Procter & Gamble top 20 tools for your factbook
-
Upload
pierre-elias -
Category
Business
-
view
8.192 -
download
2
description
Transcript of Procter & Gamble top 20 tools for your factbook
Pierre ELIAS12 Years @ P&G (1997-2010)
Top Tools I suggest you carry in your factbook
“Procter & Gamble is one of the best Business School on earth”
Train & GIVE BACK
* I suggest you print 2 slides per sheet, 2 sides 6 pages
1 ) We are all world citizens, we then happens to be citizen of a country. When we see less fortunate people, it is not about THEY should help, but what do WE
do TODAY to contribute. 2) On the cover page of all global passports we should have the world map &
world citizen mentioned as a reminder3) IPEM (Igor Pierre Elodie Maxim) Support Virlanie since 2001
Toolkit!1. Corporate Athlete2. Success Drivers/PVP
3. Message track
4. Marketing Framework Model
5. New Assignment Startup Model
6. Persuasive Sell
7. Performance, Image, Exposure (PIE)
8. Organization Performance Model (OPM)
9. Mind Mapping
10. 3 Buckets of the Team Leader Role
11. P&G Money Flow
12. Decision Making (PACE )
13. Effective Presentations (INSPIRE)
14. Positive Power & Influence (PPI)
15. Initiative & Project Management (SIMPL & SPM)
16. Work Life Balance (Jim Lafferty)
17. The 8 habits of highly effective people (Stephen Covey)
18. Effective Business Writing
19. Individual Emotional Reactions To ChangeI would be very honored if you contact me ([email protected]) to exchange on more capabilities/tools (Cotter
change model, Day planner, SWOT, Individual High Potential Assessment Tool (HPA), …)
Train like an athlete to be extraordinary in the things that matter most !
Fully engaged
Strategically disengaged
10
5
1
101
Low energy
High energy
Fully engaged
Strategically disengaged
10
5
1
101
Low energy
High energy
current capacity training stress
Time > > > >
Stre
ss E
xposu
re >
> >
>
Current capacity
Desired capacity
current capacity training stress
Time > > > >
Stre
ss E
xposu
re >
> >
>
Current capacity
Desired capacity
Moving from Pushingto Being Pulled
4 Interconnected Typesof Energy
Oscillationis Key
Stress for Success
Create Positive Rituals
Age (time)
Vo
lum
e
Capacity
Demand
30
Age (time)
Vo
lum
e
Capacity
Demand
30
Life is coming at you fast: Capacity vs. Demand
What stories do YOU tell ?
95%
5%
non-conscious and automaticconscious and self-regulated
95%
5%
non-conscious and automaticconscious and self-regulated
EnergyManagement
Principles
FacingThe
Truth
Face the truth about your engagement !
DefiningPurpose
TakingAction
Train to spend and recover energy more efficiently
Recovery Zone
-E
nerg
y e
xpe
nd
iture
+Aerobic / Interval Training
Resistance Training
Flexibility Training
(including warm-up)30 minutes
20 minutes
10 minutes
Total Workout = 60 minutes
type duration
EXERCISE !
Get the right Fuel
• Expand your Emotional Energy: SHINE ON DEMAND
• Expand your Mental EnergyFOCUS AND VISUALIZE
• Expand your Spiritual EnergyDEVELOP CLARITY
Define Purpose, for YOU, for YOUR Organization – to bring order and focus, and to align energy investments
What Drives You?
•Sense of Competition?
•Family?
•Adventure?
•What Else?
Feedback
Feelings
BeliefPerformance
Mind the Power of Self-Talk
The right story deepens your engagement and inspires you to take action toward your goal.
Successful personal change invariably equiresyou to change your story.
Write YOUR NEW Story !
the importance ofHabit and Routine
Positive Daily Rituals
Rituals represent the convergence of value, time, and energyput into… ACTION !!
