Leadership Code

1 Pongsak Viddayakorn, M.D.

LEADERSHIP CODE

ByDr. Pongsak Viddayakorn

Director and Executive Advisor, Bangkok Dusit Medical Services PCL

On Thursday, April 8th, 2010 At 08:00 hrs. At Conference Room, Samitivej Srinakarin Hospital


Measure of Leadership of Executive

1. Strategic Focus – follow – slide strategic engagement

2. Innovation

3. Vision

4. Non value and Value Creative Activity

5. Turn 70% Time Spent on paper work and meeting to 50% of Time

6. Empowerment Process

7. Good Governance


Bangkok Hospital Keys Success Factors


LEADERSHIP CODESamitivej Srinakarin Hospital

ByDr. Pongsak Viddayakorn

Director and Executive Advisor, Bangkok Dusit Medical Services PCL

On Thursday, April 8th, 2010 At 08:00 hrs. At Conference Room, Samitivej Srinakarin Hospital


Leadership Code

ByPongsak Viddayakorn, M.D.

Director and Executive Advisor, BDMS PCL

On Friday, March 5, 2010 At 13.30–15.00 hrs. At Meeting Room, 3rd Floor, Bangkok hospital Rayong


Leadership CodeFive Rules to Lead

1. Shape The Future

2. Make Things Happen

3. Engage Today’s Talent

4. Build The Next Generation

5. Invest In Yourself


The Leadership Code

Sources: The Leadership CODE, Five Rules to Lead by Dave Ulrich, Norm Smallwood, Kate Sweetman, Harvard Business Press; Page 14

Personal proficiency

Rule 5: Invest in yourself

Human capital developer

Rule 4: Build the next generation

Strategist

Rule 1: Shape the future

Talent manager

Rule 3: Engage today’s talent

Executor

Rule 2: Make things happen

Long–term strategic

Near–term operational

OrganizationIndividual



1. Shape The Future






หลกสำำคญในกำรบรหำรธรกจ

Golden Rules1.ตองม สมมตฐานเก ยวก บสภาพแวดลอม (Hypothesis of Environment or Vision)2. ตองม สมมตฐานเก ยวก บ

ภารก จของบร ษ ท ท จะท ำาในอนาคต (Create a Mission)3. ตองม สมมตฐานเก ยวก บ Core Competency ของบร ษ ท (Knowing your Core Value)



Map & Pop of ASIA

RussiaPop 142.9 MB

ChinaPop 1,315.8 MB

IndiaPop 1,103.4 MB

JapanPop 128.0 MB

4 Countries of ASIA : Russia, China, Japan & IndiaPopulation : around 2,690.2 MB

http://www.map-of-asia.us/images/map-of-asia.gif


1750s 1850s 1950s

Eco

nom

ic V

alue

Add

edThe Next Ten Years

Year2050s

It’s Alive

Q1 Science (Gestation)

Q2 Technology (Growth)

Q3 Business (Maturity)

Industrial Information

Molecular

Biotechnology Nanotechnology Material

Source: It’s alive:the coming convergence of information, biology and business/Christopher Meyer and Stan Davis, Page 20

Q4 Organization (Decline)


Four Phases of Three Economies

Source: It’s alive:the coming convergence of information, biology and business/Christopher Meyer and Stan Davis, Page 21

QUATERSINDUSTRIAL ECONOMY

INFORMATION ECONOMY

MOLECULAR ECONOMY

Q1 SCIENCEElectrical engineering chemistry

Solid–state physics, information theory

Biology, nanoscale science, materials science

Q2 TECHNOLOGYSteel plants, oil, electrical equipment

Chips, operating systems, World Wide Web

Genomics, proteomics, nanotechnology, agent-based models

Q3 BUSINESS

Automobiles, consumer durable, skyscrapers

New media, information technology services, portals

Matt compiler, personal hospital, universal mentor, experience machine, social science simulator

Q4 ORGANIZATIONCommand and control, hierarchy, “scientific management”

