Vistage CEO Session
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The document discusses constraints to scaling and growing a business to be the best in the world. It identifies two main constraints: organizational constraints and individual constraints. Organizational constraints include culture, processes, structure, and leadership. Individual constraints center around whether a person believes they can become the best and their willingness to undergo the pain of learning. Learning is difficult because it requires change, but is the process by which knowledge and skills are acquired through experience. Overcoming constraints requires destroying old ways of thinking and creating a new culture focused on accountability, courage, agility, excellence and synergistic collaboration.
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Vistage CEO Session
- 1. Insights on Scaling & Growing Your Business to be Best in the World Scaling, Growth & Talent Roshan Thiran roshan.thiran@leaderonomics.com www.facebook.com/roshanthiran.leaderonomics www.linkedin.com/in/
- 2. Are the “world’s best” leaders born or developed? Is leadership genetic or learned? Question
- 3. Growth Time My “Best in the World” Experience 10. Johnson & Johnson Industry : Healthcare Function: HR Global Role 9. GE Asia Pacific Industry : Multi Function: HR Asia Role 7. GE Aircraft Industry : Aviation CFO & Biz Leader 8. GE Crotonville Industry : Multi Function: HR Learning Leader 6. GE CIG Industry : Multi Function: IT Project Mgmt Global 5. GE Capital Industry : Financial Service Function: Finance/Sourcing Europe Leader 4. NBC Universal Industry : Media Function: Finance Product Leader 1. GE Investments Industry : Investment Banking Function: Business Dev Individual Contributor 3. GE GCS Industry : Oil & Gas Function: Finance Inventory Mgmt 2. GE International Industry : Multi Function: Finance Analyst Global 12. Leaderonomics Industry : Multi Function: CEO Business leader 11. Star Media Group Industry : Media Function: CEO Business leader
- 4. Key question: How did they become the best?
- 5. So, what does this mean? Clearly, because of high performance leadership
- 7. Leadership is . . . Attentiveness Assertiveness Responsibility Diligence Dependability Obedience Loyalty Thoroughness Truthfulness Initiative Hospitality Humility Forgiveness Tolerance Compassion Sincerity CReativity Having followers Persuasiveness Virtue Vision Deference Discretion BOLDNESS Determination Gratefulness Self-Control Sensitivity Thriftiness Generosity Punctuality Proactiviness Purpose Enthusiasm Availability Orderliness Resourcefulness Flexibility Wisdomped Innovation Execution
- 8. If we invested in people and taught every single skill listed on the previous slide, would we be able to “create” leaders? Question
- 9. motherteresa Her story in India
- 10. Transformation Above all, a leader must be _________.
- 11. Transformation Above all, a leader must be clear.
- 12. Time Current Reality – Self Awareness Ability/Achievement Decision-making GAP Purpose/Vision The Essence of Leadership is . . . Learning/ Execution/ Action GAP Clarity of Goal Clarity of Where We Are Clarity of The Plan
- 14. What is stopping us from scaling and growing in the best in the world?.
- 15. Organisational Constraints Individual Constraints There are 2 ‘terrible’ constraints stopping us from becoming best in the world:
- 16. 70% of all Change or Transformation programs Our research on Change has the following findings on transformation projects: •100% of all “Successful” projects had a good technical solution/approach to it •98% of all “Unsuccessful” projects had a good technical solution/approach to it
- 17. So, why do companies FAIL? QUESTION ?
