高效组织的基石THE BUILDING BLOCKS OF HIGH-PERFORMING ORGANISATIONS.ppt

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1、THE BUILDING BLOCKS OF HIGH-PERFORMING ORGANISATIONSCase Study,Concepts and Debatable IdeasKenny OngCNI Holdings Berhad,www.myCNI.com.my,www.OOBEY.com,Intro:CNI,19 years oldCore Business:MLMOthers:Contract Manufacturing,Export/Trading,eCommerce,F&B RetailMalaysia,Singapore,Brunei,Indonesia,India,Chi

2、na,Hong Kong,Philippines,Italy,TaiwanStaff force:500Distributors:200,000Products: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 reve

3、nue,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.OO

4、BEY.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 Organi

5、zation?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 Ma

6、nagement,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,B

7、usiness 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 M

8、odel,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,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 i

9、n 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,w

10、ww.myCNI.com.my,www.OOBEY.com,Ad Hoc Tactics,Selectively hold discounts to hold business that has started to go elsewhereIntroduce new promotions,terms,conditions,and offers to confuse and cloud the marketBeef up customer service by adding people to fix mess-ups and quicken delayed shipmentsDelay ca

11、pital investments and adjust accounting methods to portray quarterly financial results more favorablyIntroduce“new and improved”products that are new in form,but not in substantive ways that are of consequence to purchasersIntroduce Balanced Scorecards and Performance Management Systems,www.myCNI.co

12、m.my,www.OOBEY.com,The Roadmap to Failure Fred Wiersema and Mike Treacy,Performance,Time,www.myCNI.com.my,www.OOBEY.com,“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 Discipli

13、ne,Mamak stall,www.myCNI.com.my,www.OOBEY.com,Intro:Market Discipline,They are the most innovativeConstantly renewing and creativeAlways on the leading edge,A great deal!Excellent/attractive priceMinimal acquisition cost and hassleLowest overall cost of ownershipA no-hassles firmConvenience and spee

14、dReliable product and service,Exactly what I needCustomized productsPersonalized communicationsTheyre very responsivePreferential service and flexibilityRecommends what I needIm very loyal to themHelps us to be a success,Product Leadership,OperationalExcellence,CustomerIntimacy,www.myCNI.com.my,www.

15、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

16、,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,Relationsh

17、ip,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 tailor

18、ed to produce results for customer and build long-term relationships,Relations,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Strategy:Discipline

19、s,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 t

20、hat 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

21、,CEO,Anonymous,www.myCNI.com.my,www.OOBEY.com,Before we start,In the old days of HRAverage training hours per staff%of staff attending training#of training programs%of training programs conductedTraining needs analysis conductedCompetency models developedTraining budget as%of payroll,Whats wrong wit

22、h this picture?,www.myCNI.com.my,www.OOBEY.com,Before we start,Moral of the storyInnovation:Business modelsProductsServices Market LeadershipCompetitive differentiation,Get the picture?,www.myCNI.com.my,www.OOBEY.com,“What is the moral of the story?”,www.myCNI.com.my,www.OOBEY.com,What is Strategic

23、Planning?,Strategic Planning,Variables:ResearchGrowthRisksStakeholdersConstraintsSWOTMisc.,Output:PlansPrioritiesKPIs,www.myCNI.com.my,www.OOBEY.com,Before we start,Which comes first?Strategies-KPI?KPI-Strategies?,www.myCNI.com.my,www.OOBEY.com,Financial“To satisfy our stakeholders,what Financial ob

24、jectives must we accomplish?”,Focus:Corporate Alignment,www.myCNI.com.my,www.OOBEY.com,Revenue Growth,Base Retention,Share Gain,Positioning,Adjacent Market,New Business,Operational Excellence,Product Leadership,Customer Intimacy,Competencies,Information Systems,Motivation,empowerment,alignment,Finan

25、cial,Learning&Growth,Internal Process,Customers,Investment Strategy,Productivity,Market Value,Linking BSC to Strategy,www.myCNI.com.my,www.OOBEY.com,Financial,Learning&Growth,Internal Process,Customers/Distributors,Focus:Corporate Alignment,www.myCNI.com.my,www.OOBEY.com,Example:Selection of KPIs fo