ExpandingYour
EnergyCapacity
• Link change to a primary value• Invest extraordinary energy for 60 to
90 days; get started in next 48 hours• Focus on what you want; not what
you want to eliminate• Focus on few • Be precise in time and behavior• Create a supportive environment
6 Keys for Building Positive Rituals
Be Accountable – Find Someone to be Your Accountability Partner
Fully engaged
Strategically disengaged
10
5
1
101
Low energy
High energy
Fully engaged
Strategically disengaged
10
5
1
101
Low energy
High energy
current capacity training stress
Time > > > >
Stre
ss E
xposu
re >
> >
>
Current capacity
Desired capacity
current capacity training stress
Time > > > >
Stre
ss E
xposu
re >
> >
>
Current capacity
Desired capacity
Moving from Pushingto Being Pulled
4 Interconnected Typesof Energy
Oscillationis Key
Stress for Success
Create Positive Rituals
Age (time)
Vo
lum
e
Capacity
Demand
30
Age (time)
Vo
lum
e
Capacity
Demand
30
Life is coming at you fast: Capacity vs. Demand
What stories do YOU tell ?
95%
5%
non-conscious and automaticconscious and self-regulated
95%
5%
non-conscious and automaticconscious and self-regulated
EnergyManagement
Principles
FacingThe
Truth
Face the truth about your engagement !
DefiningPurpose
TakingAction
Train to spend and recover energy more efficiently
Recovery Zone
-E
nerg
y e
xpe
nd
iture
+Aerobic / Interval Training
Resistance Training
Flexibility Training
(including warm-up)30 minutes
20 minutes
10 minutes
Total Workout = 60 minutes
type duration
EXERCISE !
Get the right Fuel
• Expand your Emotional Energy: SHINE ON DEMAND
• Expand your Mental EnergyFOCUS AND VISUALIZE
• Expand your Spiritual EnergyDEVELOP CLARITY
Define Purpose, for YOU, for YOUR Organization – to bring order and focus, and to align energy investments
What Drives You?
•Sense of Competition?
•Family?
•Adventure?
•What Else?
Feedback
Feelings
BeliefPerformance
Mind the Power of Self-Talk
The right story deepens your engagement and inspires you to take action toward your goal.
Successful personal change invariably equiresyou to change your story.
Write YOUR NEW Story !
the importance ofHabit and Routine
Positive Daily Rituals
Rituals represent the convergence of value, time, and energyput into… ACTION !!
ExpandingYour
EnergyCapacity
• Link change to a primary value• Invest extraordinary energy for 60 to
90 days; get started in next 48 hours• Focus on what you want; not what
you want to eliminate• Focus on few • Be precise in time and behavior• Create a supportive environment
6 Keys for Building Positive Rituals
Be Accountable – Find Someone to be Your Accountability Partner
Corporate AthleteManaging Energy for Full Engagement
1. Corporate Athlete
2. Success Drivers/PVP
JISordo – Communications – 2004
6
3. Message track
Message #1
•Supporting Point #1
•Supporting Point #2
•Supporting Point #3
Message #2
• Supporting Point #1
• Supporting Point #2
• Supporting Point #3
Message #3
• Supporting Point #1
• Supporting Point #2
• Supporting Point #3
Main Message:
Secondary Message
4. Marketing Framework Model
HOWWHAT
- Target- Prime Prospects
- Value Proposition- Marketing Plans
- Brand Equity- Communication Strategy
WHO
5. New Assignment Startup ModelMemo: New Assignment Start-up ModelAndy Walter, 11/29/01NEW ASSIGNMENT STARTUP MODELObjective:To have a vertical startup in a new assignment.Key Components(1 through 3 – Planning for Success)1. Pre-Assignment Planning2. Basis for New Assignment3. Hierarchy alignment Discussion / Contract4 through 10 – first 60 days)4. People5. Business6. Technology / Equipment7. Assessment8. Develop a Personal Action Plan9. Share assessment, personal game plan broadly10. Demonstrate visible signs of leadership
6. PERSUASIVE SELLING Format (PSF+)
A AGENDA
B BUSINESS REVIEW
C SUMMARY CLOSE
Selling Presentation for EACH Selling Idea
Summary of SituationState the IdeaExplain How it WorksReinforce BenefitsEasy Close
Summary of SituationState the IdeaExplain How it WorksReinforce BenefitsEasy Close
Summary of SituationState the IdeaExplain How it WorksReinforce BenefitsEasy Close
5 Steps PSF 5 Steps PSF 5 Steps PSF
©Alignment Strategies, Inc. 2003 10
PERFORMANCE Full utilization of skills and abilities Contributions Opportunity for development
IMAGE Results Reputation Credibility Savvy Style
EXPOSURE Visibility to Executive leadershipVisibility to broad networksCrucible rolesSponsorship
P IE
7. Performance, Image, Exposure Model (PIE)
February 26, 2008 GBS 3.0 – Win-In-Market Design
8. Organization Performance Model (OPM)
STRUCTURE
TASKS
DECISIONMAKING
PEOPLE
INFORMATION
STRATEGY
COMPELLING BUSINESS NEED
CULTURE
REWARDS
4.
