Governance CACM

Strategic Governance CACM

CACM proposal August, 22th 2011

Strategic Governance Plans Schedule 2011

PPD & LA Strategy And Alignment

Drive Big Ideas Set New Standard

of Care Transform Your

Organization

Enhance Strategic Business Process

Maximize the Value Proposition

of Our Brands

Culture of Business Excellence

Enhance Abbott Reputation •  Best Place to Work •  I’m Abbott •  Ethics & Compliance

•  Understand our market & stakeholders (NNLRP) •  Redefine our markets

•  Reframe the Healthcare Debate •  Shape our Environment

•  Advance clinical practice •  Deliver total patient solutions •  Demonstrate the full value of our brands

INNOVATION NO LIMIT MENTALITY

Area BSC / Governance Initiative

AI Priorities

Area Priorities

•  Build best in class capabilities and change the way we work

•  Deepen our Talent Pool •  Build the best company there is

4

Workshop of Alignment Leaders Experience

Strategic Governance Conceptual

6

Agility Produc.vity Priori.za.on Velocity Alignment Planning (i.e. nwf) Time of Availability Urgency Orienta.on

One Meeting Benefit of the Committees

7

Sponsor

Secretary

Member

On-‐Demand

Focused Committees Benefit of the Committees

8

•  LA Governance Model has six core commiFees, where each one of them will have a specific theme, as follows:

–  BEC – Business –  BrEC – Brand –  CEC – Compliance –  PEC – People –  S&OP – Planning –  eBEC – Extended BEC

S&OP

CEC

PEC

BrEC eBEC

PEC

CEC

BrEC

S&OP

eBEC

BEC

BusinessFlow

Control

PEC

CEC

BrEC

S&OP

eBEC

BEC

BusinessFlow

Control

S&OP – Sales & Operation Planning How, Why Trees, Garden

PEC – People Executive Committee Who Gardener

CEC – Compliance Executive Committee What, How, Who Forest, Trees, Gardener

BrEC – Brand Executive Committee How Trees

eBEC – Extended Business Executive Committee What, How, Who Forest

BEC – Business Executive Committee What Forest

Framework Governance Committees & Purpose

•  LA Governance Model has six core commiFees, where each one of them will have a specific theme, as follows:

–  BEC – Business –  BrEC – Brand –  CEC – Compliance –  PEC – People –  S&OP – Planning –  eBEC – Extended

9

S&OP – Sales & Operation Planning How, Why Trees, Garden

PEC – People Executive Committee Who Gardener

CEC – Compliance Executive Committee What, How, Who Forest, Trees, Gardener

BrEC – Brand Executive Committee How Trees

eBEC – Extended Business Executive Committee What, How, Who Forest

Framework Governance Committees & Purpose

BEC – Business Executive Committee What Forest

10

•  Sponsor is responsible for INSPIRATION on Governance Model.

•  INSPIRATION is tangible into the model through the Drivers definiWon, it means the focus of the CommiFee session topics must be related to the pre defined Drive.

•  The Sponsor primarily defines the Drivers and shares this definiWon with the secretary. Some Drives are defined by the corporate calendar moment, i.e. LRP, Budget, NNLRP, etc.

•  The governance good pracWces call for an annual planning of the Drivers during commiFee sessions so that the secretary and the sponsor can assure all relevant steps of the corporate strategy are covered.

•  Unified corporate calendar with all annual events is a good base to work with when defining the Drivers of the commiFee sessions.

