28 OCTOBER 2016

Changing behaviour – Competence development with impact

2

Agenda

1 Welcome and introduction to the topic of the day

3 Case from Arbejdernes Landsbank: Implementation of a new customer approach

2 How to rethink the collaboration between HR and the commercial organisation

6 Wrap-up

4 Introduction to track tours

5 Track tours 1 and 2

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28 October 2016 Changing behaviour How to change behaviour in the front line through training, leadership and a new kind of “touchpoints”. 27 January 2017 Commercialisation and product launch How to successfully commercialise and launch new products – and make them win in the marketplace. 24 March 2017 CRM implementation with impact How to ensure that CRM investments create the expected impact and results.

Commercial Excellence Forum 2016 and 2017 Planned meetings in 2016 and 2017 (Q1 and Q2)

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The next Commercial Excellence Forum is on 27 January 2017

Launch excellence: • Up to 70% of all commercial launches fail and do not

deliver on sales and customer expectations.

• Through hands-on case stories, practical tools and interactions with peers, you will get inspiration on how you can overcome the pitfalls and move your company closer towards launch excellence.

• Guest speaker: Pernille Lind Olsen, Hempel

How to successfully commercialise and launch new products – and make them win in the marketplace

Change with Impact.

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Top preferences and core expertise

• Short-term results and external focus • Number-driven side of business • Daily business • “Help us to sell” • Targeted towards market/segments • Urge to create value

• Long-term results and internal focus • Soft side of business, e.g. culture,

value, employer engagement • Company-wide tools/frameworks on

people matters • Competence development • Leadership focus

Commercial organisation HR

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A potential clash of perspectives and interests

Commercial organisation HR

We don’t have time for competence development.

We need a common language to communicate.

We have created a new solution.

We focus on development. It’s either generic or complex.

We already know how and what to focus on.

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Benefits and possibilities for collaboration

• To respect and trust each other’s different competences • To understand and translate between the two perspectives • To listen and to stay open for feedback and input • To appreciate both contributions • To acknowledge that it is necessary to collaborate

HR Commercial organisation

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The expectations of HR is changing HR needs to co-create workforce performance and employee engagement with the business

Rea

ctiv

e Proactive

Business focus (outside-in)

HR focus (inside-out)

HR

High- impact

HR

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Traditional HR

Focused on internal stakeholders

Process efficiency is a main focus

Broker

Focus on changing behaviour

Change management

Limited innovation/ambition

Risk averse

Enablers

Split operational and strategic activities

Release business-oriented HR from operational distractions

Focus on the strategic development of workforce performance

Recruit people in HR with a non-HR background

Take on project management of strategic initiatives

Prioritise cultural and transformational change capabilities

Develop executive coaching and organisational design skills

High-impact HR

Focused on internal and external stakeholders

Value co-creation is the objective

Strategic adviser

Focus on changing behaviour and business results

Building a workforce performance culture

Challenge out-of-the box thinking

Risk management

How does HR become closer to the business The change journey for HR

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Define clear HR roles to ensure as much business impact as possible HR needs a customer-centric service delivery model – there is no “one size fits all”

HR leadership is a key business

influencer

HR-strategic advisers become enablers of workforce performance and

employee engagement

HR practice development focuses on strategy, incremental improvement and utilising/ managing third-party support to provide subject matter expertise

Standard HR work is owned by Global Business Services

Executive leadership

HR leadership

Business leaders

Business HR

Global business services

HR

services

Third-party suppliers

Communities of HR

practice development

Expert support

Operational HR

Co-creating business solutions, workforce performance and employee engagement

Employees

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Demand strong business capabilities in HR HR needs to supplement HR expertise with core business and consultancy skills

Key characteristics of a business-orientated HR role • Develop deep business knowledge/

ability to contribute to business decisions

• Provide input to development and revision of HR strategies to ensure that the business’ changing needs are met

• Develop business unit-specific metrics to improve the workforce performance required to deliver business unit plan priorities

• Increase leadership capability • Partner with the business on

employee engagement • Partner with the business to enhance

HR product development and services

Capability development priorities • Business acumen • Consulting/facilitation/advisory skills • Communication • Strategic thinking/analytical ability • Executive presence • Courage of conviction • Relationship building • Customer focus • Teamwork • Innovation • Negotiation/conflict resolution

Capability

Capabilities can be sourced through internal development (where possible), internal non-HR transfers or through external recruitment

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We will present five levers to increase impact in roll-out

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The five levers

Large-scale kickoff event

Competition/gamification element

Know what good looks or feels like

Get out there (in their daily work)

Focus on impact (from top management)

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Large-scale kickoff event

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The competition/gamification element

Launch an ambitious change journey Wrapping the change journey as a

game to create engagement and motivation

Compete on behaviour and only partly on results

Team competition Follow up on results continuously Transparency for all Celebrate the right performance on

the WAT – not the results

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Know what good looks or feels like

Driver 1 TOOLS TO BE USED CUSTOMER VOICE

SALES APPLICATION VIDEO*

Driver 2

Behavioural drivers

SALES MEETING “SCRIPT”

Driver 3

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Get out there (in their daily work)

Change agents are field agents

Change agents as role models – “walk the talk”

Change agents should be open to changing own mindset and be part of the concept

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Focus on impact (from top management)

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Ensuring impact and business results of our training initiatives is hard when …

of all the numbers on all of the sales 83% “

dashboards are completely unmanageable”*

Business results

Sales objectives

Sales rep behaviour

Sales mgmt behaviour

Lagging indicators

Leading indicators

IMPACT CASE EXAMPLE

Source: Jason Jordan (2014). “In Sales, Can You Manage What You’re Measuring?”

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Sales training with focus on few core tools to drive impact

Example of sales tools

Sales meeting playbook

Meeting preparation sheet

Reference story template

Alignment email

Value messaging

Learnings

• Co-create tools with sales reps and

managers in order to ensure buy-in

and the desired sales behaviour

• Select only few core tools to ensure

focus

• Make training relevant and make use

of sales reps’ own opportunities

• The tools are only means in order to

ensure change and optimise sales

behaviour

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Sales management role in realising and accelerating impact is key

Meeting cadence

Sales coaching

Win rooms

Example of supporting tools Learnings

• Make sure that sales managers are

engaged before, during and after

training

• Set up visual performance boards to

drive the desired behaviour

• Install minimum standards and follow

a fixed meeting cadence

• Key that sales managers ensure

discipline and follow up closely

• Apply sales coaching methodologies

• Celebrate initial wins

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28 October 2016 Changing behaviour How to change behaviour in the front line through training, leadership and a new kind of “touchpoints”. 27 January 2016 Commercialisation and product launch How to successfully commercialise and launch new products – and make them win in the marketplace. 24 March 2017 CRM implementation with impact How to ensure that CRM investments create the expected impact and results.

Commercial Excellence Forum 2016 and 2017 Planned meetings in 2016 and 2017 (Q1 and Q2)

28

The next Commercial Excellence Forum is on 27 January 2017

Launch excellence: • Up to 70% of all commercial launches fail and do not

deliver on sales and customer expectations.

• Through hands-on case stories, practical tools and interactions with peers, you will get inspiration on how you can overcome the pitfalls and move your company closer towards launch excellence.

• Guest speaker: Pernille Lind Olsen, Hempel

How to successfully commercialise and launch new products – and make them win in the marketplace

Implementconsultinggroup.com

Implement Consulting Group Implement Consulting Group is a leading Scandinavia based management consultancy, specialised in driving strategic transformations with a strong differentiator on “making change happen” – delivering documented Change with Impact.

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