presentation_29 sep 10 jar v4
TRANSCRIPT
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 1/28
THRUST MODEL
Presented By: Karen Ng, Brandon Lim, Jarren Lim, Lukman Iqbal & CK Tan
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 2/28
Contents
Introduction.
The Model.
The Four Engines. Failure & Successful scenarios.
Model Applications.
Implementation Framework. Conclusion.
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 3/28
Introduction
Our Belief
Organizational excellence is an ongoing pr ocess! There
is no stopping point, no final battle and the strategyshould evolve over time.
What really keeps an organization continue to excel, is its
momentum that continues to push to the next level. There
must always be continuous renewal~!
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 4/28
Introduction
Our Model
Newton¶s First Law~ Inertia:
"Every object will continues it¶s resting state or movingmotion, unless acted upon by an outside force."
Thrust:
Is the force which moves an aircraft through the air. Thrust
is used to over come the drag of an airplane and its own
weight.
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 5/28
Introduction
Our Appr oach
Why
How
What
GoalTier-1
StrategyTier-2
TacticTier-3
People Or ganization
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 6/28
THRUST MODEL
Inspired
People Situational
StrategySustainability
Synergized
System
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 7/28
Thrust Model
Inspire People
Synergized System
Situation Strategy
Sustainability
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 8/28
Introduction
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 9/28
The Four Engines
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 10/28
Thrust Model - McKinsey¶s 7s Model Map
Note : This slide is intended to demonstrate the completeness of the Thrust Model , incomparison to McKinsey¶s 7s Model.
Str ategyStructure
SystemsSkillsStyleStaff
Shared
Values
McKinsey¶s 7S
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 11/28
The Four Engines
Or ganizational
Excellence
Inspired People
Syner gized
System
Situational
Str ategy
Sustainability
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 12/28
First Engine
Sustainability
Sustainable
Pr ofit(Economy)
Competitive
Advantage( Environment)
Corpor ate
SocialResponsibility
(Social)
Mar gin Impr ovement
Business Ethics
Going Green
Building Core
Competency
Innovative Pr oduct
/Service
Revenue Gr owth
GOALS STRATEGIES TACTICS
WHY HOW WHAT
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 13/28
Second Engine
Inspired People
Leadership
Perf ormance
Management
Gr owth &
Retention
Recruitment Pr ocess
Pay & Benefit Packages
Career Development
Fr amewor k
Set Perf ormance
Expectation
Meritocr acy-based
Recognition
Situational Leadership
Managerial Leadership
GOALS STRATEGIES TACTICS
WHY HOW WHAT
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 14/28
Third Engine
Situational
Str ategy
Change
Management
Consistent
Direction
Structure
Alignment
Stakeholder Analysis
Envir onmental Scanning
Clear Goal & Vision
Aligned Roles &
Responsibility
Or ganizational Structure
Balance Scorecar d
Empower employees
GOALS STRATEGIES TACTICS
WHY HOW WHAT
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 15/28
Fourth Engine
Syner gized
System
Streamlined
Pr ocess
Conducive
Wor king
Envir onment
Integr ated Database
Efficient Technology
Policy & Pr ocedure
Lean Oper ation
KAIZEN
5 S Culture
Encour age Voice of
Employees
Seamless
Communication
Efficient Collabor ation
Supporting
Inf ormation
System
GOALS STRATEGIES TACTICS
WHY HOW WHAT
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 16/28
Failure Scenario
Recalled 8 million cars in 2010
Reason :
Malfunction of pedals(Sticky acceler ator pedal)
Floor mat
Software algorithm pr oblem
Supplier mechanical pr oblem
The part of the model that Toyota became delinquent«
ToyotaCEO ± Akio Toyoda
Loss revenue of USD54million a day
Unquantifiable damage to br and and reputation
Suspend sale of 8 best selling
9 cases involving 36 deaths in US suspected
related to the br ake f aults
Stakeholders AnalysisChange
ManagementSituational
Str ategy
Encour age Voice of
EMployees
Conducive
Wor king
Envir onment
Syner gized
System
Building Core
Competency
Competitive
Advantage
Sustain
ability
Managerial LeadersLeadership
Inspired
People
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 17/28
Success Scenario
INTELCEO Paul Otellini
World leader in
computing innovationQ3 2010 Highlights
Revenue $10.8 billion
EPS 51 cents
Process technology lead plus architectural designs
increasingly differentiate Intel-based products
Reason :
From Silicon Chip Maker to integrated business solutions
Innovative workforce
Intel in community, code of conduct, Transparency
The part of the model that Intel successfully complied«
EmpowermentStructure
Alignment
Situational
Str ategy
Envir onmental
Analysis
Change
Management
Situational
Str ategy
Going GreenCSRSustain
ability
Innovative
Pr oducts/
Services
Competitive
Advantage
Sustainab
ility
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 18/28
Model Applications
The Model can be used as«
Communication Tool.
Goal Setting Tool.
Collaboration Tool.
Performance
Measurement Tool.
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 19/28
Implementation?
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 20/28
Implementation Framework
Consensus
Communicate
Coor dinate
Commit
Contribute
ContinuousImpr ovement
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 21/28
Implementation Framework
Consensus
Action Plan
Baseline Current State vs Thrust Model.
Agree on current location and destination.
Tools
Questionnaires.
Stakeholder & environment scanning
Persons
Management
Consultant
Identif y where we are and where we want to
head to. Create a common goal.
10%
Phase period
Stationary
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 22/28
Implementation Framework
Action Plan
Introduce & indoctrinate Thrust Model organizational-wide.
Communicate gaps and areas for improvement.
Tools
Town Halls, Business Updates.
Questionnaire Summaries.
Persons
Human Resource.
All employees.
CommunicateHelp people understand the fr amewor k. Help
people see.
15%
Phase period
Boarding
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 23/28
Implementation Framework
Action Plan
Prioritize but ensure equal focus of four engines.
Detail action plan with strategic alignment and action.
Down-stream directions & restructuring.
Tools
Balance Score Card.
Organization Charts.
Persons
Management.
Human Resource.
Coor dinate Initiate change. Remove the inertia.
20%
Phase period
Align
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 24/28
Implementation Framework
Action Plan
Get people buy-in.
Educate & empower.
Institutionalize.
Tools
Performance Management.
Roles & Responsibility.
Persons
All employees.
Commit Get people buy-in.
15%
Phase period
Accelerate
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 25/28
Implementation Framework
Action Plan
Sustain.
Harvest.
Tools
Kaizen.
Dividends / Profit Sharing.
Persons
All employees.
Take off
Contribute Sustain & harvest.
25%
Phase period
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 26/28
Implementation Framework
Action Plan
Avoid decline.
Re-assess internal & external environment.
Return to beginning of cycle (Consensus).
Regeneration & Recalibrate goals / destination.
Tools
Kaizen.
Dividends / Profit Sharing.
Persons
All employees. Cruise
Continuous
Impr ovementRe-assess and renewal.
15%
Phase period
8/8/2019 Presentation_29 Sep 10 Jar v4
http://slidepdf.com/reader/full/presentation29-sep-10-jar-v4 27/28
Conclusion
y All four µengines¶ are equally important. Flying with one damagedµengine¶ is still possible but leads to µdeteriorating thrust¶ over time.
yThrust Model has a comprehensive yet easy to understand coverage to
attain success and characteristics can be seen in successful
organizations.
y6Cs enables Implementation of the Model and can be synonymous to
the journey of an aircraft.
y Organization revitalization and continuous renewal are critical for
sustainable excellence, as well as agile adaptability to globalized
change.
--- In Thrust We Trust ---
Descend & Touch Down