The Adaptive Enterprise

Yet to emerge

Future development


Strategic PlanningPEST

Opportunities

1. Product Leadership

2. Operating Efficiency

3. Customer Intimacy

4. Technology

1. Core Competency with process & Technology

2. What is investment

- Time

- Resource

- HR

- Money

Execution

Achieve Hospital Target 20%

Strategy Resources




คำดกำรณจดพ 9 ชำตอำเซยนCOUNTRY 2009 2010

THAILAND -2 (new adjust (-4)-(-5) 3

MALAYSIA -0.2 4.4

SINGAPORE -5 3.5

PHILIPPINES 2.5 3.5

INDONESIA 3.6 5

BRUNEI -0.4 2.3

VIETNAM 4.5 6.5

CAMBODIA 2.5 4.0

LAO 5.5 5.7

AVERAGE 0.7 4.2

Source: Krungthep Dhurakij (Bangkok Biz News), Wednesday, 1st April 2009: Page 1; quote to ADB

Unite: %


คำดกำรณเศรษฐกจธนำคำรเพอกำรพฒนำเอเชย

ทมำ: ธนำคำรเพอกำรพฒนำเอเชย, มตชน, 13 เมษำยน 2552

ภมภำค/ประเทศ 2551 25522553

เอเชยตะวนออกเฉยงใต 4.3 0.7 4.2 อนโดนเซย 6.1 3.6

5.0 มำเลเซย 4.6 –0.2 4.4 ฟลปปนส 4.6 2.5

3.5 สงคโปร 1.1 –5.0 3.5 ไทย 2.6 –2.0

3.0 เวยดนำม 6.2 4.5 6.5


Strategic Planning of a Hospital is

Matching Resources With

Opportunities In Order To

Achieve Hospital Target

In Changing Environment



0 2 4 6 8 10

1

2

3 46

8

11

14

Using Technology

Source: World Bank

Hong Kong

Singapore

DenmarkUnited StatesBritain

South Korea

Germany

Japan

RankICT index, maximum = 10


Keys Drivers of Healthcare

1. Changes in Economy, demography, epidemiology

5. Changes of Government Policy

4. Shifting of Financial Payment

2. Rapid Advances in Information Communication and Technologies (ICT)

3. Increase Market Competition

6. Consumerism


➼ Vision without action is just a dream

➼ Action without vision is waste of time

➼ Vision with action can change the world

Source : Joel Barke

Vision


ผนำำ ผบรหำร ใสใจเรองกำรสรำงทศนคต ใสใจเรองระบบระเบยบ กำรควบคม

มวสยทศนและมองอนำคตระยะยำว มองกำรแกปญหำเฉพำะหนำ ระยะสน

ใหควำมสำำคญกบ What และ Why สนใจเฉพำะ How และ When

พยำกรณอนำคตขององคกร สรำงกำำไรใหองคกรไดอยำงไรในปจจบน

สรำงสงใหมทดแทนสงเกำ ๆ รกษำสงเดมทดใหคงอยตอไป

สรำงควำมเชอในองคกร สรำงระบบกำรจดกำรทดในองคกร

สรำงนวตกรรมและควำมคดสรำงสรรคใหม ๆ มงมนใชพลงทงหมดเพอเปำหมำย

มมมองทแตกตำงของ “ผนำำ” และ “ผบรหำร”

แหลงขอมล : หนงสอพมพบสเนสไทย ปท 2 ฉบบท 54 วนท 16-22 กนยายน 2545



1. Shape The Future






Chaos punctuated new normality.

TimeLow

High

Leve

l of

Cha

os

New Normality

New Normality

Strategic Inflection

Point

Sources : Philip Kotler & John A. Caslione Chaotics, The business of managing and marketing in the age of turbulence, Page 76


Hypercompetition

After crisis there is hypercompetition driven by globalization

More substitute products

More fragmented customers taste

Deregulation

Invention of new business

Tremendous Disruption of customers


Hypercompetition Practices

1. Announcement of strategic intent to

dominate a market place

2. Several moves to mislead or confuse

competitors’ Market


Organization Performance Driver

Yr 1982 Yr 1992 After Yr 2000

Source : Adapt from A Practical Guide to Using the Balanced Scorecard: performance drivers of Oliver, Roy and Watter (1999)

