ASPIRING TO WORLD CLASS PERFORMANCE Aubrey Joachim Principal Consultant Leading Edge Change Sydney,...

ASPIRING TO WORLD CLASS PERFORMANCEAubrey JoachimPrincipal ConsultantLeading Edge ChangeSydney, Australia

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The basic challenge facingSri Lanka, Sri Lankan businesses& Sri Lankan business managers

is......

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Aubrey Joachim – Presentation to SLID – February 2013

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To recognise thatSri Lanka is not an

isolated island anymore ......

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Sri Lanka is part of a global environment

and the global economy

Exponential technology developmentThe information super-highway

The proliferation of ‘big data’The expanding knowledge economy

The burgeoning service sector

Is placing Sri Lanka on anEqual and competitive footing

*The World is Flat – Thomas Friedman – NY Times Best Selling Author

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How is this possible .....

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To compete on the world stage ...

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To compete on the world stage ...

WORLD CLASS PERFORMANCE !

Is a MUST!

From resources to returns – effectively managing the organisational value chain

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Sri Lanka is starting to appear on global

investors radar screen

The positives for Sri Lanka .....

HSBC Global Research:Scouting the Frontier Markets – Asia’s Equity Frontiers – October 2012

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GDP 118BnAgriculture 12%

Industry 30%Services 58%

Increasingly a service driven economy

•Tourism•BPO

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ConfidenceIndicators

Country Rankings:

Global Competitiveness – 52 / 142

Doing Business – 89 / 185

Change Readiness – 22/60

Corruption Perception – 86 / 183

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The challenge for Sri Lankan business managers!

Emerging Asia’s Top 1000 (Mkt Cap)China 518 1 $226BIndia 187 3 $49BIndonesia 80 13 $30BMalaysia 78 18 $25BThailand 61 11 $31BPhilippines 52 54 $14BPakistan 11 109 $8BVietnam 7 281 $4BKazakhstan 3 116 $8BSri Lanka 2 680 $1.4BB’desh 1 362 $2.7B

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What does it mean to be World ClassWorld Class Performance is performing at superior level in the field at competing priorities of:

•Quality•Price•Delivery speed•Delivery reliability•Flexibility•Innovation

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FOUNDATION

WORLD CLASS PERFORMANCE

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CUSTOMER EXPECTATIONSCUSTOMER EXPECTATIONSFOUNDATION


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ASSETINTEGRATION


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INFORMATION

INFORMATION

ASSETINTEGRATION


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CAPITALCAPITALINFORMATION

INFORMATION

ASSETINTEGRATION


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PEOPLEPEOPLECAPITALCAPITALINFORMATION

INFORMATION

ASSETINTEGRATION


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PEOPLEPEOPLE PROCESSES

PROCESSESCAPITALCAPITALINFORM

ATIONINFORMATION

ASSETINTEGRATION


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION

MANAGEMENTPHILOSOPHY


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION

QUALITY / TQMQUALITY / TQMMANAGEMENTPHILOSOPHY


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION


OPERATIONALRESULTS


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION


CYCLE TIME LEADERSHIPCYCLE TIME LEADERSHIP

OPERATIONALRESULTS


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION


CYCLE TIME LEADERSHIPCYCLE TIME LEADERSHIP COST LEADERSHIPCOST LEADERSHIP

OPERATIONALRESULTS


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION



OPERATIONALRESULTS

MARKETREQUIREMENTS


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION



OPERATIONALRESULTS

AGILITYAGILITYMARKET

REQUIREMENTS


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION



OPERATIONALRESULTS

AGILITYAGILITY VIRTUAL RELATIONS

VIRTUAL RELATIONS

MARKETREQUIREMENTS


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION



OPERATIONALRESULTS


VIRTUAL RELATIONS

MARKETREQUIREMENTS

INDIVIDUALISEDCUSTOMER SATISFACTION


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION



OPERATIONALRESULTS


VIRTUAL RELATIONS

MARKETREQUIREMENTS

CUSTOMERISATIONCUSTOMERISATIONINDIVIDUALISED

CUSTOMER SATISFACTION


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ATIONINFORMATION

TECHNOLOGY

TECHNOLOGY

ASSETINTEGRATION



OPERATIONALRESULTS


VIRTUAL RELATIONS

MARKETREQUIREMENTS

CUSTOMERISATIONCUSTOMERISATIONINDIVIDUALISED

CUSTOMER SATISFACTION


DOING THINGSRIGHT

DOING THE RIGHTTHINGS RIGHT

DOING THERIGHT THINGS

Setting a strategic vision for your organisation

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WHEREARE

YOU?

WHEREDO YOU

WANT TO BE?

HOW DOYOU

GET THERE?

Eg. Pol Polman’s vision

Strategy is ......

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• A continuous journey

Strategising is not .....

• An isolated event

Strategy.....

• Permeates throughout the organisation

Effectively managing performance outcomes- to deliver strategy

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DATA ANALYTICS

Getting the best from your people

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• Selecting the right people

• Training & development

• Empowering staff

• Exploiting HR Analytics

• Reward & recognition

• Recognise that HR is an appreciating asset

Getting corporate governance issues right

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• Right boards and board structures doing the right things and doing things right

• Correct processes across the organisation• Ethical behaviours across the organisation• Meeting all compliance and regulatory

requirements – globally• Establishing strategic scorecards• Managing Risk• Driving sustainability – CSR and environmental

Director’s roles in corporate governance

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ExternalRole

InternalRole

Compliance Role Performance Role

Past/Present Future

ProvideAccountability

StrategyFormulation

Monitoring andSupervising

PolicyMaking

Robert I. Tricker

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A WORLD CLASS STRUCTURE

INFORMATION SYSTEMS

WORLD CLASSPERFORMANCE

Questions&

Discussion

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ASPIRING TO WORLD CLASS PERFORMANCE Aubrey Joachim Principal Consultant Leading Edge Change Sydney,...

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