Sponsor

Drivers Building the Annual Framework

11

•  All parWcipants, whether as dedicated audience or on demand, are considered Members of the CommiFee and as Members have roles & responsibiliWes:

•  Members are responsible for the DISCIPLINE of the CommiFees

Leadership

ALtudes expected from all Members

• Decide on behalf of the business considering the stakeholders’ needs • Protect, value and opWmize investments

• Apply corporate policies, procedures and values • Prevent conflict of interest

Ethics

Members

Members Roles & Responsibilities

12

•  Secretary are key funcWons of the CommiFee, which require strong roles & responsibiliWes definiWon:

•  Secretary is the responsible for the CommiFees RHYTHM

ALtudes expected from the secretary • “Make it happen”, in terms of acWviWes, parWcipants (pre, during and post meeWng acWviWes)

• Offer a blind spot view

Manage the Start-‐Up

Gather and Comprehend Facts

Understand Underlying Posi.ons and Interests

Express Empathy Verbally

Express Empathy Nonverbally

Convey Impar.ality

Manage the Personali.es

Assist Members in Genera.ng Op.ons

Generate Op.ons

Assist Members in Genera.ng Agreements

Generate Agreements

Move the Members toward an Improved Rela.onship

Manage the Interac.on and Conclusion

Secretary

Secretary Roles & Responsibilities

13

•  The Governance process has 3 sub-‐processes. From the secretary perspecWve, there are some core acWviWes to achieve the basics of good pracWces

Drive

CommiFee

Agenda

“MeeWng”

“MeeWng”

“MeeWng”

“MeeWng”

Drive

CommiFee

Agenda

“MeeWng”

“MeeWng”

“MeeWng”

“MeeWng”

last meeWng

plans & acWons

operaWonal results

strategic analysis

corporate schedule

important demand

acWon

decision plan

orientaWon

idea

need

short

medium

long

Drive

Topics

“MeeWng”

“MeeWng”

“MeeWng”

“MeeWng”

“MeeWng”

ConfirmaWon

Pre Mee.ngs Ac.vi.es Mee.ngs Ac.vi.es

Post Mee.ngs Ac.vi.es

Pre Mee.ngs Ac.vi.es Mee.ngs Ac.vi.es Post Mee.ngs Ac.vi.es

Secretary

Sponsor

Members Secretary Sponsor

Key Elements Governance Process

Strategic Governance Process Alignment – FUTURE FIT

Every month

Brand Team

Budget plans, projects, kpis,

issues discussions

Personnel & Compliance

issues & needs discussions

BEC

BrEC

Govern mental Affairs

Marke2ng Pa2ent Rela2ons

Brand Team Leader

Sales

Market Access Medical

Commu nica2on

Regu latory

BRAND TEAM

BTL Drive

Brand plans, projects, kpis,

issues discussions

Brand2 plans, projects, kpis,

issues discussions

Brand1 plans, projects, kpis,

issues discussions

One page

One page

Budget plans, projects, kpis,

issues discussions

PEC One page

Personnel issues & needs

discussions

CEC

Compliance issues & needs

discussions

Between Zone NPI & Demand & S&OP & PPO & Operational Plans

Governance Committees

Brand Team Meeting

Between Zone

Secretary

Secretary

Secretary

Brand Team Alignment

Proposal Model Dynamic among Governance & Brand Team

Brand Teams are going to supply essen2al inputs to the Governance CommiEees

Govern mental Affairs

Marke2ng Pa2ent Rela2ons

Brand Team Leader

Sales

Market Access

Medical

Commu nica2on

Regu latory BRAND TEAM BrEC

Brand team

leader

One-Page

Drive

Brand Team Concept

17

One-‐Page Dashboard by brand

First Page (Overall) 1.  Financial -‐ Brand team performance 2.  Non-‐Financial -‐ FF -‐ CapabiliWes

Second Page (by brand)

1.  Brand specific 2.  Non-‐Brand specific

&

One-Page & Dashboard FF Brand Team Concept

Focus on 5 quesWons (by brand)

1.  How are we looking at our plan? 2.  How do we compare to the market?

3.  What are we doing well and what can we improve? 4.  What are the insights & assumpWons ?

5.  What are the opportuniWes ?

Strategic Governance Process Alignment – ACC & BAC

Other Committee

Every quarter

BAC

Dynamic among Committees

PEC & CEC happen every month. ACC & BAC receive & treat inputs every quarter

Every month

PEC

Issues regarding Compliance

identified

Personnel issues & needs

identified (*)

