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In This Competitive World
Developing High Performance teams
Roshan Thiran
www.facebook.com/roshanthiran.leaderonomics
Gro
wth
Time
My “High Performance Team” Experiences
10. Johnson & JohnsonIndustry : HealthcareFunction: HRGlobal Role
9. GE Asia PacificIndustry : MultiFunction: HRAsia Role
7. GE AircraftIndustry : AviationFunction: FinanceCFO & ED 8. GE Crotonville
Industry : MultiFunction: HRLearning Role
6. GE CIGIndustry : MultiFunction: ITProject Mgmt Global
5. GE CapitalIndustry : Financial ServiceFunction: Finance/SourcingEurope Leader
4. NBC UniversalIndustry : MediaFunction: FinanceProduct Leader
1. GE InvestmentsIndustry : Investment BankingFunction: Business DevIndividual Contributor
3. GE GCSIndustry : Oil & GasFunction: FinanceInventory Mgmt
2. GE InternationalIndustry : MultiFunction: FinanceAnalyst Global
12. LeaderonomicsIndustry : MultiFunction: CEOBusiness leader
11. Star Media GroupIndustry : MediaFunction: CEOBusiness leader
Key question: Why do some companies always have high performance teams?
My Research on High Performance OrgsTHE 4 CONSTRAINTS SUFFOCATING PERFORMANCE in MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
Zooming in – Culture:THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
Root of many issues
Culture is the
Has to be
intentional
Beliefs & experiencesdetermine results
What drives Results?
MINDSET
Behaviours/Action
What we feel, hear, perceive)
Adapted from “Culture Drives Results” (Forbes) and Results Pyramid from PIL
New results is constrained by culture!
M1
M 1
1
Adapted from “Culture Drives Results” (Forbes) and Results Pyramid from PIL
9
Case Study: GE’s Transformation under Jack Welch1981 2000
$27.2B1.6B
404,000
9 - 11
1 - 2%
$130 B12.9B
• Revenues• Net Income
• Businesses
• Worldwide Employment
• Management Layers
• Productivity
- 45 Businesses- 350 Product Lines- 2 Global Bus.
• Divested 30% of ‘80 Sales• Invested $21B in
Acquisitions
• 20+% Avg. Annual Yield for Shareholders
• Net result of Acquisitions/ Divestitures/Rationalizations
• Reshaping the Decision Making Process
• Six Sigma• Work-Out• Best Practices• Boundaryless Behavior
- 11 Unique Businesses
- All Global
270,000
4 - 5
8.5%
Extracted from GE Field Book by Robert Slater
Case Study: History of Transformation under Jack
GE’s success a result of Driving Cultural Change!
Structural RevolutionFix, Sell, Close
• 350 Business Units• 400 000 Employees• US - based• Stagnant stock price• Bureaucratic
Cultural RevolutionSpeed, Simplicity, Self
Confidence
• 11 core business• 276 000 Employees• Global – 42% revenues int’l• Double digit growth• “Boundaryless”
The 80’s
The 90’s
Extracted from GE Case Study – Harvard Business School Case
Stages of Jack’s “Mindset” Change
Time
^ New Product IntroductionQuick Market IntelligenceOrder to RemittanceSupplier Partnership Extracted from GE Field Book by Robert Slater
Work-Out / Town Meetings/Action Workout:Mindset: empowerment, bureaucracy busting, action vs wait for boss for instructions
“Copy Shamelessly” Initiative: QMI, NPI, SP, OTRMindset: looking outside GE vs all great ideas are in GE
Bullet Train:Mindset: continuous improvement vs improve when requested
Change Acceleration Process:Mindset: Change can be fast and successful vs slow & painful
Globalisation Strategic Initiatives:Mindset: The world is our market vs US is our market
Making Customers Winners:Mindset: Customers are key vs customers are a pain
Six Sigma QualityMindset: Data driven decisions vs gut-feel
DigitizationMindset: Value People vs People are dispensable
high
low
IntensityofChange
Innovation
Zooming in – Structure & Systems:Why Behaviour is highly dictated by the Eco-system we create as HR leaders
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
Jack
Welch
… and his Six Sigma failure at NBC
Talent development is A PROCESS
Leadership is A PROCESS
Building High Performance Teams
is A PROCESS
Principle
Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development Programmes
Learning Curriculum
Talent Acceleration Programmes
Feedback & Reflection
Principle
Identify & select leaders that have the passion, desire and ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership Program
Competency Model/Values
Enterprise Assessment System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To engage talent, 2 key factors:
1. Internal motivations (comp/ben, feeling a part of a
bigger purpose etc)
2. External factors (including their family and important
elements that are significant to them)
Process and Tools
Family Events – I.e youth camps for employee kids
Involvement in university campuses/events
Engagement Programmes
Total Rewards Structure (Comp & Ben)
Culture of Organisation
HR’s Role in Building High Performance Teams – Are we focused on the right areas?
High Performer Acquisition
High Performer Development
High Performer Engagement
High Performer Branding
Principle
Talent needs to be BRANDED and made to feel like they are
special and mean something to the organisation and its
mission. They also want to work for someone that is
known and stands for something
Process and Tools
External Branding initiatives
Stories about the organisationthat includes them
External Perception of the Organisation & Leadership
External brand of the CEO/leaders in the company
High Performer Branding
Employer Branding
Leadership/CEO Branding
Awareness of Internal Measures
Impactful Community Engagement
Media Coverage
Zooming in on the right side of the Framework
1. Reinvent your HR person into your chief Marketer of your internal initiatives and stories
2. Focus on 1 key area you would like to consistently talk/brand about your organisation (like GE, Google)
3. Brand your CEO/leaders – Ensure they are human and accessible to all
4. Tell stories about the roles and jobs in your organisation – you have cool jobs! Yes you do
5. Highlight lessons learn (good and bad) that your organisation has learnt from
6. Really impact the community and families so more stories are told
Your Story – Are you telling your “high performance” story?
Real stories
Branding employee initiatives,
leadership, culture in your
organisation
Your Story – Are you telling the same story but told in many, many ways and channels?
Is Your Story affecting the eco-system?– Dr. Peter Vint’sResearch for US Olympians and Premiership Football Clubs
Kids Camps For Your Employee’s Kids? Enhance employee engagement & appreciation to you – kids are their treasures
Platform for youth leadership & building brand engagement with future generationsDoingGood & nation building… and still adding value to your employee Brand
Is Your Story from the Grassroots?– Employee involvement in Universities and growth opportunities for both
Malakoff L-Club in universitiesBuilding the Malakoff brand and presence in campus by simply funding a leadership
club in a university
Is Your Story Being Told by Others– Employee Branding & Story Telling CampaignYour employee brand and theme is the talk of townBe clear about your what your employee brand and themes are and keep highlighting them
Brand Your Roles“A Day in the Life of”
Brand Your CEO and what he/she stands for“My First Job”
“Dare to Fail”
Brand Your Culture“Life @ YourOrganisation”
Brand Your People“Highlight promos and top talent”
Brand HR initiativesShowcase the good work that you and your team are doing
Huge Opportunity for HRTo move from Administrator to Business Leader
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.leaderonomics.com