Driving the Innovation Culture - Nation eJobs · Driving the Innovation Culture Suphajee Suthumpun Country General Manager IBM Thailand Co., Ltd. 2 ... to Japan's economic rebirth

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““A View from the Top: A View from the Top: HR InnovationHR Innovation””

Presented by Khun Suphajee SuthumpunCountry General Manager

IBM Thailand Company Limited

Driving the Innovation Culture

Suphajee SuthumpunCountry General ManagerIBM Thailand Co., Ltd.

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© 2006 IBM Corporation3

Agenda

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It‘s time to be an innovator

IBM : An Innovation Company

Workplace of the 21st Century3


11 It’s time to be an Innovator

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November 23, 2006 © 2006 IBM Corporation5

"We will fight our battles not on the low road to commoditization, but on the high road of innovation."

– Howard Stringer, Chairman and CEO, Sony

"Government support for scientific research is not enough. We also need to make sure that scientific innovation gets translated into applied uses in business."

– Tony Blair,Prime Minister, UK

"Continuous innovation and the full, unfettered expression of human capacity are indispensable to Japan's economic rebirth and revitalization."

– Junichiro Koizumi,Prime Minister, Japan

"Constant reinvention is the central necessity at GE…We’re all just a moment away from commodity hell."

– Jeffrey ImmeltChairman and CEO, GE

“More and more CEOs are adopting an innovation agenda.”– Sam Palmisano

"We are at a pivotal moment for the company. If we don't become an innovator, we could end up like one of those Japanese companies, mired in difficulties.“

– Kim Byung CheolVice President, Samsung


1972the world is round

“The Blue Marble”Photo taken from Apollo 17

Last human mission to the moon

2006the world is flat

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20thCentury

New Model for the 21st CenturyInternational Exporting


20thCentury

New Model for the 21st CenturyMultinational Country Silos

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21stCentury

New Model for the 21st CenturyThe Globally Integrated Enterprise


Operations are becoming more global

Kuala Lumpur

Manila

DalianJapan

Shanghai

Brisbane

Okinawa

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Innovation that Matters | It’s great to be an Innovator © 2006 IBM Corporation11

The Global CEO Study 2006 is the largest CEO-level study of its kind Americas

25%Asia Pacific 40%

Europe 35%Purpose: Understand role of innovation on CEOs agenda

Innovation Definition: “New ideas or current thinking applied in fundamentally different ways resulting in significant change”

Innovation focus:– Products, Services, and Markets– Business Models– Operations

Scope: 765 CEOs and business leaders representing all major countries


IBM Global CEO Survey

Innovation goes beyond products and services.

External collaboration is essential.

Innovation starts at the top.

Myth: Innovation means developing new products and services

Myth: Innovation is too critical and proprietary to involve outsiders

Myth: Responsibility for innovation should be delegated

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Innovation that Matters | It’s great to be an Innovator © 2006 IBM Corporation13

Have one today

Are actively collaborating

Manage change well

The Innovation Gap

83% 20%

76% 51%

80% 50%Want to foster a culture of innovation

Value collaborative innovation

Know their businessmodel must change


Sources of New Ideas and Innovation

Academia

Associations, trade groups, conference boards

Competitors

Consultants

Customers

Business partners

0515253545% 45%3515 2550

Internet, blogs,bulletin boards

Other

R&D (internal)

Sales or service units

Employees(general population)

Think tanks

External Internal

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What stands in the way?

Obstacles to Innovation

0 10 20 30 4040 30 20 10 0

Government and otherlegal restrictions

Economic uncertainty

Inadequate enabling technologies

Insufficient accessto information

Unsupportive culture

Limited funding

Internal workforce issues

Process immaturity

Inflexible infrastructure

External workforce issues

External Internal


management and culture

policy and society

business processes

services

products

business models

It’s time to innovate

IBM Global CEO Study 2006

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22 IBM : An Innovation Company

October 4, 2006 © 2006 IBM Corporation18

IBM: An Innovation Company

1929 – Card Punch

1934 – Accounting Machine

1961 – Selectric Typewriter

1952 – First Mainframe

1970 – System 370

1981 – Personal Computer

1945 - $142M 1957 - $1.2B 1968 - $6.9B 1981 - $29.1B 1994 - $64.1B 2005 - $91.1B

2006 – Playstation 3

1906 – Bundy Time Recorder

1926 – Scale

Global Services

1995 – IGS formed

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IBM 1984

“The IBM Era Is Over ... what was once one of the world's more vaunted high-tech companies has been reduced to the role of a follower, frequently responding slowly and ineffectively to the major technological forces reshaping the industry.”

The New York TimesDecember 16, 1992

IBM 1992


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March 8, 2004

“…once-sluggish IBM surges onto the top ten list.”