ACC CEC

Issues regarding Compliance discussion

Culture activities (Training & Education)

Personnel issues & needs approval

Issues regarding Compliance

approval

Culture activities (Training & Education)

(*) Issues regarding only one Division can be approved but communicated to BAC, all others potenWally regarding more than one Division must be approved in BAC

Business issues identified (*)

Business issues approval


Each committee with respective scope definition

PEC

Processes supported by PEC: •  Areas structure analysis and people implicaWons •  Salary adjustments approvals •  DefiniWon of people related processes (ex: vacaWon status, mobile phone,

company car) •  Knowledge sharing regarding HR topics (ex: Salary Survey structure, Long

Term IncenWve clarificaWon, etc) Examples of decisions in PEC: •  Immunology RetenWon Strategy •  Medical Area structure evaluaWon •  Finance Current RetenWon Plan discussion •  Corporate Affairs : RetenWon Strategy and Implemented acWons including

Job Wtles and organizaWonal focus

Objective – Alignment, Discussion and Definition about People issues & risks & situations

Primary Agenda •  Indicators (People perspective – BSC) •  Headcount on board –(already part of KPIs, redundant) •  Turn over (intern and extern) / Root Cause analysis (already part of KPIs) •  Hipos (Development Plan) •  Employment Value Proposition: GPtW, Culture Survey,

Related •  PEx (performance excellence)

BAC

Some Processes supported by BAC: 1.  Personnel issues approval with mulWple division scope 2.  Business issues approval with mulWple division scope Examples of decisions in BAC: 1.  Infrastructure & layout modificaWon 2.  DefiniWon of hiring people with disabiliWes

Objective – Alignment, Discussion and Definition about Business issues & risks & situations regarding multiple Divisions

Primary Agenda •  Any business situation or issue regarding more than one Division •  Any items already discussed from other committees to have formal

approval


CEC

Some Processes supported by CEC: 1.  Provide consulWng to PPD business doubts in order to ensure business pracWces are

in accordance with Compliance Policies, local laws and regulaWons and AbboF’s Code of Business Conduct

2.  IdenWfy and address legal and compliance risks or gaps and bring to ACC discussion

Examples of decisions in CEC: 1.  Deliberate and/or execute disciplinary procedures specifically to PPD 2.  ImplementaWon of the AbboF Affiliate Compliance Program and communicaWon

Objective – Alignment, Discussion and Definition about Compliance issues & risks & situations specific to PPD

Primary Agenda •  Plan vs current situation (internal initiatives) •  Results compared w/ market •  What we are doing good (quality) •  What is pending to implement or results were not satisfactory

ACC

Processes supported by ACC: •  Create and implement core policies in the seven key areas in accordance with local laws

and regulaWons •  Implement and monitor training and communicaWon strategies to promote Ethics &

Compliance Program •  Develop and implement measures to correct and prevent non-‐compliance events •  Implement and monitor policies and procedures for increasing employee awareness of

FCPA and an employee’s duty to report any suspected violaWons •  Ensure that policies created are aligned with business goals •  Assess and allocate resources to execute Compliance Program •  Approve and communicate within the Affiliate organizaWon Wmetables for

implementaWon of the AbboF Compliance Program Examples of decisions in ACC: •  Training & EducaWon acWviWes •  PromoWonal acWviWes & Product sampling approval •  Sponsorship of healthcare professionals •  Developing and implemenWng measures to correct and prevent non-‐compliance,

including appropriate disciplinary procedures •  Uniformly enforcing infracWons and acts of non-‐compliance •  InvesWgate, respond to and report Code violaWons

Objective – Foster a compliance culture that begins at the executive level and permeates throughout Abbott

Primary Agenda •  Analysis of Business Compliance risks or gaps unique to the

local business or markets •  Monitoring of standards, policies, procedures and Operational

Guidelines affecting Ethics and Compliance •  Monitoring of training and communications strategies to promote

Compliance and detect potential non-compliance

Each committee with respective scope definition

Strategic Governance CACM Model

23

Affiliate perspective Thinking about…..

