Purpose

G Development Accounts

Markets/Verticals Functional capabilities

Delaware Consulting 3.0 a GLOCAL organisation

G Leadership Vision

Mission Strategy

Plan Governance

Business Model

Entrepreneurship

•  the art of entrepreneurship

•  being an entrepreneur

•  entrepreneurship as a combination of personality styles

•  entrepreneurship as a global core value

•  entrepreneurship as a global strength

Luc Van Aelbroeck

Entrepreneurship

Entrepreneurship is the act and art of being an entrepreneur or "one who undertakes innovations, finance and business acumen in an effort to transform innovations into economic goods". This may result in new organisations or may be part of revitalizing mature organisations in response to a perceived opportunity. The most obvious form of entrepreneurship is that of starting new business (referred as Startup Company) http://en.wikipedia.org/wiki/Entrepreneurship

Entrepreneurship the ART of being an entrepreneur

‘De kunstenaar is als een vergaarbak van waarnemingen die overal vandaan komen: uit de hemel, van de aarde, van een voorbijrennend figuur of een spinneweb. We moeten dat zoeken wat we voor ons werk kunnen gebruiken, overal vandaan, alleen niet uit ons eigen werk. Ik deins er voor terug om mezelf te kopiëren. Maar als iemand mij een map met oude tekeningen overhandigde, zou ik er niet voor terugdeinzen om daar alles uit te halen wat ik kan.’

(Pablo Picasso)

Entrepreneurship being an entrepreneur

Probably all personality profiles can be entrepreneurs of some kind. Whatever global, local or glocal setting you will be part of, take it from who you are.

Entrepreneurship being an INFJ entrepreneur

Luc Van Aelbroeck

18/02/62 – married, 3 children – IR KMS, McSc VUB, BIR Vlerick School

INFJ – ‘protector & idealist’ “As an INFJ, your primary mode of living is focused internally, where you take things in primarily via intuition. Your secondary mode is external, where you deal with things according to how you feel about them, or how they fit with your personal value system. INFJs are gentle, caring, complex and highly intuitive individuals, artistic and creative. INFJs place great importance on having things orderly and systematic in their outer world. They put a lot of energy into identifying the best system for getting things done, and constantly define and re-define the priorities in their lives.

Entrepreneurship a combination of personality styles

Entrepreneurship a combination of personality styles

Entrepreneurship a combination of personality styles

Entrepreneurship a combination of personality styles

Global Delaware Consulting values: Entrepreneurship: As its partners have committed never to sell the company, Delaware Consulting is a framework to build value for the next generations. Management and employees are each other's partners, making an appeal for each individual’s creativity and entrepreneurship. Therefore every member of the Delaware family must try to strengthen the company. Sustaining a culture of diversity in thinking, Delaware people add value to the company by showing initiative and constructive criticism.

Entrepreneurship a global core value

Entrepreneurship Commitment Respect Teamwork Care

Entrepreneurship a global strength

25 55 34 37

44 9 56 56

54 78 55 22

11 38 88 88

27

Key to a strong G

build on your DNA

build on a vision, mission, strategy & business model

go step by step and think ahead of plan • 

L L GoToMarket

Sales BP Ownership Account Mgt

L Results P&L, Cashflow

Profitable Sustainable

L People Capabilities Teamspirit

Critical Mass

L Delivery Projects Services

L Leadership Plan

Governance

G G Delivery

Projects Services

G DNA Values

Purpose

G Development Accounts

Markets/Verticals Functional capabilities

a GLOCAL organisation Key to a strong G

G Leadership Vision

Mission Strategy

Plan Governance

Business Model

Entrepreneurship Commitment Respect Teamwork Care

Build on your DNA

Entrepreneurship Commitment Respect Teamwork Care

Friendship

Build on your DNA DLW, a company driven by friendship

Entrepreneurship Commitment Respect Teamwork Care

Leadership Friendship

Build on your DNA DLW, a company driven by leadership

having a plan reaching out for the plan

governance (legal, operational, G2M/BP)