Intangible Asset (38%)

Tangible Asset (62%)

Intangible Asset (62%)

Tangible Asset (38%)

Intangible Asset (85–90%)

Tangible Asset (10–15%)


Creating value from intangible assets is different

Intangible assets require several interdependent ingredients for value creation

Strategic Investments Must Be Bundled

Shareholder Value

Leadership

Skills

I/TClimate

ProcessOrganization

+ +

+ +

+ +

©2003 Balanced Scorecard Collaborative, Inc • bscol.com


What are the “intangible” assets?

1. Strategic Competencies: The availability of skills, knowledge and values to perform activities required by the strategy

2. Strategic Information: The availability of information systems and knowledge applications required to support the strategy

3. Culture: Awareness and internalization of the shared mission, vision and values required to support the strategy

4. Leadership: The availability of qualified leaders at all levels to mobilize the organization towards its strategy

5. Alignment: Alignment of goals and incentives with the strategy at all organization levels

6. Teamwork: The sharing of knowledge and staff with strategic potential

*These assets are most frequently cited by executives in our Balanced Scorecard database

Human Capital

Information Capital

Organization Capital

+

+

©2003 Balanced Scorecard Collaborative, Inc • bscol.com



Human ResourcesFor Continuous Translations

Head

Heart

Guts

Basic Knowledge

Attitude

Leaderships

Running Experience

Improvement NEEDS


Value Innovation: The Cornerstone of Blue Ocean Strategy

Value innovation is created in the region where a company’s actions favorably affect both its cost structure and its value proposition to buyers.

Cost savings are made by eliminating and reducing the factors an industry competes on.

Buyer value is lifted by raising and creating elements the industry has never offered.

Overtime, costs are reduced further as scale economies kick in due to the high sales volumes that superior value generates.

Costs

Buyer Value added Value

Value Innovation

The Simultaneous Pursuit of Differentiation and Low Cost


Image value

Personnel value

Services value

Product value

Totalcustomer

value

Monetary cost

Time cost

Energy cost

Psychic cost

Totalcustomer

cost

CustomerValue Added

What is Customer Value Added?


Pro

fita

ble

Gro

wth

Cul

ture

Profitable

Growth

SHARE

VOI2C2E

Customers Satisfactio

n

CaringAdvanced

Customers Loyalty

G.

Go

ve

rna

eC

ultu

reG

. G

ov

ern

ae

Cu

ltu

re


Five Behaviors to earn the loyalty of patients

1. S = Sense of People’s needs

2. H = Help each other (Teamwork)

3. A = Acknowledge peoples feelings (Empathy)

4. R = Respect the Dignity & Privacy of everyone (Courtesy)

“SHARE”

5. E = Explain what’s happening (Communication)


Employee Value Proposition

V = Vision – Create Proud & Happy Soul

O = Opportunity – Career path, Learning and Experience

I = Incentive – Salary, Bonus,non financial benefit

I = Impact – Make Difference that connect employee with customers

VOI2C2E

C = Community – Social Environment Responsibility

C = Communication – 2 way Communication with employee

E = Experimentation – Adaptation to the need of hospital and Patients


Bonding talent and organization

Procedures Policies Processes Valuing People Branding

Compensation Pay Benefits

People Senior Management Business Unit Manager Immediate Manager Co-workers Diversity Customer

Engagement

Work Intrinsic Motivation Influence Work Tasks Resources

Opportunities Career Opportunities Recognition Training

Quality of Life Work/Life Balance Physical Work Environment Safety Location


Employee Engagement

Career

Development

Quality of

Work LifeEmployee

Engagement

Communication Leadership

Culture Organization

Compensation

and Benefit


25%

40% 60%

100%Engagement Scores

0%

Hewitt Best Employers Thailand 2005 (89%)

BMC 2005 (33%)

BMC 2006 Engagement ScorecardEngagement Comparison to Hewitt Best Employers

DestructiveZone

Source: Hewitt Associates; Employee Engagement Results 2006 on June 2007

BMC 2006 (52%)