9. Mind Mapping (Freemind)
Free, press insert and plot your key message
10. Three Buckets of the Team Leader Role
Team ExternalInternal
• Staffing Quality (Skill Sets) Quantity, Functions
• Training of Team* Leverage MF Resources Setting Goals Search & Reapply
• Co-Location (P&G)
• Location to Customer
• Situational Leadership II
• GM – Sponsorship/Support
• CBD Head Support
• Functional Agreement/Commitment
• Issue Sheet Format (Importance of good written communication)
• Training Ground for P&G Functional Training Summer Interns Adv. Interns
•Test/Learning “Lab” for MDO
•Good citizen of the MDO Global Training Data Sharing Share Best Practices
• President/Senior Management Strategic Alignment Set Priorities & Projects
• Senior Management Updates (At least Quarterly) Strategic Positioning Shopper Positioning
• Joint Business Plan • Agreed Measures with Score- cards
• Mirror Team
* OE – Support (HR) Team Charter
• Goals• Purpose• Vision• Mission• Action Plans
11. P&G Money Flow
Proprietary…. iRoot
Effec
tive
Dec
isio
n M
akin
g - B
ehav
ior Chan
ges
“P”
– Pr
oce
ss L
eader
Fr
om
To
Mul
tiple
“R’
s” b
elie
ve the
y ar
e re
spon
sibl
e fo
r dr
ivin
g de
cision
s.
D
rives
Dec
isio
n Pr
oces
s on
beh
alf of
“A
”
“R
” br
ings
one
alig
ned
reco
mm
enda
tion,
w
ith g
ener
al a
lignm
ent an
d bu
y-in
.
“P”
brin
gs w
ell-t
houg
ht-o
ut, f
ocus
ed o
ptio
ns to
“A,”
who
mak
es d
ecisio
n re
gard
less
of co
nsen
sus.
“R”
mus
t br
ing
all p
oten
tial s
take
hold
ers
into
pro
cess
, to
ensu
re rec
o is n
ot
over
turn
ed.
“P
” an
d “A
” ag
ree
in a
dvan
ce o
n lim
ited
num
ber
of s
take
hold
ers
to b
e in
volv
ed w
ho h
ave
know
ledg
e, d
ata,
and
adv
ice.
“R”
is e
xpec
ted
to tak
e as
muc
h tim
e as
ne
eded
to
get to
alig
ned,
“rig
ht”
answ
er.
Ti
min
g to
del
iver
opt
ions
is a
suc
cess
crit
erio
n fo
r “P
,” a
ligne
d w
ith “
A”
in a
dvan
ce.
Pl
ayin
g “R
” ro
le in
eve
ry d
ecisio
n is a
lway
s re
war
ded.
A p
erso
n w
ill b
e an
“P”
in a
han
dful
of de
cision
s,
and
anot
her ro
le in
oth
ers.