multiply strengths blue ocean

Entrepreneurship Commitment Respect Teamwork Care

Leadership Friendship

Build on your DNA DLW, friendship x leadership

Entrepreneurship Commitment Respect Teamwork Care

Friendship Leadership

Responsibility

Build on your DNA friendship x leadership x care = responsibility

Responsibility

LT more important than ST Grow as a GLOCAL organisation

along the DLW Vision/Mission Pass-DLW-on to the Next Generation

Entrepreneurship Commitment Respect Teamwork Care

Build on your DNA DLW, driven by responsibility

we believe in a global, connected world

with local entrepreneurship

and corporate social responsibility

where technology inspires people

Build on a vision, mission, strategy & business model Vision

to be the long-term, committed

partner for organizations and people,

aligning business and IT,

creatively applying world-class technology,

fostering collaboration, realizing synergies

Build on a vision, mission, strategy & business model Mission

Geography •  geographical relevancy in 3 time zones

Market •  expand to LE via functional solutions • expand to SME via vertical solutions

Vertical •  enrich existing verticals •  develop new and micro-verticals

Delivery Model •  maintain project focus • strengthen Application Management Services

•  integrate Software as a Service

Functional •  deepen & broaden functional solutions: ERP, CRM, SCM, BI/PM, IS, e&mCommerce

Sustainable growth by combining strengths beyond team, company and country borders,

while protecting the Delaware Consulting identity

Geography

Market

Vertical Delivery Model

Functional

Build on a vision, mission, strategy & business model Strategy

Build on a vision, mission, strategy & business model Business Model

Business model Singapore, 10 years later…

3.0 3.0

+ DCI Int’l partnership + 3 time zone relevance (2009-2014)

DLW 1.0 = SKILLS > SAP > software engineering > process knowledge > project management > business consulting > account management (1981-2003)

+ DLW vision + DLW mission + DLW strategy/plan + DLW portfolio/ABC (2003-2009)

2.0 1.0

Go step by step

1.0

Go step by step and think of ahead of plan

3.0 3.0 2.0 1.0 11.0

a gLocal platform for entrepreneurship along the DLW values & vision

still passing on to the next generation

Key to a strong L

Harbin, Suzhou, Shanghai, Singapore, Lyon, Lille, Paris, Nantes, Kortrijk, Antwerp, Waver, Den Bosch, Eindhoven, Luxembourg,

Dallas, Auburn, Atlanta, …

is a strong L Leadership

and strong people

Key to a strong L standard way to grow the business

1 3

2 Existing Business

New Business

Existing Country New Country

Key to a strong L best way to grow the business

1 Existing Business

New Business

Existing Country New Country

1 1

1

find the right

Local leadership

L L GoToMarket

Sales BP Ownership Account Mgt

L Results P&L, Cashflow

Profitable Sustainable

L People Capabilities Teamspirit

Critical Mass

L Delivery Projects Services

L Leadership Plan

Governance

G G Delivery

Projects Services

G DNA Values

Purpose

G Development Accounts

Markets/Verticals Functional capabilities

a GLOCAL organisation Key to a strong L

G Leadership Vision

Mission Strategy

Plan Governance

Business Model

The partnership model

•  the Partnership as an “in-between” company model

•  put agreements in writing

•  leading by example

Public company model share value

New Shareholder Generation View

Private company model share value

New Shareholder Generation View

Partnership company model share value

New Shareholder Generation View

Partnership company model Partnership financing

Partnership as a company model put agreements in writing

act as “a big one”, from day 1 amongst shareholders, financial parties, … even amongst friends and for sure in an international playfield

Partnership as a company model Partners, leading by example

•  Duties of Partners –  Accountable –  Exclusive (IP) –  Non-Compete (IP) –  Adhere to the Partnership Agreement

•  Admission decided by a 2/3 decision of the General Meeting –  Fit with the vision mission strategy and values –  Entrepreneurship –  Leadership –  Results

Tags

ü  go GLOCAL

ü  Delaware Consulting

ü  Entrepreneurship

ü  Key to a strong G

ü  Key to a strong L

ü  The Partnership model

Where to start?

Where to start ?

Start with people, things and places you love Start with people, things and places you love !

Thank you and all the best Luc Van Aelbroeck Delaware Consulting International [email protected]