Fortune MagazineMarch 8, 2004


33 Workplace of the 21st Century

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Transforming IBM toward the 21st century workplace

Capability

Culture

Climate

CareersA Great

Company


Culture

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The IBM Culture

Paternalistic

Insular

Entitlement

Lost Hunger/Passion

Bureaucratic

Empowerment

Market Focus

Meritocracy

Sense of Mission

Exploit Knowledge and Expertise

26 © 2006 IBM Corporation

SetSet aggressive targetsaggressive targets and focus on winningand focus on winningWork byWork by principles, not rulesprinciples, not rulesEmbraceEmbrace change + diversitychange + diversityFeelFeel urgencyurgencyRRemainemain openopen to new ideasto new ideasPay constant attention toPay constant attention to improving skillsimproving skillsHold ourselvesHold ourselves accountableaccountable for individual,for individual, team and IBM resultsteam and IBM resultsUnderstand Understand work-life balancework-life balance

AND AT IT's CORE: AND AT IT's CORE: PASSIONPASSION

highhigh performanceperformance culture -culture - some characteristicssome characteristics

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27 © 2006 IBM Corporation

7 Characteristics of High Performance Culture

A. We act and lead with integrity

B. We put client & IBM first. Our unifying focus is results: in client satisfaction; share leadership; and revenue & profit growth.

C. We trust in each other.

D. We are open to change, and recognize when it’s needed.

E. We tell it straight. No rationalization. No spinning.

F. We hold high standards for ourselves and the teams we lead; we are accountable.

G. We are in this to win and to lead. We celebrate & reward winning.


From High Performance Cultureto

Innovation Culture

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InnovationJam

More than 140,000 people participated in Phase One.

– 4.2 million page views.

– 37,000 ideas from 77 countries.

67 clients, business partners and academic institutions participated worldwide

12,690 family members

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Opened IBM’s business and technology forecasting processes for the first time

– Insights shared openly and opportunities pursued collaboratively

GIO 2004: Three primary focus areas– Healthcare, Government, Work/Life Balance

Focus expanded in 2005-06– Developing new markets and capitalising on

business opportunities

– Future of the Enterprise, Environment & Energy, Transportation & Mobility

Global Innovation Outlook


Climate

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33 © Copyright IBM Corporation 2006

IBM Human Resources

Elements of a Healthy ClimateElements of a Healthy Climate........

Clarity: IBMers know their mission. IBMers understand their role in IBMers know their mission. IBMers understand their role in achieving it.achieving it.

Standards: IBMers do not tolerate mediocrity. IBMers are constantly IBMers do not tolerate mediocrity. IBMers are constantly challenged.challenged.

Responsibility: IBMers operate with autonomy. IBMers take risks.IBMers operate with autonomy. IBMers take risks.

Flexibility: IBMers don't create bureaucracy. IBMers invent new ways to IBMers don't create bureaucracy. IBMers invent new ways to win. win.

Rewards: IBMers are recognized on the basis of their performance. IBMers IBMers are recognized on the basis of their performance. IBMers thrive amid criticism and threats.thrive amid criticism and threats.

Team Commitment: IBMers stand together. IBMers take pride in their team. IBMers stand together. IBMers take pride in their team.

IBMers awake each IBMers awake each morning energized, morning energized, focused on the focused on the customer and the customer and the competition, and competition, and ready to win!ready to win!


Productsand

Services

BusinessGoals &Strategy

OrganizationalStructure

ManagementTeam

LeadershipCompetencies

ManagementPractices

LeadershipStyles

Revenue,Profit, &

Shareholder Value

OrganizationalClimate

28-36%

Leadership Fram eworkLeadership Fram ework

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COERCIVE - Draws immediate response from employees - directive

AUTHORITATIVE - Motivates by focusing on how day-to-day activities support long-term goals and common vision

AFFILIATIVE - Supports employees in routine or stressful times by focusing on the human element of a situation DEMOCRATIC - Empowers people to make decisions about their own goals, creating greater teamwork and commitment

PACESETTING -Leads by doing vs.. inspiring or coaching others

COACHING - Builds self confidence and motivates by linking day-to-day work with personal long-term objectives

Managerial StylesManagerial Styles


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Career


Areas of expertiseJob roles

Consultant IT Architect

Project Management Technical Services

LogisticsProcurementFulfillment

Solutions SalesContracts & NegotiationsBusiness DevelopmentSales Operations

Communications FinanceAdministration Human Resources Legal

Market IntelligenceDistribution Channels

Integrated Marketing CommsMarketing Operations

TechnicianEngineer

Production

Engineer Technician

Software Engineer

Operations

IT and ServicesResearch &

development

Sales

ManufacturingMarketing

Supply Chain

Our Careers

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Technical / Professional Managerial /Executive

Leadership

Degree of businesscontribution

Set your goals Build yourexpertise

Dual career path

Manageyour career

Career growthOur Careers


Establish annual work objectives (PBCs)

Participate in learning activities

Assess skills & competencies / Updatedevelopment plan

Performanceevaluation

PEOPLE DEVELOPMENT

Checkpoint/ Feedback

Compensation & future opportunities

Our CareersManaging performance @ IBM

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Capability


The Foundational Competencies form the base for People Development and help to build the house of competencies necessary for achieving success .....