26、r BSC,Customer satisfactionCustomer loyaltyMarket shareCustomer complaintsComplaints resolved on first contactReturn ratesResponse time per customer requestPrice relative to competitionTotal cost to customerAverage duration of customer relationshipCustomers lostCustomer retentionCustomer acquisition

27、 ratesPercentage of revenue form new customersNumber of customersAnnual sales per turnover,Win rate(sales closed/sales contact)Customer visits to the companyHours spent with customersMarketing cost as a percentage of salesNumber of ads placedNumber of proposals madeBrand recognitionResponse rateNumb

28、er of trade shows attendedSales volumeShare of target customer spendingSales per channelAverage customer sizeCustomers per employeeCustomer service expense per customerCustomer profitabilityFrequency(number of sales transactions),www.myCNI.com.my,www.OOBEY.com,Financial,Learning&Growth,Internal Proc

29、ess,Customers/Distributors,Example:1st Level BSC&KPIs,Profit after Tax.Revenue.Cash-to-cash cycle.Operating cash flow,Customer Complaints.Customer Acquisition Rate.Product Availability.Product Quality&Service.Renewal Annual Subscription.Distributor Rank Achievement.No.of Active Distributor.No.DC/Reg

30、ional Sales.Distributor with commission,Customer Database Availability.Accuracy of Forecast Planning.Continuous Improvement.Response Time to Customer Needs.Perfect Order Fulfillment.Inventory Turnover.Number of Effective Sponsoring Program.On Time Delivery.No.of Effective Training.Number of Effectiv

31、e A&P,%of staff evaluated on Core Competency Framework.%of staff with Career Development Plans.No.of training hours completed per staff.%of staff with access to strategic information.Q12 Index.%staff evaluated on Culture alignment,www.myCNI.com.my,www.OOBEY.com,Sample:Other 1st Level KPIs across ind

32、ustries,www.myCNI.com.my,www.OOBEY.com,Lagging and Leading KPIs,Historical,Outcome,Results,1st Level,Usually Financial or tangible,Quarterly and Annually,Current,Indicators,Drivers,2nd Level onwards,usually non-financial or intangible,Weekly,Monthly and Quarterly,www.myCNI.com.my,www.OOBEY.com,Devel

33、oping Driver KPIs,www.myCNI.com.my,www.OOBEY.com,What is the Objective?,Do-or-Die KPIs for CNIRevenueARPUSponsoringRetentionCommission Plan(BDP)ProductCorporate Image,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Pro

34、duct Leadership(best product),Customer Intimacy(best total solution),Strategy:Disciplines,Priorities,and KPIs,www.myCNI.com.my,www.OOBEY.com,The McPlaybook*,Make it easy to eat50%drive-thruMeals held in one hand,Make it easy to prepareHigh TurnoverTasks simple to learn&repeat,Make it quick“Fast Food

35、”Tests new products for Cooking Times,Make what customers wantProwls market for new productsMonitored field tests,*Adapted from:Businessweek,Februrary 5th 2007,www.myCNI.com.my,www.OOBEY.com,Operational ExcellenceCompetitive priceError free,reliableFast(on demand)SimpleResponsiveConsistent informati

36、on for allTransactionalOnce and Done,Customer IntimacyManagement by FactEasy to do business withHave it your way(customization)Market segments of oneProactive,flexibleRelationship and consultative sellingCross selling,Product LeadershipNew,state of the art products or servicesRisk takersMeet volatil

37、e customer needsFast concept-to-counterNever satisfied-obsolete own and competitors productsLearning organization,Strategy:Disciplines,Priorities,and KPIs,www.myCNI.com.my,www.OOBEY.com,Operational ExcellenceMove know-how from top performing units to othersBenchmark against best in classEnsure opera

38、tions training for all employeesUse disciplines like TQM for continuous learning to reduce costs and improve quality,Strategy:Value Disciplines,www.myCNI.com.my,www.OOBEY.com,Strategy:Value Disciplines,Customer IntimacyCapture knowledge about customersUnderstand customer needsEmpower front line empl

