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The future is not what it used to be
Companies need special people…
Conventional thinking in an unconventional world……is asking for problems
What do we do wrong ?
1000 companies/month go bankrupt12% unemployment> 100.000 jobs available25% of high potentials looking for new
challenge
2
45 percent of employees dislike their boss…
CEO in volatile times (1)
95% miss entrepreneurship in their company80% miss talent65% only did cost cutting in crisis60% choose for “jobless growth”
3
CEO in volatile times (2)
45% looked for new markets25% hired new people60% admit not having a vision65% still believe in their own capabilities
4
CEO’s Challenges during the crisis
Productivity
Employee benefits
Customer interaction
Optimize performance of company’s resources
AgileAbsorption
Risk
NewMgt
5
1. Simplification2. Low fixed cost3. Deep focus on markets-customers4. Focus on retention of talents5. Agility Absorption (A+A)6. Leadership7. Cash
Growing – Improving - Change…
Top management – Top priorities6
How to achieve
Trends
Vision
Company Mission
People
Goals
Strategy
Methodology
Market Strategy
Resource Strategy
Organisation
7
Message 1- Figure it out !
Responsive – adaptive - pro active
30 PERCENT OF OUR EMPLOYEES WORK IN THE COMFORTZONE
The Chief Executive Customer
Values -> Climate -> Culture
Who we are is even important than what we sell !
In Crises
more leadership and more talent
is needed
MESSAGE 2- COMPANIES NEED EVERY GRAM OF
INTELLIGENCE11
Work with less people but more intelligence…
Never a huge project has been realized without passion …
Passion for growth is essential
Those who lose themselves in passion lose less
then those who lose their passion!
12
WHAT KIND OF PEOPLE DO COMPANIES NEED? 14
• Good managers and special people
• IQ – EQ – SQ
• Figure it out mentality
How much intelligence does a company need to be successful ...
Message 3- The role of HR is changing
Highest talent
attracti
veness
HR
Bu
sin
es
s
Lowest
talent
attracti
veness
Compete
nce on
demand
HR as a
policeman
HR
supports
Business
HR
enables
Business
HR
drives
Business
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How to keep your star talent
Issue:
“One quarter of the highest-potential people in your company intend to jump ship
within the year”
What do we do wrong???...
16
Why people like to work for a company
Culture of candorLearn (leadership – development)
Aspiration (talent balance)
Strong company valuesRight rewarding (flexibility – opportunities)
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“The individual multinational”
CEO needs to manage his talent balance19
What do we do wrong??…
Employees Facts1 in 4 believes he will be working for an
other employer in a year1 in 5 believes his/her personal aspirations
are quite different from what the organization has planned for
2 in 5 internal job moves involving high potentials, end in failure
What millenials want to learn
1. Technical skills in my area of expertise2. Self-management and personal productivity3. Leadership4. Industry or functional knowledge5. Creativity and innovation strategies
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If learning stops – growth stops…
Return on talent
Job Engagement
Low
High
Organisational commitment High
Pay the good guys with the salaries of the underperformers…
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Message 4-Don’t leave the market
From To Your reply
Products Solutions Innovative Stories
Place Access Mobile workersDigital Interactive Communicaton
Price Value Sector Based Value Propostions
Promotion Education AcademyWho leaves who… market leaves supplier or supplier leaves the market…
… It’ s more painful when YOU decide to leave the market
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Keys for success remain the same
1. Topline
1. Quality
1. There is no N° 3
Success is never an accident…
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Message 5- Balance: tangible & intangible values
Tangible Intangible•Cash Position
•Customer Credit
•Working Capital
•Financial Structure
•Reduce Cost – Increase Efficiency
•Top Line
•Product Mix & Pricing Strategies
1. Agile & Absorption
2. Market & Positioning Strategy
3. Innovation
4. Return on Talent
5. Leadership
6. Change Performance
7. Communication
The source of value has shifted from tangible to intangible assets. The % of value related to intangible assets is 85%...R. S. Kaplan
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1. Agile & Absorption(Speed/Cash)2. Innovation Index (Talent – Toleration- Technology)3. Talent Index (Education/ROT)4. Leadership Index
(Self Steering/Self Mgt, Motivation Index, HR)5. Market Index (Positioning/Strategy)6. Changeability Index(Continuous improvement)7. Communication Index (Internal/External)
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Shift from tangible to intangible values…
Balance: tangible & intangible values
There is a need for a new management approach
Message 6- Real leadership is more important
than ever
Only in difficult times , you can prove that you are a good leader
Coaching is a part of leadership
Everyone with responsibility must master coaching
Coaching is a leadership style wherein free self-responsible individuals build relations with each other in order to get the best results
EARLIER:Central managementHierarchy-command structureInsourcingTop-DownDetached
FUTURE:Self steering“Equality”- Even worthinessOutsourcing Inter-organisational networksCustomer centric
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The difference
Leader ManagerCreates ContinuatesRisks Few risks
Strong in interpersonal relations Strong in organisation – processes – procedures
Innovation – renewing MaintainingStrategy OperationalExcellent in volatile times Excellent in secure times
2D-Managers versus 3D-Leaders ...Jef Staes
28
MANAGER VERSUS LEADER2D ≠ 3D…
2D reports to 3D…
Less predictableLess controlView on futurePassion to leadConflictContinuous improvementAlign peopleRemain sharp & competitiveNew balanceNetworking
PredictableControlLooks to the pastPassion to manageConsensusImprove as a must
Organize peopleBecome tame
Rigid balanceInternally focussed
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MANAGER VERSUS LEADER2D ≠ 3D…
2D reports to 3D…
Turbulent timesIntuitionOriginal ideasNetworked coachingMoving chaosInformal learningCreate visionCastingDiversityInnovation
Imagination
Secure timesSpreadsheetCompromisesTop Down CoachingRigid DisciplineFormal LearningSet objectivesJobdescriptionsUniformityPermanent improvementIntelligence
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Biological organizations
Natural hierarchy
Eliminate status symbols
Learning organizations
Pressure on underperformers
Focused on the right critical agility values
Customer Centric
Clear communication
Transparency
IP/ Recurring Income
Cash
Value proposition based on lowest cost and highest value of ownership
From an A+A climate to an A+A culture…
Message 7- Focus on an a + a culture
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CEO’s New management style
Humbleness
Simplicity
Transparency
Empowerment
32
More leader than manager…
The greatest difficulty in the world is not for people to accept new ideas,
but to make them forget old ones…
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Change – renewal - progression
General conclusion
Grow – improve – changeTalent is needed for progress and renewalsNew management / Spread leadershipThe new CEO has to manage his talent balanceSelfsteering people /Figure it out mentalityTransformation is the normalCulture of Candor
35
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