Healthcare Industry 2005 (61%)

Best Employers in Asia 2005 (93%)

Serious Zone

Indifference Zone

High Performance/Hewitt

Best Employer Zone


% OF BMC Employees Are Engaged

DestructiveZone

SeriousZone

Indifferent Zone

High Performance/

Hewitt BestEmployer

Zone

25%

100%0%

60%40%

DestructiveZone

SeriousZone

Indifferent Zone

High Performance/

Hewitt BestEmployer

Zone

25%

100%0%

60%40%

*

87% 2007 Best *

Employers in Asia

89% - 2005 Best Employers in Thailand

58% Healthcare Industry (2007)2008 : 56%

Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies (1999-2007).

2009 : 58%

2007 : 44% 2006 : 52%

2005 : 33%

DestructiveZone

SeriousZone

Indifferent Zone

High Performance/

Hewitt BestEmployer

Zone

25%

100%0%

60%40%

DestructiveZone

SeriousZone

Indifferent Zone

High Performance/

Hewitt BestEmployer

Zone

25%

100%0%

60%40

%

*

87% 2007 Best Employers in Asia

89% - 2005 Best Employers in Thailand

58% Healthcare Industry (2007)2008 : 47%

% OF BRH Employees Are Engaged

Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies (1999-2007).

*

2009 : 49%



1. Shape The Future






คนเกง 3 C(Talent)

• Contribution กำรมสวนรวม

• Competency มควำมสำมำรถ คณกบ• Commitment ควำมมงมน คณกบ

Professor Dave Ulrich, University of MichiganPeople Transformation: The Path to Turn Down the Downturn

23–25 February 2010 Centara World, Bangkok, Thailand

กำรสรำงคนเกง แขงแกรง

• 20% มำจำกกำร Coachimg

• 50% มำจำกกำรเรยนร กำรมอบหมำยงำน(on the job)• 30% มำจำกกำรฝกอบรม(Training)


Type of “Fighters”

Loser Conditioner Climber

No Eagerness, Have some eagerness, Full of Eagerness, have

Easy Life, Up & Down Life, challenging and exciting life,

Boring but evenually prefer to rest finally will be successful

No Ambition, Have some innovative Full of energy,

Not Active, idea with moderate Have vision,

Lazy motivation and output, Always learn and

but will decline upon time develop themselves

Life Style

Work

Source : Matichon Newspaper, 1 August 2003


Type of “Fighters”

Source : Matichon Newspaper, 1 August 2003

Loser Conditioner Climber

Have a tendency of Compromise,

deny, negativelism Not Decisive

Security, Stablility Contribution to others

and Acceptance public & society

and the world

Always possible

Glory and SuccessSome Limitations

Basic Needs

Conversation

Struggle

Purpose of Life

Easy to lose


Good Governance

1. โปรงใส

2. เสมอภำค

3. ยตธรรม

4. ทกคนมสวนรวม5. รกษำสงแวดลอม



1. Shape The Future






Innovation Imperatives in the Dynamic Global Economy

Globalization

Technological Change

Changing Demographics

Changing Industry Mix

Emerging New Economies

Environmental Change

Intensifying Comp.

Commoditization

Outsourcing, Offshoring

Deregulation

Green Movement

Importance of SustainableInnovation


Capabilities of Company

1. Talent We are good at attracting Hitachi

Motivating and retaining MicrosoftCompetent and committed people

2. Speed We are good at making DellImportant changes happen fast Toshiba

3. Collaboration We a good at working Ericssonacross boundaries to ensure BPboth efficiency and leverage


Capabilities of Company

4. Leadership We are good at embedding GEleaders throughout the HPorganization who deliverthe right results in the right way

5. Efficiency We are good at managing SW Airlinecosts of operation Wall-Mart


Designing Marketing Systems for Resilience

Sources : Philip Kotler & John A. Caslione Chaotics, The business of managing and marketing in the age of turbulence, Page 143