During the meetings there are no discussion

Cancel meeting is reason for celebration

I don’t know the decision taken

The managers do not have autonomy …

We discuss the same topic every week …

How we are developing our managers /employees to new

positions

24

Affiliate perspective Questions Considered - CACM

Regular meeWngs vs. Align of an out-‐of-‐standard situaWon

BeFer quality of process on informaWon

Who should manage the dynamic of the meeWng ?

MeeWng informaWon: Do I need to know or do I like to know ?

How much is the cost of the meeWng for you & for the company ?

How to deal with a out-‐of-‐standard situaWon along the month ?

What is the output of the meeWngs ?

Who can play others funcWons during the meeWng ?

InformaWon overlap with Highlights & Others ?

25

CACM Adjustments to the Current Model

• Governance presentaWon to Affiliate leaders (Exec. CommiFee) Monday Jul. 4th • Governance presentaWon to Affiliate week of Aug. 1st (one to ones/interacWve) • CACM Governance Kick-‐Off Monday Aug. 8th

–  EffecWve MeeWngs Training –  Offered by ADEN consultants / audience eBEC & secretaries

• ImplementaWon w/LA Governance team week of Aug. 22nd-‐25th –  GM alignment –  Interviews with GM Directs: Governance & BSC –  Strategic Map consolidaWon & presentaWon to EBEC –  CommiFee secretaries alignment

Drivers along the year PEx EvaluaWon PEx Semng Goals TMR Plan 5yBP LRP NNLRP UPD SimplificaWon & InnovaWon CommiFee GMs MeeWng Global MeeWngs VP MeeWng Affiliate Big Events

Week 3

Week 2

Week 1

26

Customer Week

CACM Dynamic of Governance Committees

BrEC

PEC

CEC

BAC

ACC BEC

Demand Rev Immuno

Demand Rev Viro&Hosp

BT1 BT2 BT3 BT1 BT2 BT3

BT4 BT5 S&OP

Week 3

Week 2

Week 1

S&OP

BrEC

BAC

BEC Staff Meet

Week 3

Week 2

Week 1

Demand Rev Immuno


BT1 BT2 BT3 BT1 BT2 BT3

BT4 BT5 S&OP

BrEC

PEC

CEC

BAC

ACC BEC

Area CACM

Customer Week

Customer Week

Area & CACM Dynamic of Governance

Weekly Staff

Weekly Staff

Demand Rev Immuno


BT1 BT2

BT3 BT1 BT2 BT3

BT4 BT5 PEC

Pit Stop

Pit Stop

Pit Stop

Week 4 Week 4 Pit Stop

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Preestablished

•  Each one of the six core CommiFees has the same key elements:

Preestablished

Preestablished

Core parWcipants

On request

Always present

Always present

Preestablished and Focused

Time, Subject & Outcome, RACI, Responsible, Minutes

ObjecWve

Frequency

DuraWon

Sponsor

Primary Members

Secondary Members

Secretary

Drive

Agenda

Key Elements Committees

29

•  BEC or Business ExecuWve CommiFee is to look for “What” regarding the whole “Forest”

Objec.ve – Alignment, Discussion and Defini.on about Corporate Management Frequency – Once a Month Dura.on – 6 hours Sponsor – GM Members – GM directs & func.onal Secretary – Financial Planning Manager [Douglas Rojas]

Agenda (Fixed) •  Opening Comments •  Financial Updates •  Strategy (Corporate Indicators & IniWaWves evaluaWon -‐ BSC) •  GMs (updates & quesWons)

