Leadership & Culture Transformation€¦ · Leadership & Culture Transformation Corporate Venturing Cooperation between MANN+HUMMEL and Plug and Play was established in Sep 2016 and

1 03.01.2018

Leadership & Culture Transformation

Leadership & Culture

Transformation

30. Januar 2018

Thomas Fischer

2 03.01.2018


Our Challenges

Our ambition in today‘s world requires new leadership

Technology is developing in an ever

increasing pace

Markets are more and more volatile and

unpredictable

The automotive industry is going through

disruptive change

New generations have new expectations

towards working

We want to grow significantly inside and

outside our core business

In order to execute MANN+HUMMEL Accelerate Growth, we

have identified tactics, enablers and competences:

… strategic focal points which help us align and prioritize action:

• Customer obsession

• Speed

• Innovation

… performance enablers help leaders to create an environment in

which people can be successful

• Courageous conversation

• Trust

• Empowerment

… key competencies of new leadership

• Dealing with ambiguity and uncertainty

• Digital & tech savviness

• Innovation culture (from design thinking to scrum)

• Purpose, autonomy, mastery

3 03.01.2018


Our Philosophy

Aligned expectations and diversity of approaches ensure results

Our competence model links FILTER values, tactics and

enablers

A wide variety of approaches and initiatives deliver into our

expectations towards leaders

Source: MANN+HUMMEL (together with KornFerry)

Strategic Senior Leadership Education

and opportunities for global cross-

functional networking

Blended learning approaches

Experiencing the need for feedback culture

Democratic approaches through open

enrollment while maintaining fast decision

processes and execution

Divers formats of delivery

and methods of teaching

4 03.01.2018


Our Leadership & Culture Portfolio (1/2)

Transactional and transformational parts of one big picture

Program Target Group Focus Delivery Format

Fit for

Leadership

Curriculum

Compass Top 450 Senior

Executives

• Tactics & Enablers

• Language, Emotions, Body

• Learn, Practice, Act

2d off-site event(s); as off 2018 supported by language analytics

and online exercises

Frontline 1st line leaders (>350

p.a.)

• The above + basics of leadership, e.g. performance

management etc.

2d on-site course

Academy Top Talent1 Program

(appr. 50 p.a.)

• The above + „Goldfish pond“ / retention & development +

Global business schools and individual program

participation for Senior Executives

3 different levels; delivery format from 3d on-site course to

individual learning at a business school or mentorship / job

rotation

Leadership &

Feedback

Culture

Engagement

Survey

All employees • Upward feedback towards team leaders Corporate initiative with global support; enabling of leaders as

part of Compass 2018; local execution

360 All leaders (voluntary) • Upward feedback towards individual leaders and

supported by individual coach (if requested)

Corporate offering aligned with competency model, tactics &

enablers; local execution by HR Business Partner; global support

One

Conversation

All employees • Give and receive performance feedback, identification of

Top Talents1, succession planning, development plans

Corporate-wide standard process; local execution supported by

HR Business Partner; reporting into the Board and leadership

levels below; HR conducts pro-active talent scouting & brokerage

Turntable

Rockers

InCube 5 internal

entrepreneurs

• Lean start-up


Open enrolment, very demanding selection procedure; then 6

months at Plug’n’Play in San Jose + reviews and retrospectives in

Berlin, Singapore and San Jose

„Fine-dust eater“

project coaching

Intact team of

strategic project (7-15

team members)

• Lean start-up


Weekly coaching calls, monthly 1d on-site session, ad hoc

support

1 Top Talents are the top 3 boxes of our performance / potential evaluation

5 03.01.2018


Our Leadership & Culture Portfolio (2/2)

Transactional and transformational parts of one big picture

Program Target Group Focus Delivery Format

Training

catalogue 2018

Design Thinking All employees invited;

open enrollment

• Tactics & Enablers

• Dealing with ambiguity

• Innovation culture

2d on-site training course

SCRUM Master All employees invited;

open enrollment


Change

Management

All employees invited;

open enrollment

• Aligning change methodologies

• Ensuring focus on the people side of change


Functional

Academies

All employees within

a function

• Functional skills

• Global cultural and leadership skills

Global functional curriculum to be set up with functions in

2018/19; delivery of blended learning journeys begins in 2018 for

Global Sales BUs

Future

Workforce

SAMBA Program 7-10 shift leads in

Marklkofen p.a.

• Leading teams in operations To be defined

Poly goes UAS 2-5 students from

Singapore p.a.

• Engineering for R&D, sales and operations

• Studying language & learning to work in Germany

• Dual apprenticeship / DHBW2

3-year program in Germany

Graduate

Program FIN &

PU

2-4 graduates p.a. • Functional 3-year program (1 year in each station across the world);

individual mentoring)

… … • … …

2 Duale Hochschule Baden-Württemberg

6 03.01.2018


Liquid Workforce

7 03.01.2018


Feinstaubfresser – Mission and Operating Model

1

▪ technologies

▪ Ideas

▪ IAA

▪ building the FSF cars

▪ supporting customer meetings

▪ communication / press

▪ co-ordination

▪ identify and use synergies

▪ …and much much more……

FSF

development

teams in

existing org.

FSF “Incubator”

Agreed Operating Model

must be communicated

(top-down)

Fast, action-oriented, creative, and must act

autonomously in order to discover and

confirm potential Business Models:

▪ Customer segments

▪ Channels

▪ Customer relationships

▪ Value Propositions

▪ Key Activities

▪ Key Partners

▪ Key Resources

▪ Cost Structure

▪ Revenue Streams

…… complex and fast business model

development in order to prioritize and organize

work packages effectively enabling us to bring

the right products to the right customers ASAP,

generating profitable new business for

MANN+HUMMEL

stakeholders

customerspartners

2

FSF team

provides resources

= support FSF = 1+2

8 03.01.2018


Manifesto + People & Culture

Feinstaubfresser

Manifesto

▪ We are committed to deliver profitable ‘horizon 3’ / disruptive

innovations around the ‘fine-dust megatrend’ as a complex and

fast business model development service to MANN+HUMMEL.

