Transcript GMBH AFSM Conf.

Strategies for Success in a Global
Marketplace
Glen Bracegirdle, Director
Synesi Training & Consulting
SSC Showcase, Sydney
February 14th, 2006
Instant
Fast Food
Information
Entertainment
Communication
Impatient
Traffic
Queuing
Possessions
Service
Intolerant
Mistakes
Time & Hours
Fun @ Work
Personal Issues
Intervention
Major Events
Health / Stress
Redundancy
New Millennium
Issues
Increasing work demands
Decreasing staff loyalty
Decreasing staff morale
Increasing staff turnover
What have we created?

After so many years of being bossed around,
of working within confining roles, of unending
reorganization, reengineering, downsizing,
mergers, and power plays, most people are
exhausted, cynical, and focused only on selfprotection. Who wouldn't be? But it's important
to remember that we created these negative
and demoralized people. We created them by
discounting and denying our best human
capacities. (M. Wheatley)
Corporate v Employee
Dichotomy
People
Resource
Undervalued
Work Life
Balance
Non-Innovative
Environment
Flexibility
Performance
Pressure
Recognition
Bottom-Line
Focus
Desire to be
Challenged
Dual Paradigm

It is becoming harder to find
and hire skilled people.

People and therefore
knowledge is walking out
the corporate door.
Cost of staff replacement.

It costs 3 to 4 times a persons
salary to replace them.


The cost of hiring, re-hiring,
training, lost productivity,
mentoring time etc.
At a management level it is
estimated the cost can be as
high as 24 times a persons
salary for a hiring mistake

The cost of recruitment,
preparation, compensation,
severance pay, mistakes, missed
opportunities and business
disruption.
Recruitment

Of the 11 most successful
companies in Australia – none
thought they did a good job of
recruitment.
Knowledge Retention

Most companies have the
tools and some processes in
place for knowledge
management, but it is not seen
and used as a strategic tool.

Companies need to improve
on internal knowledge transfer
and knowledge capture.

Companies need to value their
people resources and develop
better employee recognition
and retention programs.

Staff Loyalty programs are
needed.
Knowledge Workers

Workers of the western world are now employed
largely in service industries, where they are paid
for their brain rather than their brawn.

Knowledge workers, are those whose “primary
tasks involve the manipulation of knowledge and
information.” These people are the creators of
wealth in western economies today, yet scarcely
anybody is measuring their output and seeking
ways to improve it.

Finding ways to improve the productivity of
knowledge workers, he says, is “one of the most
important economic issues of our time”.

Management's new role is to make knowledge
more productive.
Thomas Davenport The Economist
Management Attitude

Hiring outside the
organisation is better

Reduced risk taking

Look for scapegoats

Reluctance to communicate
high level corporate
information to staff. (UGR –
Around here we do not trust
our staff with important
information)
Management Attitude

Management believe they have
superior intellect due to their superior
position in the organisation.

Therefore they rely on their own
knowledge instead of utilising the brain
assets of their staff, and the superior
knowledge held in the organisational
brain bank.
1
+1=3
Global Marketplace

Through technology the
global village continues to
get closer

National boundaries are
becoming less significant

Virtual teams are the norm
Management

The way managers are required to exert
influence today has changed. The
manner in which managers
communicate today is moving more
towards emotional engagement and
away from technical issues.

Build and nurture diverse teams
Management Challenge

Develop trust in order to
empower workforce to make
decisions.

Create a learning nurturing
environment.

Decision making where the
knowledge is.

Create an environment of
creativity

eg. Marriott story.
Fish!

“If the fishmongers could exhibit such a sense of joy
and purpose by flinging fish and making a show out
of it, what universal lessons could be learned from
them to help transform the thousands of lifeless
workplaces around the world?”

Play

Make Their Day

Be Present

Choose Your Attitude
Stephen Lundin – Fish!
Choose Your Attitude

People can be classified into two groups:

Luck people – Who believe things happen to them
due to luck – often ‘bad luck’.

Influence people – Who believe they are able to
influence most things.

I choose confidence, trust & faith (Fish! –
Stephen Lundin)

Road rage – response – we can choose (Fish!
– Stephen Lundin)
Proactive
Victim
Create Your Own Reality

Challenging job OR
Impossible task?

Rewarding job OR
Thankless job?