Agenda (Variable) •  Topics on Demand PPD & EPD

BEC Structure

30

•  BrEC or Brand ExecuWve CommiFee is structuring the “How” regarding the “Trees”

Objec.ve – Align, Discuss and Define strategies & plans focused on brands & markets Frequency – Once a Month Dura.on – 4 hours Sponsor – GM Members – GM directs & func.onal Secretary – SFE & Marke.ng Services Manager -‐ TBD

Agenda (Fixed) •  Strategy (Corporate Indicators & IniWaWves evaluaWon -‐ BSC) •  In Market data (Immunology, Virology, Hospital) & Inventory •  Brand Strategic Vision by Brand selected

•  One Page tool analysis (strategic & tacWcal & insights) •  Financial -‐ Overall Brand Team contribuWon •  Brand -‐ Market informaWon & Market Share analysis •  Non-‐Financial – PaWent RelaWons, MarkeWng, Medical, Sales Force, Government Affairs, CommunicaWons, Market Access •  Brand IniWaWves

Agenda (Variable) •  Topics on Demand (PPD & EPD)

BrEC Structure

31

•  S&OP or Sales & OperaWon Planning CommiFee is the business sustainability with “How” and “Why” regarding the “Trees” and “Garden”

Objec.ve – Align, Discuss and Define about business opera.onal & financial implementa.on Frequency – Once a Month Dura.on – 3 hours Sponsor – GM Members – GM directs & func.onal, Prod Mgs, Customer Service, Planning, Supply Secretary – Demand Manager – Mauricio Cordon

Agenda (Fixed) •  Corporate Indicators & IniWaWves evaluaWon (BSC) & KPI (DSO, DOH, Fam.Mix, SP&E, Customer Serv, Data Accuracy) •  ExecuWve Summary •  ADS Review – ExcepWons •  New Product IntroducWon •  Supply, BO & Inventory Analysis •  Price Analysis •  Financial ReconciliaWon •  R&D Medical Expense •  Issues elevated to the Area S&OP •  Issues to Raise to Division •  MeeWng CriWque

Agenda (Variable) •  Topics on Demand

S&OP Structure

32

•  CEC or Compliance ExecuWve CommiFee is the accordance of “What”, “How” and “Who” context regarding the “Forest”, “Trees” and “Gardener”

Objec.ve – Alignment, Discussion and Defini.on about Compliance issues & risks & situa.ons specific to PPD and EPD Frequency – Quarterly – Always o month a`er ACC Dura.on – 2 hours Sponsor – GM Members – GM directs & func.onal Secretary – Compliance Manager – Gabriela Mijangos

Agenda (Fixed) •  Corporate Indicators & IniWaWves evaluaWon (BSC) •  ExecuWve Summary •  Issues to raise to Division (BAC & ACC)


CEC Structure

33

•  PEC or People ExecuWve CommiFee is to assist “Who” in regard to the “Gardener”

Objec.ve – Alignment, Discussion and Defini.on about People issues & risks & situa.ons Frequency – Once a Month (except in the month that will have BAC) Dura.on – 3 hours Sponsor – GM Members – GM directs, HR Managers Secretary – HHRR Director – Yana Castellanos

Agenda (Fixed) •  Corporate Indicators & IniWaWves evaluaWon (BSC)

•  % Key people in key jobs •  % key people with development plans •  % Turnover •  Closed posiWons -‐ Days to fill •  Open posiWons – days open ExecuWve Summary