IBM Foundational Competencies

Profession-related

competencies

Role/job-related

competencies


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Develop Effective SolutionsGenerate Innovative Ideas & SolutionBuild & Leverage relationships

among colleaques

Build client relationshipEnsure customer relationship

Taking Ownership

Teamwork & Collaboration

Adapt to changeManage TimeDeal to Stress

Foundation of CompetencyFoundation of Competency

Adaptability

Client Focus

Effective Communication

Creative Problem Solving

Drive to Achieve

Taking Ownership

Teamwork & Collaboration

Trustworthiness

Passion for the Business

Drive to Achieve

Taking Ownership

- Listen carefully to Others- Match Mode of

communications to situation

Accept responsibilityfor actions and decisions

Trustworthiness

Set challenging goalsPersist in the face of obstacle

Passion for the business

Passion for IBM’s Future

Developing IBM People Developing IBM People and Communityand Community

Strategic Risk TakingStrategic Risk TakingEmbracing Embracing Complexity and Complexity and ChallengeChallenge

Enabling Growth and Enabling Growth and PerformancePerformance

Informed JudgmentInformed JudgmentCollaborative Collaborative InfluenceInfluence

Earning TrustEarning TrustThinking HorizontallyThinking HorizontallyBuilding Client Building Client PartnershipsPartnerships

Trust and personal Trust and personal responsibility in all responsibility in all

relationshipsrelationships

Innovation that matters Innovation that matters –– for our company and for our company and

for the worldfor the world

Dedication to every Dedication to every clientclient’’s successs success

Passion for IBM’s Future

Developing IBM People Developing IBM People and Communityand Community

Strategic Risk TakingStrategic Risk TakingEmbracing Embracing Complexity and Complexity and ChallengeChallenge

Enabling Growth and Enabling Growth and PerformancePerformance

Informed JudgmentInformed JudgmentCollaborative Collaborative InfluenceInfluence

Earning TrustEarning TrustThinking HorizontallyThinking HorizontallyBuilding Client Building Client PartnershipsPartnerships

Trust and personal Trust and personal responsibility in all responsibility in all

relationshipsrelationships

Innovation that matters Innovation that matters –– for our company and for our company and

for the worldfor the world

Dedication to every Dedication to every clientclient’’s successs successIBM Values


IBM Leadership Competencies

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HR Prioritiesin

High Performance Culture

IBM Human Resources

HR Priorities in a High Performance CultureHR Priorities in a High Performance Culture

ClimateClimate

Talent

Leadership

Differentiation

Team HR Makes it Happen!

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IBM Human Resources

HR Priorities HR Priorities

Talent:Talent:Ensure that IBM has the talent necessary to meet our customers' needs and recognize that Talent is a life cycle.

Differentiation:Differentiation:Implement and leverage differentiation as a key success factor of a high performance company.

Leadership:Leadership:Ensure we have a leadership team that gives IBM a competitive advantage in the marketplace. Diverse, at the right time and at the right place.

Climate:Climate:Create a healthy work environment that serves as the distinguishing factor in our efforts to attract, motivate and retain.

HR IBM ASEAN / South Asia

Climate:Climate:Create a healthy work environment that serves as the distinguishing factor in our efforts to attract, motivate and retain.

Healthy Climate @ IBMHealthy Climate @ IBMEmployee Relations ProgramsEmployee Relations ProgramsDiversity ProgramDiversity ProgramFlexible W ork OptionsFlexible W ork Options

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Talent:Talent:Ensure that IBM has the talent necessary to meet our customers' needs and recognize that Talent is a lifecycle.

Career ManagementCareer ManagementSkills Management CycleSkills Management CycleLearning @ IBMLearning @ IBM


Differentiation:Differentiation:Implement and leverage differentiation as a key success factor of a high performance company.

Performance ManagementPerformance ManagementRetention Retention Managing Poor PerformersManaging Poor Performers

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Leadership:Leadership:Ensure we have a leadership team that gives IBM a competitive advantage in the marketplace. Diverse, at the right time and at the right place.

Leadership FrameworkLeadership FrameworkTop Talent ManagementTop Talent ManagementDevelopmentDevelopment


Your products?Your services?Your financial strength?Your customer base?Your supply chain?Your management systems?Your business model?Your history?Your brand?Your expertise?

How will innovation matter for you?And how can we help?

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Driving the Innovation Culture - Nation eJobs · Driving the Innovation Culture Suphajee Suthumpun Country General Manager IBM Thailand Co., Ltd. 2 ... to Japan's economic rebirth