POOR, GOOD, AND GREAT MARKETING CHARACTERISTICS

Poor Good Great

Price driven Quality driven Value driving

Average speed Better than average Legendary

Hierarchy Network Teamwork

Vertically integrated Flattened organization Strategic alliances

Stockholder driven Stakeholder driven Societal driven





1. Shape The Future






Invest in Yourself1. Your intellectual

1.1 Read, Listen and Observe

1.2 Record Your Experience

1.3 Innovation

2. Your health

2.1 Your Physical

2.2 Your social&mental


Leader มอโปร ตองดแลตวเองเหมอน 5 หวง Olympic

• Social มสงคมกวำงขวำงทงททำำงำนและทบำน

• Physical แขงแรงสมบรณ

2. Emotional อำรมณมนคง หนกแนน ควบคมได

• Intellectual ควำมสำมำรถทำงสตปญญำ

Professor Dave Ulrich, University of MichiganPeople Transformation: The Path to Turn Down the Downturn

23–25 February 2010 Centara World, Bangkok, Thailand

5. Spiritual จตใจยดมนในศำสนำ จตใจสงบ ทำำงำนเพอตวเองแลว เผอแผไปยงพนกงำน


ธรรมของผนำำ1. พรหมวหำร 4

3. มทตำ : ควำมเบกบำนพลอยยนด

1. เมตตำ : ควำมรก

2. กรณำ : ควำมสงสำร

4. อเบกขำ : ควำมมใจเปนกลำง


ธรรมของผนำำ

2. อทธบำท 4

3. จตตะ : ควำมมจตใจจดจอ

1. ฉนทะ : ควำมพอใจ

2. วรยะ : ควำมเพยร

4. วมงสำ : ควำมสอบสวนไตรตรอง


ธรรมของผนำำ3. มชฌมำปฎปทำ ทำงสำยกลำง หรอ มรรคมองค 8

3. สมมำวำจำ วำจำชอบ

1. สมมำทฎฐ ควำมเหนชอบ2. สมมำสงกปปะ ควำมดำำรชอบ

5. สมมำอำชวะ เลยงชพชอบ6. สมมำวำยำมะ ควำมเพยรชอบ7. สมมำสต ระลกชอบ

4. สมมำกมมนตะ กระทำำชอบ

8. สมมำสมำธ สมำธชอบ


ธรรมของผนำำ4. สปปรสธรรม ธรรมของสตบรษ หรอธรรมของคนด

3. รจกตน

1. รจกเหต

2. รจกผล

5. รจกกำล

6. รจกบคคล

7. รจกชมชน

4. รจกประมำณ (พอด)



8 อ. Principles1. อ. = อำหำร

• Keep Your Body Weight Steady

• High fibre – cereal, vegetable, fruit &Vitamins are necessary

Low sugar,Low fat

under nourished live longer

• Two times daily,No diner


Pongsak’s Way1. Vision

2. Strategy

3. Active

4. Lead by Example

5. Marketing, HR & IT Focus

6. Inspire & Motivate

7. Innovation-challenge the process

8. Good Governance


Any Questions?


FTE RNs / Adjusted ADCFTE RNs / Adjusted ADC1.

44

1.58

1.48

1.49

1.48

1.38

1.83

1.10

1.63

1.24

1.25

1.32

1.20

1.02

1.07

1.54

4.23

1.30

1.49

1.321.36 1.34

1.231.32

1.151.23

1.181.13

1.30

0.91 0.90

1.17

0.44

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0

BD

MS .

BM

C

SV

H

BP

H

BP

K

BN

H

SN

H

BR

H

SS

H

BH

H

BK

H

BS

H

BC

H

BT

H

BP

D

RR

H

RA

H

2009/YTD 2010/YTD

X of Adjusted ADC

1.20

= Target Performance


Humanity

At the age of 15, I was committed to learn:

At 30, I was firm to make a stand:

At 40, I had no more doubt:

At 50, I fully understood the Heaven’s mandate:

At 60, I was ready to judge whatever I heard:

At 70, I could follow my heart’s desire without being breaching the rules of propriety: