GLOBAL HR BEST PRACTICE BERLINGSKE HR KONFERENCE 28/ KIM MØLLER, NORDIC CHAIR

Transkript

1 GLOBAL HR BEST PRACTICE BERLINGSKE HR KONFERENCE 28/ KIM MØLLER, NORDIC CHAIR

2 Hvem er? Leading Organisation Leading Team Leading Self 2

3 Olof Faxander Olof Faxander Startede som global CEO Leading for Sandvik Team den 1. februar LeadinLarsg Organisation Kom fra en stilling som koncernchef for SSAB. Sandvik er en højteknologisk ingeniørvirksomhed med aktiviteter I 130 lande. I 2010 beskæftigede gruppen medarbejdere og omsatte for 83 mia. SEK Leading Self 3

4 Hvem er så det her? Leading Organisation Leading Team Leading Self 4

5 Anna Vikström Persson Anna Vikström Persson er global HR Direktør for Sandvik. Leading Team LeadinLarsg Organisation Anna kommer fra en tilsvarende stilling hos SSAB. Anna tiltrådte hos Sandvik den 1. marts Leading Self 5

6 Hvem er? Leading Team LeadinLarsg Organisation Leading Self 6

7 Tex Gunnarson Mr. Louis Willem (Tex) Gunning was born in the Netherlands. He holds a degree in Economics from the Erasmus University Rotterdam. Leading Team He is a passionate lecturer, writer LeadinLarsg and speaker about the role of business in Society Organisation and about the need for collective leadership to tackle the world s biggest challenges. Mr. Gunning has been an advisor to many other business leaders and academics all around the world. Mr. Gunning s business career has spanned over 25 years in Unilever, lastly as Business Group President Asia Foods. In September 2007 Mr. Gunning was appointed Leading as CEO Self of Vedior, a global company in HRM services. After a successful merger with Randstad Mr. Gunning joined AkzoNobel as the Managing Director Decorative Paints. 7

8 Hvem er? Leading Team LeadinLarsg Organisation Leading Self 8

9 Heiko Hutmacher Heiko Hutmacher Leading Team Global HR Direktør for LeadinLarsg Akzo Nobel Deco. Ansvarlig for implementeringen Organisation af Ignite the Spirit. Leading Self 9

10 Ignite the Spirit 2007: AkzoNobel overtager ICI (Imperial Chemical Industries) med medarbejdere og en omsætning på 4,8 mia GBP. 2008: 25% af AkzoNobels forretningsenheder underperformer. 2009: finansiel krise slår igennem for fuld kraft. Reorganisering og gentænkning af identitet Fra lokal leverandør af maling til lokale kunder til global virksomhed adding color to peoples lifes. Ny brand strategi, ny R&D strategi, ny kommunikations dagsorden. Fra command and control til en organisation som er respektfuld, som er transparant og som styres af passion. Relationer mellem mennesker i fokus. 10 you can not grow business. You can grow its people. And you can only grow people as far as you can grow their leaders.

11 Leadership from within Leadership Journey 2011: medarbejdere og ledere. Stærk stigning i medarbejder engagement Hurtig implementering af organisatoriske ændringer Innovation og kreativitet Performance 10% op på et år 11

12 % Companies CEIBS Strategy Execution Model Development of a competitive strategy should provide guidance in navigating through a future of uncertainty. Corporate Strategies are intellectually simple; their execution is not. The question is, can you execute? That s what differentiates one company from another. -- Larry Bossidy 97% Have a Stated Vision 80% Have Clear Strategic Plans 52% Achieve Some Strategic Execution 33% Achieve Significant Strategic Execution 12

13 Developing vs. Executing Strategy: Two sides of the same coin, but! Developing the Strategy Primarily a market-driven, analytical activity Successful strategy making depends on: Business vision Perceptive analysis of market conditions and company resources and capabilities How to attract satisfy and retain customers, usually outcompeting rivals Using company resources and capabilities to forge a competitive advantage for superior results Executing the Strategy Primarily an organizational & operations-driven leadership activity Successful strategy execution seems to depend on: A robust strategy Excellent leadership Good organization-building and people management Creating a strategy-supportive organization and performance culture Good tracking D

14 14 Communicate, Lead and Empower

15 The conceptual dialogue of strategic development is distinct from the execution: Source: Strategic Performance Measure and management, Renaissance Worldwide

16 Strategy Execution Model Leadership Of Change Competitive Strategy Organization Design Building Team Developing Capabilities Performance Culture Superior Performance Metrics & Incentives Strategy Execution Levers D

17 Global HR Best practice WINDS Vision, Strategies, Goals, Targets CURRENTS Culture Values Habits Beliefs Patterns Traditions 17

18 Oxford Leadership Academy With over 200,000 executive alumni in 90 countries, Oxford Leadership Academy is one of the world s top leadership consultancies and training institutes. We provide leadership consulting, training, coaching and special events that help global organisations to grow, increase their value, transform their culture and become more responsive to the needs of society. We are a global firm with offices throughout Europe, North and South America, Asia Pacific and Middle East, with a proven 20 year track record of success supporting blue-chip, multinational corporations and governments. Our private sector clients include: Unilever, McDonald's, Telefónica, O2, Akzo Nobel, ICI, Sandvik, Coca-Cola, BP, Ford, Ericsson, Crowe Horwath International, Barclays, GE, Fortis, ANZ Bank, Pharmacia, Philips, Goodyear, Shell, SAAB:British Aerospace, SEB, Swedish Match, Randstad, Vedior, Indian Oil, TOTAL Oil, Watson Wyatt and Volvo AB