PEC Structure

34

Committees & Participants BEC BrEC CEC PEC S&OP

Secretary Douglas R ojas TB D Gabriela M ijangos

Yana C astellanos

M auric io C ordon

Members

Jorge Duque X X X X X

Jose Cordon X X X X X

John Guerrero X X X X X

Yana Castellanos X X X X X

Michelle Ortiz X X X X X

Mario Mazariegos X X X X X

Gustavo Oliva X X X X X

Veronica Escobar X X

Dalila Vazquez X X

Fabiola Morales X X

Cecilia Flores X X X

Diego A Del Valle X

Douglas G Rojas X

Edgar S Ibarra X X X

Gabriela A De Leon X

Gerardo Escamilla X

Janssen Y Chumil X

Miguel N Lopez X

Oscar R Santizo X

Roberto E Calderon X

Zoila Dalila Vasquez X

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

1 2

3 4 5 6 7 8 9

10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

31

CACM Calendar October 2011

Customer Week

BAC

Sonia will send the invitation regarding the news Committee

GM’s Meeting


1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30 27 28 29 30

CACM Calendar November 2011

Customer Week

ACC



1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 31

CACM Calendar December 2011

Customer Week


January February March April May June

BEC BrEC S&OP PEC CEC

BEC BrEC S&OP BAC ACC

BEC BrEC S&OP PEC

BEC BrEC S&OP PEC CEC


BEC BrEC S&OP PEC

July August September October November December BEC BrEC S&OP PEC CEC


BEC BrEC S&OP PEC

BEC BrEC S&OP BAC CEC

BEC BrEC S&OP PEC ACC

BEC BrEC S&OP PEC

CACM Calendar 2012 (TBC)

BSC – Strategic review Workshop

Strategic Governance – BSC

Achieve sustainable and profitable business growth

Optimize resource allocation Increase sales

Inte

rnal

Pro

cess

es to

ach

ieve

BES

T IN

CLA

SS

Fina

ncia

ls

Le

arni

ng a

nd

Gro

wth

Improve Talent

Manage-ment

Cus

tom

er &

Mar

ket

Build Best in Class

organization (Future Fit)

- Focused education !- Career Path!- Capabilities!- Compensation!- Empowerment!- Competencies!- Recognition!

Anticipate and mitigate business

risks

Risk Management

Inno

vatio

n / N

o Li

mits

Men

talit

y

Enhance Abbott

Reputation

-  One Abbott

-  Proud to be Abbott

- Best Place to Work / Culture Survey

-  Social Commitment

Affiliate: Reinforce our leadership in health care at Central America. PPD: Be the trusted ally, delivering innovative solutions that add value to the health care of our region

Consolidate BT dynamic to include

a shared responsibility for

brands performance

- Patient Program - NNLRP - Brand Plan - Financial LRP - Accelerate NPI process - Solution country by country

Brand Team Excellence

-  Generics -  Biosimilars -  Tenders -  Political uncertainty -  Product availability

Protect brands, enhance reputation and assure

product availability

Optimize, simplify and increase flexibility in our integrated

business processes

Operational Excellence

Regulatory Excellence

Develop partnership to leverage products

penetration

Market Access Excellence

Provide clinical evidence, participating actively in

business strategies execution

Medical Excellence

Clinical Research / Medical Information / Pharmacovigilancy Interaction with stakeholders New therapies

Improve SF productivity based on field driven information supporting

decision making

SF Excellence

Align HR and business objectives to develop an proactive, assertive and integrated HR service,

supporting our business

- SF and Medical!- Market Segmentation!- Service Areas alignment!

Improve information

access to support decision making

- IT solutions!- Financial Reports!- Knowledge transfer!- On time relevant information!- Automation!- Communication Tools!

Design distribution models to strength partnership

with distribution stakeholders

Supply Chain Excellence

GROW

PN/CR/GT/HN/DR PN/GT/ES

GT/DR/HN

DR/PN/ GT/

CR

DEFEND

GT/CR/PN/ ES/DR

• VALUE PROPOSITION • Distributors • -‐ Value Chain

• Pa.ents¨ -‐  Quality of life -‐  Safety

• Prescribers -‐ Safety + efficacy (PaWent loyalty)

• Payers / Policy Makers -‐  Strategic partnership

• Community -‐ ABBOTT ReputaWon -‐  Social Commitment

Pioneering • Achieving • Caring • Enduring A promise for life – Transform science into care

