the building blocks of high performing organisations

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*Key characteristics and capabilities of high-performing organizations *High performing organisations focus on achieving results and outcomes *A clear, well articulated, and compelling mission *Strategic use of partnerships *Focus on needs of clients and customers *Strategic management of people *Steps to foster development of high-performing organisations

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  • THE BUILDING BLOCKS OF HIGH-PERFORMING ORGANISATIONS Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  • Intro: CNI
    • 19 years old
    • Core Business: MLM
    • Others: Contract Manufacturing, Export/Trading, eCommerce, F&B Retail
    • Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan
    • Staff force: 500
    • Distributors: 200,000
    • Products: Consumer Goods and Services
    www.myCNI.com.my www.OOBEY.com
  • How do you recognize a high-performing organization? www.myCNI.com.my www.OOBEY.com
    • in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent"
    CEO, Anonymous www.myCNI.com.my www.OOBEY.com
  • High-Performance Companies?
    • Business is good?
    • People are good?
    • Everyone is good?
    • Mission is good?
    • Be very careful of your companys definition of high-performance before you embark on anything
    www.myCNI.com.my www.OOBEY.com
  • Simple, selfish and debatable definition:
    • What is a High-Performing Organization?
    • An organization that consistently achieves what it was created to do or what it set out to do
    www.myCNI.com.my www.OOBEY.com
  • High-Performing Organizations The Building Blocks www.myCNI.com.my www.OOBEY.com
  • The Building Blocks - starting from HR Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model www.myCNI.com.my www.OOBEY.com
  • The Building Blocks - starting from HR Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model The Hardware The Software www.myCNI.com.my www.OOBEY.com
  • Summary: Todays presentation 1. Business Model 2. Strategy 3. Resources www.myCNI.com.my www.OOBEY.com
  • 1. Building Block #1: Get the right Business Model first www.myCNI.com.my www.OOBEY.com
    • How to fail without trying
    1. Wrong Business Model www.myCNI.com.my www.OOBEY.com
  • The Roadmap to Failure Fred Wiersema and Mike Treacy Performance Time www.myCNI.com.my www.OOBEY.com Clear Sailing Todays performance Ad-hoc Tactics Denial & Defense Doom Projections Overdue Failure The Moment of Truth X Performance Freefall Tomorrows actual performance Downpresure of Unclear Strategy
  • Denial and Defense
    • Its not really good value our competitor is offering, because it doesnt include a lot of our features. - ABC vs Air Asia
    • Its good value but not in our preferred customer market. - ABC vs Toyota
    • Sure theyre hurting us, but with their unfair advantage, what can we do? ABC vs MILO
    • The rules we are playing by have always worked before AMEX vs VISA
    www.myCNI.com.my www.OOBEY.com
  • The Roadmap to Failure Fred Wiersema and Mike Treacy Performance Time www.myCNI.com.my www.OOBEY.com Clear Sailing Todays performance Ad-hoc Tactics Denial & Defense Doom Projections Overdue Failure The Moment of Truth X Performance Freefall Tomorrows actual performance Downpresure of Unclear Strategy
  • Ad Hoc Tactics
    • Selectively hold discounts to hold business that has started to go elsewhere
    • Introduce new promotions, terms, conditions, and offers to confuse and cloud the market
    • Beef up customer service by adding people to fix mess-ups and quicken delayed shipments
    • Delay capital investments and adjust accounting methods to portray quarterly financial results more favorably
    • Introduce new and improved products that are new in form, but not in substantive ways that are of consequence to purchasers
    • Introduce Balanced Scorecards and Performance Management Systems
    www.myCNI.com.my www.OOBEY.com
  • The Roadmap to Failure Fred Wiersema and Mike Treacy Performance Time www.myCNI.com.my www.OOBEY.com Clear Sailing Todays performance Ad-hoc Tactics Denial & Defense Doom Projections Overdue Failure The Moment of Truth X Performance Freefall Tomorrows actual performance Downpresure of Unclear Strategy
    • What is the moral of the story?
    www.myCNI.com.my www.OOBEY.com
  • What is the Business Model? USP Market Discipline Profit Model www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline
    • Mamak stall
    www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline
    • "Exactly what I need"
    • Customized products
    • Personalized communications
    • "They're very responsive"
    • Preferential service and flexibility
    • Recommends what I need
    • "I'm very loyal to them"
    • Helps us to be a success
    "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes Relationship Image www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes Price Quality Time Selection Smart Shopper Relationship Image Operational Excellence : Quality and selection in key categories with unbeatable prices www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes Brand Time Function Best Product Relationship Image Product Leadership: Unique products and services that push the standards www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline * Treacy & Wiersema, The Discipline of Market Leaders , 1995 Product/Service Attributes Service Trusted Brand Relationship Image Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships Relations www.myCNI.com.my www.OOBEY.com
  • Strategy: Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  • Summary: Todays presentation 1. Business Model 2. Strategy 3. Resources Done www.myCNI.com.my www.OOBEY.com
  • 2. Building Block #2: Set the Strategies Dangers of BSC, KPIs and other evils sold by Consultants www.myCNI.com.my www.OOBEY.com
    • in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent"
    CEO, Anonymous www.myCNI.com.my www.OOBEY.com
  • Before we start
    • In the old days of HR
    • Average training hours per staff
    • % of staff attending training
    • # of training programs
    • % of training programs conducted
    • Training needs analysis conducted
    • Competency models developed
    • Tr

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