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Dommel Valley Group Symposium 2010 workshop presentation
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Learning to LeadMatt Fisher, COO, EFQMEindhoven, 8th November 2010
What is EFQM?
EFQM is a non-profit foundation, based in Brussels.It was formed in 1988 by a group of leading European organisations.We are the custodians of the EFQM Excellence Model.Together with our European partners, we have 30,000 member organisations.
2
The need for a Model
The power of isolated efforts is NOT effective anymore given the interdependence of our world.At EFQM, we believe in a world where European organisations are recognised as the benchmark for sustainable economic growth.
3
EFQM Excellence Model 2010
Simple, business focused language
Future focused, holistic assessment tool
Increased focus on key themes like innovation and sustainability
4
How does the Model work?
Increase Market Share
Market ShareMarket Share
% Leads Converted% Leads
Converted
Repurchase Rate
Repurchase Rate
Brand Awareness
Brand Awareness
Increase AdvertisingIncrease
Advertising
Develop New Offerings
Develop New Offerings
Generate Sales
Generate Sales
Executive Sponsorship
Executive Sponsorship
Increase Market Share
Increase Market Share
Recruit & Develop Potential
Recruit & Develop Potential
ProductivityProductivity
Employee Engagement
Employee Engagement
Manage & Motivate
Manage & Motivate
Growth StrategyGrowth Strategy
Develop Partnerships
Develop Partnerships
Manage Customer
Relationship
Manage Customer
RelationshipBonus &
Commission Scheme
Bonus & Commission
Scheme
Identify Market
Opportunity
Identify Market
Opportunity
Leads Generated
Leads Generated
Positioning the EFQM Training Portfolio
©2010 EFQM7
Executive
Middle Management
Frontline
Pegasus Executive
Pegasus
Leaders for Excellence
©2010 EFQM
Volvo Pegasus Case
©2010 EFQM 2
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions
Introduction• Jos van Valkengoed
• Since October 2010, Global Sales & Operations Planning Senior Director for Philips Lighting
• From June 2008 till October 2010, Senior Director Business Improvement for Philips Lighting
• Prior Philips, Worked 12 Years for GE within Different Positions:o Global Lexan PSI Leader for GE Plasticso Master Black Belt for GE Plasticso Audit Manager for GE Corporate Audit Staffo Auditor for GE Corporate Audit Staffo IMLP for GE Capital
©2010 EFQM
©2010 EFQM 4
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions
Pegasus Programme seeks to reinforce strategy implementation capabilitiesOur goal: understand how strategy is turned into action. This starts from understanding the business in context, leads through structured review and feedback, and ends with proposing change.
©2010 EFQM
This week (3 days) Company visit (4 days)Competition
Market Segment
Value proposition
Capabilities
Financial viability
Case for change
Action programme
Communication plan
Plan Deliver and review
From business scan
StrategicChallenges
to implementationRed thread
to Assessmentplan
to Interviewsand assessment
toFeedback and key message against strategy
to Change programmeto
©2010 EFQM6
Structure of this weekSetting personal goalsReviewing the strategic contextBuilding strategic Red Threads
Day 1:Business Scan and strategic challenges
Understanding links with implementationIdentifying implementation Red Threads
Day 2:Implementation Red Thread
Structuring an assessment planGiving effective feedback and structuring change
Day 3:Assessment Plan
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The steps in this programme
Plan Deliver and review
A B C D E F
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Pre-work
Information from host
Internet search
Your assumptions
+
+
=
Your notes of key
themes
Your questions
A
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Forming the team’s first hypothesis
????
Team questions
Each person’s questions
Team view “rough first hypothesis”
Each person’s key themes
B
‘Business fundamentals’
Strategic challenges & opportunities
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Refining the hypothesis by strategic analysis
?
?
Team use strategic analysis techniques to understand the key issues of Host Company
- business context
- value proposition
- operating performance
- key competences
- profit potentialRough first hypothesis& questions
Refined hypothesis1
C
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Sharpening the view, using EFQM Excellence Model and RADAR
EFQM methodology
?
Refined hypothesis1
D
A
DA&R
R
?
?
??
Draft Investigation
brief
©2010 EFQM12
Creating a company visit to test the hypothesis and propose change
+ =
Meeting with Company reps
Company visit plan
?
?
??
?
?
??
E
Draft Investigation brief
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Completing the assessment, offering feedback and proposing change
company visit
companyvisit plan
feedback and ideas for change to company
your ongoing development
?
?
??
F
©2010 EFQM 14
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions
Multi Disciplinary Team From 5 Different Industries …
©2010 EFQM
Mark FinnieUnited KingdomMarketing DirectorStrix Ltd.Technology
Bart Muldersthe NetherlandsManager Hi RetailKPN TelecomTelecom Industry
Matthias SchneiderGermanyBusiness Unit Manager T-SystemsTelecom Industry
Chris YatesUnited KingdomResource ManagerLloyds Banking GroupFinancial Services
Paul MackUnited KingdomX E Customer & Emp. 1st ManagerXerox EuropeTechnology
Jos van Valkengoedthe NetherlandsSenior Director Business ImprovementPhilips LightingTechnology
Volvo Car Customer Service Challenge …
• Review the new strategic agenda and direction (VCCS Revenue Agenda)
• Review if our business positioning seems reasonable given our business environment
• Suggesting KPI’s that will enable us to follow up and reach our new strategic challenges
• Review if our current organisation and business model has the capability to deliver according to our expectations
©2010 EFQM
Methodology
©2010 EFQM
Brussels (3 days) Volvo visit (4 days)Competition
Market Segment
Value proposition
CapabilitiesFinancial viability
Case for change
Action programme
Communication plan
Plan Deliver and review
From business scan
StrategicChallenges
to implementationRed thread
to Assessmentplan
to Interviewsand assessment
toFeedback and key message against strategy
to Change programmeto
• Pre- work (Brussels) … Completed Assessment Plan With Formulated Hypothesis
• To Validate & Test Hypothesis … Completed 30 Interviews Within Volvo, Joined MT Meetings & Visited Dealers
• Reported Back Robustness VCCS Strategic Plan & Provided Detailed Recommendations
• Conducted 1 Day Workshop With VCCS MT
©2010 EFQM 18
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions
Key Learning for Me
• Opportunity to Benchmark Another Company, Who is in Transition
• Learn About Volvo Car Customer Services (VCCS) Challenges, Risks & Opportunities … Their Strategy to Deal With This
• Worked With Peers from Different Companies & Sectors … Due to Short Project Cycle & Intensity, Went Thru Full “Forming, Storming, Norming & Performing” Cycle
• Added 5 Great Colleagues to My Personal Network
©2010 EFQM
Key Learning for Volvo
• An Independent Opinion On Strategic Agenda, Organizational Setup and KPI’s … an Outside In View
• Best Practice Sharing on KPI’s
• Understand How Other Companies are handling Key Transformations
• One Day Workshop to Turn Opinion into Actions with Owners & Deadlines
©2010 EFQM
