2. The biggest CEO challenge is to bridge the strategy-results gap Our company is embarking on a new phase of growth.How can I rapidly align my managers to the new strategy and drive home thegame changing actionsrequired? Our company is transforming to meet future needs.How can I infuse our organization with new capabilities, step-change process improvements and trueinter-functional collaborationto win the future? We need a stronger follow-through to deliver results after adopting a new strategy and organizational focus.How can I deepen managers understanding of the company from an investor perspectiveand get them to act in line withTSR? Typical CEO challenges/needs: 3. also referred to as theknowing-doing gap. Want people to understand Want people to do
Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html 4. The most common approaches are top-down & telling in essence 5. which works well in the first phases of the change path fragen Rough Planning:2. Generating Motivation Detailed Planning: 3. Qualification &Cooperation Realization of Measures: 4. Commitment 5.Continual Support:Internalizing (Performance) Time Productivity, Motivation Change Initiation:1. Create Awareness OriginalPerformance Level Learning Saying Questioning (oneself) Hearing, Seeing and Reading Source: Tata Interactive Systems GmbH 6. but can lead to unintended results in the later phases Different understanding.. different directions. => leading to frictions between functions that ought to cooperate Force-feeding views to people that have been hired to think for themselves. => Leading to change resistance. Image: http://www.seantis.ch/blog 7. where results are better & quicker with employee-driven discovery. Letting valuable managers discover bad and good approaches on their own terms increases their ownership and propensity to act on their plans. => Resulting in a motivational and inspirational atmosphere and a can-do culture. image: http://pixdaus.com/single.php?id=75833 8. When the employee decides to act, on the right things, results happen. The key to action isfor each to resolve his/her goal,belief, feeling, value conflicts. Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html 9. Our Behavior Change Path helps bridge the gap and find alignment Participants currently do Therefore, participantswill do Exposure to the The Practice Company Event & Process Makes them: -viewfrom common perspective -think -believe -feel -know -chooseinterpretations role models state of mind Because they currently: -viewfrom their perspective -think -believe -feel -ignore -follow directives -follow role models -have a state of mind Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html 10. Our events are immersive and practical,=> geared towards aha moments Business Simulations E-learning Self-assessment Coaching Team assignments Seminars Groups (small or large) Alone On-location Distance Virtual (ex. Secondlife) Images: Tata Interactive Systems GmbH Big Business Photo: http://www.purplepawn.com/2009/10/the-business-of-games%E2%80%94game-jobs/ 11. and participants ownership and commitment to act on their plans. 12. Engagement examples 13. Engaging middle management in the GloBE journey.
Context: Actions: Nestle: Sales: $70bn, in 200 countries with 250k employees 14. Quicker business results by working smarter, not harder.
HBC: Sales of $7bn in 550 stores under 3+ banners Context: Actions & Results: 9x 12x 15x 5x Inv turns 33% 24% 22% 30% GP% 305% 285% 330% 150% GPROI $275$425$600$170Sales/f2 Target WMT Loblaws HBC 15. Aligning sales and operations around strategic priorities
Context: Actions & Results: Pansonic sales: $111bn with a staff of 385k 16. Other interesting engagements:
17. At the end, we help you deliver results through your people(bottom-up vs. top-down) We simplify even the most complex We get people to find new waysWere experienced industry execs Practical, leading-edge methodology Our participants deliver resultsEx: Nestl , Panasonic (work smarter not harder) Ex: HBC - LeShop.ch online grocery (now part of Migros) - HBC, HEB, BAG-Rewe, Metro, Manor - P&G, Nestl
18. Thank you! Alexander Hillenbrand [email_address] Tel: 514 710 0542