39、oyeesEnsure that everyone knows the customerMake company knowledge available to customers,www.myCNI.com.my,www.OOBEY.com,Product LeadershipReduce time to marketCommercialize new products fastEnsure that ideas flowReuse what other parts of the company have already learnedEnsure there are multiple sou

40、rces of funding,Strategy:Value Disciplines,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Strategy:Value Disciplines,www.myCNI.com.my,www.OOBEY.c

41、om,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Strategy:Value Disciplines,www.myCNI.com.my,www.OOBEY.com,Sample KPIs for Each Discipline,Operational ExcellencePriceSelection

42、ConvenienceZero DefectsGrowth,Customer IntimacyCustomer KnowledgeSolutions OfferedPenetrationCustomer DataCustomer-success focus,Product LeadershipMarketingFunctionality#of Successes#of FailuresLearn from key usersInterdisciplinary teamsPipeline,www.myCNI.com.my,www.OOBEY.com,MBO Sources of KRAs and

43、 KPIs,Targets,Department Scorecard E3,Employees Job Description,Department SOP,Department Quality Objectives,Corrective Action Requests(CAR),Preventive Action Requests(PAR),or Special Projects relevant to the employee.,www.myCNI.com.my,www.OOBEY.com,E3 Department BSC,Financial Perspective,Budgeting,

44、www.myCNI.com.my,www.OOBEY.com,Individual Performance,www.myCNI.com.my,www.OOBEY.com,Summary:Todays presentation,1.Business Model,2.Strategy,3.Resources,Done,Done,www.myCNI.com.my,www.OOBEY.com,3.Building Block#3:Resource Management,The art and science of allocating,aligning,and managing Resources t

45、o strategic plans,www.myCNI.com.my,www.OOBEY.com,Resource Management:Some thoughts,Two major roles of Resource Management:Provide real-life CONSTRAINTS to strategic planningProvide RESOURCES to realize strategic plans,www.myCNI.com.my,www.OOBEY.com,Resource Management:Some thoughts,Resource Manageme

46、nt=Performance ManagementPerformance Management=Resource Management,www.myCNI.com.my,www.OOBEY.com,Managing Performance,www.myCNI.com.my,www.OOBEY.com,www.myCNI.com.my,www.OOBEY.com,Beating a Dead Horse,www.myCNI.com.my,www.OOBEY.com,Most Common Desperate Performance Improvement methods,Send for mor

47、e TrainingEnforce more Incentives(positive/negative),www.myCNI.com.my,www.OOBEY.com,Mager and Pipe,Analyzing Performance Discrepancies,www.myCNI.com.my,www.OOBEY.com,Alignment:4-Wheels Model,Culture,Business Model,Strategic Planning,www.myCNI.com.my,www.OOBEY.com,Alignment:Framework,Focus pointAlign

48、mentQualityInnovation&DifferentiationRisk takingPerformance ManagementCorporate obsessionDecision making,Culture,www.myCNI.com.my,www.OOBEY.com,Alignment:Framework,Org StructureJob DesignC&BPolicies&proceduresDecision makingJob fitManagement SystemsBSC and KPIsDecentralized&Empower,www.myCNI.com.my,

49、www.OOBEY.com,Strategy:Framework,Role modelingVision/Mission/PhilosophyLeadership StyleDelegation&EmpowermentC&B,PromotionsSense of UrgencySpeak regularly about Performance,www.myCNI.com.my,www.OOBEY.com,Strategy:Framework,RecognitionRecruitmentTrainingProfit sharingValuesMotivationSelf EfficacyAwar

50、enessUseful CompetenciesCareer aspirationsAttribution(control),www.myCNI.com.my,www.OOBEY.com,Strategy:Framework,EnablersTechnologyEquipmentMaterialsHumanIntellectual PropertyPartnersProperty,Funding CAPEXOPEX,www.myCNI.com.my,www.OOBEY.com,Alignment:4-Wheels Model,Culture,Business Model,Strategic P