We understand that in highly sophisticated incubator

environments only 1 out of 10 start-ups is sustainably viable.

We also understand that in traditional research & development

environments 1 out of 2 or 3 innovations set out to be

sustainably successful. We must have a better chance to

success than a start-up – because we draw on

sophisticated in-house resources – and must be faster

than our traditional research & development.

▪ To be successful we must be fast, action-oriented, creative. We

must act autonomously, celebrate success and relentlessly

execute. Mistakes may only be another good reason to provide

feedback and learn.

People and culture

▪ Open, honest communication –

rather communicate too much

than too little…

▪ Customer-centric

▪ Risk and learning / Feedback

▪ External resources – coaching “on

the job” in agile and lean methods

and tools

9 03.01.2018


Our Way towards Digital Leadership (1/2)

InCube can become a nucleus for driving digitization

inCube

Finedust eater

project team LB

IoT Lab SG

IoT Industry 4.0

People

reach

Time

VC investments

2018-19 “Turntable

Rockers“1

1 Currently under construction2 Global strategy dialogue to engage all employees into consistent and aligned strategy execution3 not defined yet but good practice, see BASF, Daimler and many others

2018 Strategy

Roadshow LiFE2

▪ We currently have only an evolving digitization

strategy in place

▪ Digitization plays so far a limited role in our strategic

planning

▪ We are preparing ourselves and our people to drive

digitization in the near future

▪ We connect digitization challenges (skills and

competence) with strategic workforce planning

(future workforce, future workplace, Work4.0)

▪ InCube will deliver into the strategic competence

planning and build the foundation for systematic

talent management of digital talent

Outlook: Global

Digitalization

Campaign3

10 03.01.2018


Our Way towards Digital Leadership (2/2)

The Turntable Rockers as a corner concept for driving digitization

InCube (self-nomination)

One Conversation

Academy

Future Workforce

(DHBW, Azubis)

Innovation Projects

Our own start-ups and

speed boats

InCube

…

Target Profile

…

Outlook: Trainee / Graduate

Program(s)

People Sources People Utilization on

the job

Fast growing units

Internal agile coach

community

Key projects and business

that require “Querdenker”

The Turntable Turntable

Rockers

▪ Specific

competencies and

personality traits

in continuous

development

based on

experience /

feedback

▪ Market-place and

global cross-

functional and

cross-business

community of

practice (2018:

100; 2019: 500;

2020: 750)

▪ HR has

transparency on

talent situation

and can offer

suitable talent for

vacancies in short

time (internal

talent pool)

11 03.01.2018


Our Leadership Journey 2018

We prepare the global leadership transformation in 2018

Leadership in

Filtration

Experience LiFE

• Pride. Confidence.

Inpiration.

• Leadership in Filtration.

/ Framework for Growth

Engagement

Survey

• Employee

feedback and a

measure on how

impactful the

communication

efforts have been

Leadership

Summit• Linking

leadership with

Strategy 2026

• Focus on

strategy

execution

• Survey findings

and priorities for

further action

Follow up on Engagement Survey• Identify, prioritize and execute on follow-up action from

Engagement Survey – and in parallel: individual learning

and workshops in intact global functional teams to enable

Senior Executives to drive it

Compass 4.2• Recap language, emotions, and something new on body

• Individual learning through practical exercises based on

individual language analytics software

29.01.-end Mar 2018 07.05.-25.05.18 02.07.-06.07.18 (tbc)

Starting July

09.18-02.19

12 03.01.2018


Turn market awareness into new business model

Digital Filtration

Current

Business

Digital Customers

Digital Company

New business

model for Digital

Business

Different external

focus

Different internal focus

13 03.01.2018


Main objectives

Digital transformation initiative

▪ Our goals

▪ Enhance our worldwide leadership in filtration

with digital services

▪ Become the leader in Smart Filters

▪ Enhance our operations with Industry 4.0

concepts

▪ How do we do it

▪ Creation of an IoT lab to speed up technology

build up

▪ Setting up our own M+H IoT platform

▪ Working with key IoT technologies providers

14 03.01.2018


Smart filter products for consumer, commercial and industrial needs

Our Vision

Enhance the productivity of

our customers

Engineer better solutions

Protect people everywhere

15 03.01.2018


▪ Define and invigorate our IoT strategy

▪ Global IoT competence center

▪ Support of IoT innovation projects of the

MANN+HUMMEL group

Located in Singapore

IoT Lab

16 03.01.2018


Corporate Venturing

Cooperation between MANN+HUMMEL and Plug and Play was

established in Sep 2016 and will run for at least five years

Explore a multitude of ground breaking

innovations and combine them with our core

competency, which is filtration

Combination of ideas will be a new engine to

create smart product and digital services

Selected strategic investments for

technology access, high number of

collaborations to use potential and adopt

working methods

Plug&Play Corporate Innovation Award IoT„Unfold Your Potential“ - Starting January

2018 we’ll start the InCube, M+H‘s incubator

at PnP in Silicon Valley

17 03.01.2018


Thank you!

Documents

Leadership & Culture Transformation€¦ · Leadership & Culture Transformation Corporate Venturing Cooperation between MANN+HUMMEL and Plug and Play was established in Sep 2016 and