Michael AndrewMichael Andrew

SUN MICROSYSTEMS, SUN LEARNINGSERVICES

Enterprise Learning Manager

Author of How to Think Like a CEO and Act

Like a LeaderPractical Insights for Performance and ResultsPractical Insights for Performance and Results

Think Like A CEO and Act Think Like A CEO and Act Like A LeaderLike A Leader

The Relevance and Practical Value of The Relevance and Practical Value of HR to Business PerformanceHR to Business Performance

and Resultsand Results

Conference BoardConference BoardJanuary 22, 2009January 22, 2009

Insights to PresentInsights to Present

• Be a business executive first,Be a business executive first,HR executive 2HR executive 2ndnd

• Elevate HR’s role to influence Elevate HR’s role to influence and affect business resultsand affect business results

• Next generation of HR Next generation of HR

If Every Company Has a Winning If Every Company Has a Winning Strategy, Then Why Doesn’t Every Strategy, Then Why Doesn’t Every

Company Win?Company Win?

It’s not what the vision is, it’s what the vision does.

Peter Senge – Thought Leader and Former Director of the Center for Organizational Learning at MIT

Sloan School of Management

StrategyStrategyis aboutis about

ExecutionExecutionwhich leads towhich leads to

Winning Through Winning Through Business PerformanceBusiness Performance

ResultsResultswhich leads towhich leads to

LeadershipLeadershipis aboutis about

How Former CEO’sHow Former CEO’sElevated and Utilized HR’s Elevated and Utilized HR’s

Strategic Value toStrategic Value to the Business the Business

Jack Welch - GEJack Welch - GE Roger Enrico – PepsiCo Roger Enrico – PepsiCo

Lou Gerstner – IBM Lou Gerstner – IBMHarvard Business Review – July/August, 2008Harvard Business Review – July/August, 2008

Fortune’s Most AdmiredFortune’s Most Admired

• People ManagementPeople Management• InnovationInnovation• Use of Corporate AssetsUse of Corporate Assets• Quality of ManagementQuality of Management• Social ResponsibilitySocial Responsibility• Product/Service QualityProduct/Service Quality• Long-Term InvestmentLong-Term Investment• Financial SoundnessFinancial Soundness

The Purpose of BusinessThe Purpose of Business

A business that makes nothing but moneyis a poor kind of business.

Henry Ford – Founder Ford Motor Company

The Economics of Focusing onThe Economics of Focusing onEmployees 1Employees 1stst and Customers 2 and Customers 2ndnd

Treat customers like guests andemployees like people.

Tom Peters – Thought Leader, Author, Former McKinsey Director

RevenueRevenue

CustomerCustomerLoyaltyLoyalty

ProfitProfit

SatisfiedSatisfiedEmployeesEmployees

CustomerCustomerSatisfactionSatisfaction

LoyalLoyalEmployeesEmployees

Quality ofQuality ofService orService orProductsProducts

OrganizationOrganizationCulture,Culture,

HR Processes,HR Processes,Systems,Systems,

CorporateCorporateManagement,Management,

EtcEtc

The Revenue/Profit ChainThe Revenue/Profit Chain

What They DO Teach YouWhat They DO Teach YouIn Business SchoolIn Business School

The business schools reward difficult, complex behaviormore than simple behavior, but simple behavior

is more effective.

Warren Buffet – Investor, Business Executive, and Philanthropist

• External Conditions• Corporate Considerations• Internal Capabilities• So What?• Now What?• Strategic Thinking (McKinsey 7S, SWOT,

Welch’s View, Drucker’s View)• Finance as the Language of Business

Stay One Step AheadStay One Step Ahead

Don’t look back. Something might be gaining on you.

Satchel Page – Baseball Great

Have a Point of ViewHave a Point of View

Executive: A man who can make quick decisions and is sometimes right.

Frank McKinney Hubbard – Cartoonist, Humorist, Journalist

LLessons from McKinseyessons from McKinsey

• Stay One Step Ahead• Lead Proactively• Leverage Knowledge• Take Top Management Perspective• Motivate (Client) to Action

Relevance to HR Executives?

The Looming Irrelevance of HR The Looming Irrelevance of HR to the Strategic Relevance to the Strategic Relevance

of the Greatest Corporate Asset: of the Greatest Corporate Asset: Human CapitalHuman Capital

The only irreplaceable capital an organization possesses is theknowledge and ability of its people.

Andrew Carnegie – Industrialist and Philanthropist

Final View: Elevate the HR RoleFinal View: Elevate the HR Role

• Chief Development Officer• Human Capital and Intangible Assets

and their affect on Market Value• Human Capital/Competitive Talent Strategies

as a make-or-break corporate competency• CEO’s and HR to Walk the Talk with the

Human Capital Asset

Final View: Elevate the HR Role

• Hatch and Harvest Innovation• From Partner role to (Cultural/Organizational)

Transformation Driver• Drive Operational Excellence and

Organizational Alignment to impact performance, execution and results

• Enhance Everyone’s Know-How and Know-WHO

Do the Do the Right ThingRight Thing

Do the Do the Wrong ThingWrong Thing

Do it Do it WellWell

Do itDo itPoorlyPoorly

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http://www.leadershipauthor.com © 2008 Michael F. Andrew

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