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Constraints Holding You Back from Growing Your SME to Greatness
Scaling & Growth
Roshan Thiran
www.facebook.com/roshanthiran.leaderonomics
MALAYSIA HAS VERY FEW GLOBAL ORGANISATIONS...
The Problem Statement:
Gro
wth
Time
My “Growth & Scaling” Moments
10. Johnson & JohnsonIndustry : HealthcareFunction: HRGlobal Role
9. GE Asia PacificIndustry : MultiFunction: HRAsia Role
7. GE AircraftIndustry : AviationFunction: FinanceCFO & ED 8. GE Crotonville
Industry : MultiFunction: HRLearning Role
6. GE CIGIndustry : MultiFunction: ITProject Mgmt Global
5. GE CapitalIndustry : Financial ServiceFunction: Finance/SourcingEurope Leader
4. NBC UniversalIndustry : MediaFunction: FinanceProduct Leader
1. GE InvestmentsIndustry : Investment BankingFunction: Business DevIndividual Contributor
3. GE GCSIndustry : Oil & GasFunction: FinanceInventory Mgmt
2. GE InternationalIndustry : MultiFunction: FinanceAnalyst Global
12. LeaderonomicsIndustry : MultiFunction: CEOBusiness leader
11. Star Media GroupIndustry : MediaFunction: CEOBusiness leader
WHY DO MALAYSIAN SMEs STRUGGLE TO SCALE AND GROW INTO GLOBALORGANISATIONS?
Because of people la…
The only person who likes change is
a wet baby.
Attributed to Mark Twain
Quote
70% of all Change or Transformation programmes
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
Because most people are frustrated with change !
Frustrated with CONSTRAINTS imposedThese constraints ensure they remain disengaged & unproductive
Constraints Frustrating SME EmployeesTHE 4 CONSTRAINTS PREVENTING SCALE & GROWTH OF YOUR ORGANISATION
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
Transformation
Above all,
a leader / change
agent must be _________.
Transformation
Above all,
a leader / change
agent must be
clear.
Time
Where are we today? What’s the reality at your SME?Ab
ilit
y/A
ch
ieve
me
nt
SME Vision & Dream
3 Leadership Clarity needs for your team. . .
Are you changing?
Are you executing?
What’s the
PLAN?KR1
KR3
KR2
Mission Clarity
Vision Clarity
Reality Clarity
Constraints Frustrating SME EmployeesTHE 4 CONSTRAINTS PREVENTING SCALE & GROWTH OF YOUR ORGANISATION
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
Jack
Welch
… and his Six Sigma failure at NBC
Talent development is A PROCESS
Leadership is A PROCESS
Finally – Culture: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
Root of many issues
Culture is the
Has to be
intentional
Beliefs & experiencesdetermine results
New York city in 90s …
The broken window theory
What drives Key Results?
MINDSET
Model Extracted from PIL Results Pyramid
Driving Effective Key Results is constrained by . . .
M1
M 1
1
Model Extracted from PIL Results Pyramid
Growing & Scaling Leaderonomics
My Personal Journey
Roshan Thiran
www.facebook.com/roshanthiran.leaderonomics
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
Part 1b – Establish Clarity
Vision ClarityGrowing people into leaders; building communities of
love; transforming the nation
CORPORATE SERVICESTrusted talent growth partner of companies
from multiple industries
COMMUNITYLeadership development for kids, youth,
university students and NGOs
MEDIAEngaging content in text, audio and video and
interactive mediums
Part 2 – destroy Biz Model
1. Move from “Pharmacy” to “Hospital”
2. Build Digital business to DESTROY our core business
Red Ocean
Product selling(‘Pharmaceutical
company’)
Diagnosis(‘Hospital’)
99.9% of
training/learning
organisations
Blue Ocean
CUSTOMER VALUE PROPOSITION 1What did we change?
CUSTOMER VALUE PROPOSITION 2The Other Significant Change
Blue Ocean
Content Based
Training(‘Theoretical Classroom’)
99.9% of
training/learning
organisations
Context Based
Training(‘Experiential practices’)
Why Change?
- Real Learning is thru
doing & Teaching
Why Change?
- Trainer dependant
- Outdated
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
Principle
Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development Programmes
Learning Curriculum
Talent Acceleration Programmes
Feedback & Reflection
Principle
Identify & select leaders that have the passion, desire and ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership Program
Competency Model/Values
Enterprise Assessment System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben, engagement
2. External factors (company brand & mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp & Ben)
External Perception of the Organisation & Leadership
Culture of Organisation
Hire The Leaderonomers
Develop Leaderonomers to Greatness
Retain & Develop Leaderonomists
Leaderonomics Winning People Processes
Leaderonomers – Even They Are A Process!
Profound Statement
“The kind of learning and development that
really makes a difference in talent management
has little to do with attending training
programmes. But it has everything to do with the
informal process that goes on within companies
in the form of feedback, coaching, teaching and
mentoring and peer learning.”
www.leaderonomics.com
Destroy Our “Naughty” But “Nice Culture”
Part 4 – Destroy Your Culture to renew it
With Our New BE Culture
Creating A Culture of Putting the Fish on the Table
Being Courageous to Have Hard Conversations
Creating A Culture of 20,000 interactions each day
(Video)
Creating A Culture of 20,000 interactions each day
LEADERONOMICSNew “Beyond Expectations” Culture
• 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
“For performance to go any higher, the limitation is not competency, …it is culture.” – Joseph Tan
Are you ready to grow & scale your business? Chase The Dream
Question