In This Competitive World

Developing High Performance teams

Roshan Thiran

roshan.thiran@leaderonomics.com

www.facebook.com/roshanthiran.leaderonomics

Gro

wth

Time

My “High Performance Team” Experiences

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

Key question: Why do some companies always have high performance teams?

My Research on High Performance OrgsTHE 4 CONSTRAINTS SUFFOCATING PERFORMANCE in 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

Zooming in – 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

What drives Results?

MINDSET

Behaviours/Action

What we feel, hear, perceive)

Adapted from “Culture Drives Results” (Forbes) and Results Pyramid from PIL

New results is constrained by culture!

M1

M 1

1

Adapted from “Culture Drives Results” (Forbes) and Results Pyramid from PIL

9

Case Study: GE’s Transformation under Jack Welch1981 2000

$27.2B1.6B

404,000

9 - 11

1 - 2%

$130 B12.9B

• Revenues• Net Income

• Businesses

• Worldwide Employment

• Management Layers

• Productivity

- 45 Businesses- 350 Product Lines- 2 Global Bus.

• Divested 30% of ‘80 Sales• Invested $21B in

Acquisitions

• 20+% Avg. Annual Yield for Shareholders

• Net result of Acquisitions/ Divestitures/Rationalizations

• Reshaping the Decision Making Process

• Six Sigma• Work-Out• Best Practices• Boundaryless Behavior

- 11 Unique Businesses

- All Global

270,000

4 - 5

8.5%

Extracted from GE Field Book by Robert Slater

Case Study: History of Transformation under Jack

GE’s success a result of Driving Cultural Change!

Structural RevolutionFix, Sell, Close

• 350 Business Units• 400 000 Employees• US - based• Stagnant stock price• Bureaucratic

Cultural RevolutionSpeed, Simplicity, Self

Confidence

• 11 core business• 276 000 Employees• Global – 42% revenues int’l• Double digit growth• “Boundaryless”

The 80’s

The 90’s

Extracted from GE Case Study – Harvard Business School Case

Stages of Jack’s “Mindset” Change

Time

^ New Product IntroductionQuick Market IntelligenceOrder to RemittanceSupplier Partnership Extracted from GE Field Book by Robert Slater

Work-Out / Town Meetings/Action Workout:Mindset: empowerment, bureaucracy busting, action vs wait for boss for instructions

“Copy Shamelessly” Initiative: QMI, NPI, SP, OTRMindset: looking outside GE vs all great ideas are in GE

Bullet Train:Mindset: continuous improvement vs improve when requested

Change Acceleration Process:Mindset: Change can be fast and successful vs slow & painful

Globalisation Strategic Initiatives:Mindset: The world is our market vs US is our market

Making Customers Winners:Mindset: Customers are key vs customers are a pain

Six Sigma QualityMindset: Data driven decisions vs gut-feel

DigitizationMindset: Value People vs People are dispensable

high

low

IntensityofChange

Innovation

Zooming in – Structure & Systems:Why Behaviour is highly dictated by the Eco-system we create as HR leaders

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

Building High Performance Teams

is A PROCESS

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 engage talent, 2 key factors:

1. Internal motivations (comp/ben, feeling a part of a

bigger purpose etc)

2. External factors (including their family and important

elements that are significant to them)

Process and Tools

Family Events – I.e youth camps for employee kids

Involvement in university campuses/events

Engagement Programmes

Total Rewards Structure (Comp & Ben)

Culture of Organisation

HR’s Role in Building High Performance Teams – Are we focused on the right areas?

High Performer Acquisition

High Performer Development

High Performer Engagement

High Performer Branding

Principle

Talent needs to be BRANDED and made to feel like they are

special and mean something to the organisation and its

mission. They also want to work for someone that is

known and stands for something

Process and Tools

External Branding initiatives

Stories about the organisationthat includes them

External Perception of the Organisation & Leadership

External brand of the CEO/leaders in the company

High Performer Branding

Employer Branding

Leadership/CEO Branding

Awareness of Internal Measures

Impactful Community Engagement

Media Coverage

Zooming in on the right side of the Framework

1. Reinvent your HR person into your chief Marketer of your internal initiatives and stories

2. Focus on 1 key area you would like to consistently talk/brand about your organisation (like GE, Google)

3. Brand your CEO/leaders – Ensure they are human and accessible to all

4. Tell stories about the roles and jobs in your organisation – you have cool jobs! Yes you do

5. Highlight lessons learn (good and bad) that your organisation has learnt from

6. Really impact the community and families so more stories are told

Your Story – Are you telling your “high performance” story?

Real stories

Branding employee initiatives,

leadership, culture in your

organisation

Your Story – Are you telling the same story but told in many, many ways and channels?

Is Your Story affecting the eco-system?– Dr. Peter Vint’sResearch for US Olympians and Premiership Football Clubs

Kids Camps For Your Employee’s Kids? Enhance employee engagement & appreciation to you – kids are their treasures

Platform for youth leadership & building brand engagement with future generationsDoingGood & nation building… and still adding value to your employee Brand

Is Your Story from the Grassroots?– Employee involvement in Universities and growth opportunities for both

Malakoff L-Club in universitiesBuilding the Malakoff brand and presence in campus by simply funding a leadership

club in a university

Is Your Story Being Told by Others– Employee Branding & Story Telling CampaignYour employee brand and theme is the talk of townBe clear about your what your employee brand and themes are and keep highlighting them

Brand Your Roles“A Day in the Life of”

Brand Your CEO and what he/she stands for“My First Job”

“Dare to Fail”

Brand Your Culture“Life @ YourOrganisation”

Brand Your People“Highlight promos and top talent”

Brand HR initiativesShowcase the good work that you and your team are doing

Huge Opportunity for HRTo move from Administrator to Business Leader

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

www.leaderonomics.com

www.facebook.com/roshanthiran.leaderonomics

www.leaderonomics.com