- 18. My Research on Organisational Constraints THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS Note: The 4 constraints model is based on the work of Roshan Thiran who spent more than 20 years studying various successful and failed organisations. The model is copyrighted to him and has been used in many successful organisational growth, transformation and scaling projects
- 19. Jack Welch … and Six Sigma at NBC
- 20. New York city in 90s … The broken window theory
- 21. Culture Drives Results . . . MINDSET Model extracted from The Results Pyramid® PIL
- 22. 22
- 23. GE’s Transformation under Jack Welch 1981 2000 $27.2B 1.6B 404,000 9 - 11 1 - 2% $130 B 12.9B • Revenues • Net Income • Businesses • Worldwide Employment • Management Layers • Productivity - 45 Businesses - 350 Product Lines - 2 Global Bus. • Divested 30% of ‘80 Sales • Invested $21B in Acquisitions • 20+% Avg. Annual Yield for Shareholders • Net result of Acquisitions/ Divestitures/Rationalizations • Reshaping the Decision Making Process • Six Sigma • Work-Out • Best Practices • Boundaryless Behavior - 11 Unique Businesses - All Global 270,000 4 - 5 8.5% Extracted from GE Field Book by Robert Slater
- 24. History of Transformation under Jack Biz Model, Structure, Culture & Leadership all required for success Biz Model & Structural Revolution Fix, Sell, Close • 350 Business Units • 400 000 Employees • US - based • Stagnant stock price • Bureaucratic Cultural & Leadership Revolution Speed, Simplicity, Self Confidence • 20 core business • 276 000 Employees • Global – 42% revenues int’l • Double digit growth • “Boundaryless” The 80’s The 90’s Extracted from GE Case Study – Harvard Business School Case
- 25. Time ^ New Product Introduction Quick Market Intelligence Order to Remittance Supplier Partnership Extracted from GE Field Book by Robert Slater Work-Out / Town Meetings/Action Workout: Belief: empowerment, bureaucracy busting, action vs wait for boss for instructions “Copy Shamelessly” Initiative: QMI, NPI, SP, OTR Belief: looking outside GE vs all great ideas are in GE Bullet Train: Belief: continuous improvement vs improve when requested Change Acceleration Process: Belief: Change can be fast and successful vs slow & painful Globalisation Strategic Initiatives: Belief: The world is our market vs US is our market Making Customers Winners: Belief: Customers are key vs customers are a pain Six Sigma Quality Belief: Data driven decisions vs gut-feel Digitization Belief: Value People vs People are dispensable high low Intensity of Change Innovation Stages of Jack’s Culture & Leadership Change
- 26. “For performance to go any higher, the limitation is not competency, …it is culture.” Joseph Tan CEO, Leaderonomics Good Monday
- 27. Part 1 – Destroy yourself first (leadership) • Are you the right leader to scale your organization? • Do you have the right skills to lead the organization into this new era? • Do you have “beliefs” about the way the organization should be run that will hold you back from scaling? • You have to UNLEARN everything and RELEARN everything
- 28. CORPORATE SERVICES Trusted talent growth partner of companies from multiple industries COMMUNITY Leadership development for kids, youth, university students and NGOs MEDIA Engaging content in text, audio and video and interactive mediums Part 2 – Destroy Your Biz Model 1. Move from “Pharmacy” to “Hospital” 2. Build Digital business to DESTROY our core business
- 29. Red Ocean CUSTOMER VALUE PROPOSITION What did we change? Product selling (‘Pharmaceutical company’) Diagnosis (‘Hospital’) 99.9% of training/learning organisations Blue Ocean
- 30. Part 3 – Eliminate Old “Processes” and structures and create new ones for scale 1. Revamped entire value chain – 1 person per account to scalable processes with center of expertise in each area 2. Create digital infrastructure and leverage technology for consistent processes
- 31. New structure in Corporate Services to improve efficiency and agility in customer service, and quality of delivery Customer team Deep diagnosis and data analysis to optimise solutions Design & Impact team Designing and executing impactful learning experiences Content team Developing world-class content Rethinking Corporate Services PROCESSES/STRUCTURE To scale current Corporate Services offerings to 10x levels
- 32. Brand Content COEs for functions – Finance & IT Product management Team to own and lead enterprise- level initiatives to eliminate duplication of efforts in divisions Setting up Enterprise PROCESSES/STRUCTURE Overall organisational synergies and leverage
