Driving summer-peak-education-1
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Transcript of Driving summer-peak-education-1
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Summer Peak2017
Driving
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SESSIONOBJECTIVES
- MCVP ROLE - FUNCTIONAL UNIT / COMMISSION WORK - GENERATING HYPE - KEY SUCCESS FACTORS OF “IDEA 2 IMPLEMENTATION”
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MCVP ROLE
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NPS IGV
0
18
35
53
70
Americas AP Europe MEA
30.1
63.3
42.5
68.52016
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Profitabilityare we destroying or creating?
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IGV
-10%
20%
50%
Americas AP Europe MEA
-0.51%
17.99%
30.32%
0.92%
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OGV
0%
50%
100%
Americas AP Europe MEA
74.39%85.27%
93.05%
66.37%
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NPS GTNPS
0
20
40
60
80
Americas AP Europe MEA
59.253.2
47.8
70.9
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Profitabilityare we destroying or creating?
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IGT
0%
50%
100%
Americas AP Europe MEA
34%
78%88%
55%
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OGT
-50%
25%
100%
Americas AP Europe MEA
78%75%77%
-33%
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NPS GE
0
13
25
38
50
Americas AP Europe MEA
48.4
28.227.2
38.4
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Profitabilityare we destroying or creating?
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IGE2016
-150%
-100%
-50%
0%
50%
100%
Americas AP Europe MEA
-97.86%
73.72%70.66%75.84%
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OGE2016
0%
50%
100%
Americas AP Europe MEA
75.28%
24.95%
66.83%
91.6%
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MY LEARNINGS?
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FUNCTIONAL UNIT OR
COMMISSION WORK
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Why do we do change management?
● Because people resist change
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Why people resist changes?
Not being consulted — If people are allowed to be part of the change there is less resistance
Poor communication — It’s self evident isn’t it? When it comes to change management there’s no such thing as too much communication.
Changes to routines — When we talk about comfort zones we’re really referring to routines. We love them. They make us secure.
Exhaustion/Saturation — Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low. They are not change thrivers.
Change in the status quo —if people believe the change favours another group/area/person there may be (unspoken) anger and resentment
Benefits and rewards — When the benefits and rewards for making the change are not seen as adequate for the trouble involved
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People reactions to change
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Empower members for a broad-based action
Members want to act, but are boxed in…
Organization
Formal and non-flexible structures
Technology
EXPA, OP
People
Leaders who discourage actions
Processes
A lack of needed process skills
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Key learnings from Working with LCVPs•LC VP = MC VP (mirror) •Culture communication
1. Commission (Unit Stand) 2. Expectations
1. 2x month - online 2.Tracking tool 3.2x consultancy 4.Task force - follow up 5.Summit 6.One on one meetings 7.Global Direction 8.Reports 9.Highlights 10.Direction
• Functional touch points - creating environment • Connection with unit • Preparation • Beginning, first touch point
• Advices from LCPs • Role modeling for LC VPs • One on one meetings - bitching, • Common meetings - recognition
Tips and Tricks
Example
You
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GENERATING HYPE
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HYPE?
1. To be joyfull 2. To see concrete outcome of
their work 3. To feel/sence a common
purpose and work for a common goal
4. To be ambitious for their entity
5. To be a constant focus
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KEY SUCCESS FACTORS OF “IDEA 2 IMPLEMENTATION”
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Celebrate successes
Why
How
In order to celebrate successes, you need to know what are those. Have a clear measures that you will follow on daily/weekly/monthly bases and know your lead and leg measures.
➡ Make it fun, accessible for everyone ➡ Set the measures and stick to them
Have a concrete target
Why
How
Your plenary needs a direction, sence of where we want to be. As concrete as possible, numbers per product per stage.
➡Co-created with LCVPs ➡Involve LCPs ➡Have a transparent goals per product that anyone can see
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Have a clear and constant communication
Why
How
Will be a reliable asset for your plenary, will drive the hype, centralise the communication and be uniting point for the plenary when it comes to focuses and priorities in work.
➡ Make it fun, accessible for everyone ➡ Educate yourself about ICOMM and have a person in charge
Have a clear timeline
Why
How
It will be an ultimate guide for your plenary and an extraordinary expectation setting tool for them to ensure that your entity can provide more and better experiences.
➡ Per product ➡ Role of Back office ➡ IR
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TIME FOR QUESTIONS
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