Sustaining Alignment and a Focus on Performance Within GSKPaul RobinsonJune 2015

What am I NOT going to discuss?

• The process of strategy execution: – development, deployment, PMO, performance management, course correction

• The tools we use– X-matrices, A3s, PESTLE, SWOT, 7S, Tactical Implementation Plans…

• Reward & recognition systems– Balanced scorecards driving bonus awards & incentives

• Any other top-down mechanism to keep teams focussed

Objectives of this session

• Share our story of how GSK is integrating the principles and practices of Organisation Development, Project Management and Lean Six Sigma to improve business performance –Accelerating Delivery & Performance (ADP)

• Provoke your thinking in how ‘combining forces’ with specialists can achieve greater organisational impact and sustain a focus on alignment, focus and delivery

• Reflect on insights that could apply to you

Session Plan IPO (Input - Process - Output)

Input Process Timing Output

Slide pack

Welcome & Set-up 5 mins1. Share our story of how GSK is

integrating the principles and practices of Organisation Development, Project Management and Lean Six Sigma to improve business performance –Accelerating Delivery & Performance (ADP)

2. Provoke your thinking in how ‘combining forces’ with specialists can achieve greater organisational impact and sustain a focus on alignment, focus and delivery

3. Reflect on insights that could apply to you

ADP story in GSK(includes 5min question ‘pause’)

15 mins

Personal Reflection:• What did you hear?• What’s your key takeaway?• What questions do you have?

3 mins

Q&A 10 mins

Why ADP? A Perfect Storm of Opportunity…

LEAN OD PM

The hypothesis: 2009 and birth of the GSK Change Framework

PM

ADPOD

Lean

PM

What do you currently apply in your practice?

1. PM only

2. PM & Lean

3. PM & OD

4. PM & Lean & OD

The hypothesis: 2009 and birth of the GSK Change Framework

PM

ADPOD

Lean

PM

The story so far...

Early Experiments2009

Building Momentum & scale

up2010-11

Embed, extend & adapt

2012 to date

What?

Learnings

Fundamentals for Delivery ‘Beacon’ projects Forum, Fieldwork,

Feedback approach Cross Skilling ADP team Build a Practitioner

Community Leaders as role models

Business invest at ‘PoC’ Avoid sheep dip training All ‘pull’, no ‘push Choosing the ‘right’ work Learn how to say No

Embed in daily work Extend to Emerging

Markets Improve standard

approaches Leverage Practitioner

community

Move a small number of staff to seed new teams

Tailor to cultural fit Become a hub for

talent development

Start small and prove Active sponsorship Work in trios Exit Push projects that

don’t work

Learn before GSK Change

Framework & Tools Mobilise ADP team &

apply to 10 projects

June 2010: Birth of the Fundamentals for Delivery

Origins of the GSK Fundamentals of Delivery

LeanVoice of customer

Go and See

Problem Solving

Visual Performance Management

Continuous Improvement

PM

Benefits & Scoping

Implementation Planning

Stakeholder engagement

ODTeam Ways of

Working

Approach to Change

Personal Accountability

Coaching

• Right Brain preference• Appreciative Inquiry• Coaching for capability• People orientation• Consultative• Input oriented

• Left Brain preference• Process orientation• Problem solving – fix it• Training for capability• Goal/results driven• Discipline and rigour

1. Change starts with ‘self’ first

2. Clear, active and visible sponsorship by key stakeholders

3. Simple time bound measures tied to financial / business results

4. People impacted own and design the change

5. Focus on the vital few things you can change now

6. Design fit for purpose solutions that address customer needs not wants

Principles of ChangePrinciples of Accelerating Change (PACE)Moving towards a daily focus of alignment, focus and discipline

Personal Reflection:• What did you hear?• What’s your key takeaway?• What questions do you have?

Thank you!

15

GKN

• Alignment of a critical few goals – Business Excellence analysis every 2 years (EFQM)

• Clear process for Policy Deployment– X Matrix and similar standardised structure

– Monthly board reports driving conversations about whether we have the right actions in place to ensure success (see notes from Feb)

• Leadership behaviour– Move away from firefighting, command & control, focus on numbers not process

• Turn the triangle upside down– Processes under control

– Team members do the work, create the standard problem solve

– To do this, teams need supporting by their supervisors

– Teak leaders need supporting and so on

– Check/Act – trust but verify…go to gemba

– 1 year to coach a Master of Continuous Improvement Leadership ( Site Dirs)

• Strategic CI and day-to-day CI are well defined with the latter looking to improve what’s already there and the former being clearly aligned to the X-matrix

• Next stage of the journey is to take this into the business processes, not just shop floor

Key Points

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GKN

• How do we measure the benefits?– Delivery of benefits of the projects in the X-Matrix

– To add in the brainstorming suggestions from the SLT session late 2014

Q&A

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Rexan & Just Retirement

• See materials from Feb

• Theme teams to develop the key themes

• From X to Y by when not shared with everyone – sits underneath

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Vodafone (Roaming Services)

• Based in Luxembourg

• What is the purpose of a service provider? Just a dumb pipe?

• Moved from calls to voice and data…convergence

• Convergence is all around whether a single provider can provide home, mobile, broadband… maybe even buy your tv from them too.

• Group there to support or direct? Currently supportinve

• 5 year strat for the group and each CEO in the group then develops a 3 year plan– Very finance focussed culture in Vodafone

– What are the critical strategic things in the plan?

– Challenge is around how to prioritise the distribution of capital

– Selling of Verizon released capital which allowed investment that other competitors didn’t have

– Bonus is 60/40 vs what/how

– Centre identifies customer experience as critical as a strategic theme and Roaming has identified the issue of ’billshock” when roaming. The response is therefore to make strategic changes to it’s business model.

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