- 33. Building infrastructure to support BD and client servicing 1. Back-end customer management • Track data, monitor execution and produce reports for greater sales efficiency, customer intimacy and incentive for customers to lock in long-term 2. Front-end engagement • Designing new customer centric platforms to lead potential customers from discovery stage to engaging Leaderonomics for products and services TECHNOLOGY INFRASTRUCTURE Customer happiness systems
- 34. Part 4 – Create “New Culture”
- 35. Beyond Expectations Top Leadership Authority in 5 Countries Set up in 5 Countries (Thailand, Cambodia, PNG, Philippines, Indonesia) 100k Reach 100m Views Our R2 To achieve by 2019
- 36. Our Key Result Areas To achieve by 31 December 2015 Revenue: xx Income: xx Be A Leaderonomer 10 T1 NPS >8.5 PDP
- 37. Our Cultural Beliefs • I actively seek out and lead collaborative opportunities Be Synergistic • I take personal ownership to deliver on all expectations entrusted to me Be Accountable • I am open to honest and authentic conversations and feedback Be Courageous • I find opportunity in all circumstances and will adapt myself to thrive in them Be Agile • I accept challenges and exceed expectations in all that I do Be Excellent
- 38. Our Experiential ‘Rituals’ • Weekly customer synergy session (CSS). Be Synergistic • 5 crucial conversations a year.Be Accountable • Monthly ‘courageous conversations’.Be Courageous • “Going Beyond” Projects.Be Agile • “Going Beyond” AwardsBe Excellent
- 39. Organisational Constraints Individual Constraints Let’s go back to the 2 constraints stopping you:
- 40. Personal Constraints What are these constraints stopping you from becoming the best? Do you BELIEVE you can? Are you willing to go through the pain of LEARNING?
- 41. How many of you like to learn? Question to the class
- 42. “Learning… the process by which change in knowledge or skills is acquired through learning or experience” Key Questions: 1. Change? 2. Learning 3. Experience Learning….
- 43. Why is learning so hard? Question to the class
- 44. LEARNING = CHANGE What is learning?
- 45. 1. What percentage of people reach their target weight ? 2. What percentage of people maintain their target weight? 3. What percentage of people quit smoking and never start again? 4. What percentage of people quit smoking after a physical crisis? 5. What percentage of re-engineering efforts are successful? 6. What percent of companies on the 1955 Fortune 100 list are still around today? 7. What percent of Fortune 500 companies on the 1970 list had vanished by 1985? 8. What percent of executives in Fortune 500 companies who had financial losses in 1993-1994 attributed it to poor leadership and lack of change? Change Quiz
- 46. 1. What percentage of people reach their target weight ? 2. What percentage of people maintain their target weight? 3. What percentage of people quit smoking and never start again? 4. What percentage of people quit smoking after a physical crisis? 5. What percentage of re-engineering efforts are successful? 6. What percent of companies on the 1955 Fortune 100 list are still around today? 7. What percent of Fortune 500 companies on the 1970 list had vanished by 1985? 8. What percent of executives in Fortune 500 companies who had financial losses in 1993-1994 attributed it to poor leadership and lack of change? 4% 1% 16% 43% 30% 32% 41% >50% Change Quiz
- 47. Learning is painful…. “I listen, and I forget; I see, and I understand; I do, and I can” – Confucius Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”
- 48. Information/ Knowledge Awareness Skill Advanced Skill Expertise Context Content Composition of Delivery: 90% Content, 10% Context Composition of Delivery: 10% Content, 90% Context This model is based on the research of Roshan Thiran and Leaderonomics. Learning is contextual too!
- 49. • 70% of learning is through EXPERIENCE: - Seek new experiences and always accumulate new experiences - Volunteer for special projects that will stretch you and force you to learn and gain new perspectives • 20% of learning is through FEEDBACK: - Ask for feedback from your bosses, peers and subordinates. - Take 360 degrees feedback and schedule weekly/monthly feedback sessions - Give feedback to others when it is appropriate and needed • 10% of learning is through NEW SKILL DEVELOPMENT: - Find time to practice whatever you learn. Attend training to grow - Take time to learn online or through reading new material. - Always look for ways to improve yourself – be better tomorrow than you are today - The 70-20-10 way to keep Learning & Growing:
- 50. In Summary: Becoming the Best in the World Organisational constraints • Business Model • Leadership • Process/Structure • Culture Personal constraints • Belief • Pain of Learning What is constraining us from succeeding? How do we overcome? New experiences Continuous Feedback New Skill Development