Monitor and understand the

competitors actions

Business Intelligence

Anticipate Adapt and Execute

ZEMPLAR SYNAGIS LUCRIN KALETRA/ALUVIA SEVO

DR/GT/HN/CR

HUMIRA REUMA

DR/HN/GT/CR/PN/ES

HUMIRA DERMATO

CR/GT/DR/PN/HN

HUMIRA GASTRO

Strategic Compass of the CommiFees BEC Committee

Strategic Compass of the CommiFees BrEC Committee

Strategic Compass of the CommiFees S&OP Committee

Strategic Compass of the CommiFees CEC Committee

Strategic Compass of the CommiFees PEC Committee

CACM Strategic Map Driving Strategically all Affiliates

CACM Strategic IniWaWves Initiatives

47

Strategic Governance – BSC How to measure ?

49

One-‐Page Dashboard by brand

First Page (Overall) 1.  Financial -‐ Brand team performance 2.  Non-‐Financial -‐ FF -‐ CapabiliWes

Second Page (by brand)

1.  Brand specific 2.  Non-‐Brand specific

&

One-Page - by Affiliate & by Brand

Focus on 5 quesWons (by brand)

1.  How are we looking at our plan? 2.  How do we compare to the market?

3.  What are we doing well and what can we improve? 4.  What are the insights & assumpWons ?

5.  What are the opportuniWes ?

•  One-‐Page is the tool with main business open-‐ended quesWons previously defined and rightly answered

•  The first step to start enjoying the benefits of One-‐Page is to create the mindset to analyze the current business (data) and build the concept (informaWon) in a simple form

50

SimplificaWon on reports

Planning the resource allocaWon to provide the informaWon

DiagnosWc about the key points to work with

Standard and accurate InformaWon

Avoid extra and redundant communicaWon

Quick and fast view about “what is going on”

Clearly and previously need of the informaWon

ComparaWve base of crossing the affiliate situaWons

Focus on 5 quesWons: 1. As we are looking at our plan? 2. As we are comparing with the market? 3. What are we doing well? 4. What can we improve? 5. What we do to improve?

Multiple Business Input & Output Benefit of the One-Page

CACM Strategic Map To drive strategically all affiliates – KPI Standard

• Sales Increase volume • Price Accomplishment

• Return on Assets ROA • DSO • DOH

• SFE Plan achievement. • SFE Dashboard

• GAP of information supported by the system

• % Key Talent/Key Positions • % Key Talent with Growth plans • Turnover

• Days - Time to Fill • Days – open positions • Turnover

• Division Margin

Strategic Governance Implementation

CACM -‐ News Actions

Strategic Governance Next

56

•  BSC – Strategic ObjecWve DefiniWon – Map – August 22th to 26th

•  Local Governance Model aligned with Area Governance Model – August 22th to 26th

•  KPI / IniWaWves definiWon and collecWon – August 31th

•  TranslaWon of BSC & Material to Spanish & English – August 31th

•  Official Launching – 1st Governance MeeWng – October, 2010

•  Secretary Training & System implementaWon (data load, access, training) -‐ November, 7th to 10th •  BSC – KPI & IniWaWves (data load, access, training) – -‐ November, 7th to 10th

•  Last Milestone – Governance (Maturity Feedback Session) – February 2012

1st Day Actions

57

•  Future Fit – Brand Teams were not considered •  Assistant for Governance CommiFees were not considered as an opWon •  Concept of secretary rotaWon every 6 months not considered •  BAC & ACC should be considered to be held on the 3rd week to capture issues from CEC & PEC •  At this moment, the assumpWon is no ad-‐hoc meeWng is needed •  EPD is part of Governance Scope [themes will be manage in the same agenda than PPD]

Governance Model Local Item Customized - CACM

Questions

It is very important to answer any questions, not just for the project but, for the whole organization

Governance CACM

Documents

Transcript of Governance CACM