Necessity OR Difference
maker?
Problem Solving

Use staff knowledge
through an innovative
environment

The one common
experience of all humanity
is the challenge of
problems. (R.
Buckminster Fuller)

Provide opportunity for
staff and customers to
contribute to the problem
Problem Solving Methodology
Engage
Define
Analyze
Select
Follow-up
Support analysts attitudes and perceptions of customers and problems
Memory retention and problem documentation
Creating a good problem solving environment
Understanding client communication and key words
Quality listening skills and questioning techniques
Gathering and using key information
Using critical thinking in defining the problem
Understanding the assumptions we make and their impact on problems
Information gathering templates and tools
Unclear statements and communication
Problem recreation – making it fail
Drilling down on the problem – understanding what is not known
Keep asking why? and Lateral thinking techniques
Team problem solving – Brainstorming and mind mapping tools
Communication – keeping the client informed
Criteria for selecting a solution – client business needs considered
Decision making techniques
Planning and delivering a solution
Common causes in solution implementation and problem resolution
Remote communication skills
Solution evaluation – Is the problem resolved?
Root cause analysis
Solution documentation and knowledge base content
Quality defect reporting
Supportability process
Problem Solving Skills

Develop problem solving
skills throughout the
organisation:
 Memory
Retention
 Listening
& Questioning
Techniques
 Question Assumptions
 Critical
Thinking
 Lateral
Thinking
Developing Culture

I know from experience that most
people are very intelligent - they have
figured out how to make things work
when it seemed impossible, they have
invented ways to get around roadblocks
and dumb policies, they have created
their own networks to support them and
help them learn. (M. Wheatley)
Unwritten Ground Rules
 This
is the way we do things around
here
Steve
Simpson – Keystone Management
www.keystone-management.com/
Example Staff UGR’s

We do not tell management about opportunities to
improve the business, as it will only work against you.

Opposing views are a personal attack.

An individual’s standing is related to how they relate in
a social context with senior management.

Keep quiet in meetings and you do not get extra jobs.

Ideas on innovation and change are welcomed as
long as they do not require extra money.

The only time anyone gets spoken to by the boss is
when something is wrong.
Example Management UGR’s

Among the ‘trusted group’ it is alright to joke about the
incompetence of our colleagues.

Staff cannot be trusted – if they get the chance to use
our corporate intelligence they will set up their own
business and use it.

There are only a few staff who are committed – most
of them are here for the pay cheque.

We avoid dealing with really difficult staff by offloading
poor performers onto other managers.

At our management meetings the aim is to impress
the boss.
Culture in a Global Marketplace

Developing trust and direction through
common values and shared problem
solving drives a new corporate culture.
This overcomes ethnic or location
based cultural differences.
Global Support Business

Values

DecisionRights system

Performance
Measurement

Values
 Trust,
empowerment,
teamwork, collaboration,
learning, service

Decision-Rights system
 Problem
Solving skills,
innovative skills, agility

Performance
Measurement
 Transparency,
delivery
Culture – Walking the talk

Achievement


Customer-centric


Collaboration, globalisation, teamwork
Innovative


External focus, service, responsive
One-team


Performance, delivery, transparency
Creativity, continuous improvement, learning
People-first

Empowerment, development, care
Carolyn Taylor – Walking the talk
Customer-centric Culture

Good service and a polite attitude is
what encourages loyalty from
customers

Customers want to be loyal.

Staff need to develop a culture of
rapport and trust with customers. This
requires an internal culture of
motivation and loyalty within, where
morale is nurtured.
Talk to your customers

Business is conducted between people
– talk to your customers.

Too many businesses rely on processes
and remote communication and
satisfaction tools that they believe tell
them all about their customers.

Service organisations can engage
customers in a shared problem solving.
Values

Values will direct and change our
perception. At the same time,
perception can change our values (de
Bono)

Logic can help you decide how to do
something, but values tell you what you
want to do.
Six Value Medals
 Gold
– Human Values
 Silver
– Organisational Values
 Steel
– Quality Values
 Glass
– Innovation Values
 Wood
– Environmental Values
 Brass
– Perceptual Values
Edward de Bono – Six Value Medals
Strategy

Strategy that is not value driven is not a
strategy at all (de Bono)
Values
Culture
Strategy
Strategy / Value / Culture
Mapping
Strategy
Personal Values
Values
People
Company
Quality
Creative
Change
Management
-UGR’s
Customers Culture
Culture
People-first
Innovative
One-Team
Customer
Centric
+UGR’s
Achievement
SCP
Program
Flexibility

In an earthquake, the most
dangerous place to be is in a tall
building that is not flexible. Yet,
one of the safest places is a tall
building that has been stressed
for earthquakes – in other
words, one that has a deep
foundation and is flexible. So,
too, over the coming years,
large organisations that remain
rigid will crumble and fall, while
those that succeed in adding
flexibility, teamwork and
creativity to their cultures will
thrive.
Innovative Culture

All staff participate in problem
solving and business innovation

Managers must recognize people's
innate capacity to adapt and
create - to innovate (M. Wheatley)

The human capacity to invent and
create is universal.
Innovation

When people become interested in an
issue, their creativity is instantly
engaged. If we want people to be
innovative, we must discover what is
important to them, and we must engage
them in meaningful issues (M.
Wheatley)
Brain Bank

Collective knowledge and experience
of all staff in an organisation.

Total corporate intellect.
Innovation

It can be easy to create successful
organizational change if you start
with the assumption that people,
like all life, are creative and good
at change
Summary

Value the people

Value the knowledge

Choose your attitude

Create your own reality

Create the right culture

Value innovation