“A
” –
Appro
ves
From
To
“A”
ratifi
es the
con
sens
us d
ecisio
n
“A”
mak
es the
dec
isio
n, fro
m a
ser
ies
of w
ell-
deve
lope
d op
tions
pre
sent
ed b
y th
e “P
.”
D
ecisio
ns m
ay b
e ov
ertu
rned
by
“A’s
” m
anag
emen
t or
oth
er s
take
hold
ers.
Beca
use
of h
is/h
er e
xper
ienc
e an
d sk
ills,
“A
’s”
deci
sion
s w
ill not
be
over
turn
ed.
(“A
’s”
coac
h ot
hers
to
deve
lop
sim
ilar sk
ills/
expe
rienc
e so
the
y to
o ca
n be
“A
’s.”
)
No
disc
ussion
on
whi
ch typ
e of
dec
isio
n-m
akin
g ap
proa
ch to
use
– de
cision
-mak
ing
typi
cally
def
aults
to
“Str
ateg
ic/C
onse
nsus
” ap
proa
ch.
“A
” ac
tivel
y de
term
ines
how
dec
isio
n w
ill b
e m
ade
(Str
ateg
ic, T
ime-
Boun
ded,
C
reat
ive/
Expe
rtise)
before
wor
k be
gins
.
“C”
– Contr
ibute
s Fr
om
To
Onc
e a
deci
sion
has
bee
n m
ade,
“C
” m
ay
veto
or fa
il to
fol
low
thr
ough
on
impl
emen
tatio
n.
N
o-on
e ha
s ve
to rig
hts.
“C
” pr
ovid
es in
put to
all
deci
sion
s; e
ven
thos
e th
at d
o no
t di
rect
ly im
pact
his/h
er
area
.
“C
” ha
s la
rge
role
in o
nly
thos
e fe
w k
ey a
reas
di
rect
ly rel
ated
to
his/
her jo
b, a
s de
term
ined
by
“P.”
“C”
feel
s co
mpe
lled
to p
artic
ipat
e in
all
mee
tings
, to
be h
eard
, “ad
d va
lue,
” an
d el
evat
e ro
le in
the
dec
isio
n-m
akin
g pr
oces
s.
“C
” is rec
ogni
zed
and
rew
arde
d fo
r co
mm
unic
atin
g th
ough
ts thr
ough
“P,
” ve
rsus
“in
pe
rson
.”
“E
” –
Exec
ute
s Fr
om
To
Lead
ersh
ip e
qual
s cr
eatio
n, n
ot e
xecu
tion
– an
d ev
eryo
ne h
as to
lead
all
the
time.
Lead
ersh
ip is
a m
ix o
f cr
eatio
n an
d ex
ecut
ion.
Ex
ecut
iona
l exc
elle
nce
is n
ot rew
arde
d
Exec
utio
n w
ith e
xcel
lenc
e is e
xpec
ted.
Onc
e a
deci
sion
has
bee
n m
ade,
“E”
may
ve
to o
r fa
il to
fol
low
thr
ough
on
impl
emen
tatio
n.
Ex
ecut
ion
is e
xpec
ted
rega
rdle
ss o
f in
telle
ctua
l bu
y-in
.
12. Decision Making (PACE)
13. Effective Presentations (INSPIRE)
14. Positive Power & Influence (PPI)
DESIGN IntegratedBusiness
Proposition
QUALIFYthe
Initiative
Initiating
Closing
Monitoring &Controlling
Planning
Executing
Initiating
Closing
Monitoring &Controlling
Planning
Executing
The
Best
Scope
Time
Cost
Quality
Human Resources Procurement
Communication
Risk
INTEGRATIO
N
15. Project & Initiative Management (SPM & SIMPL)
16. Work Life Balance (15 Strategies) Jim Lafferty
1. Define your “5 roles” in life and Make choices
2. Use 1 schedule for your life
3. On the defining moments, choose family
4. Take real vacations
5. Master writing
6. Practice 80 to 20
7. Train your people
8. 30 minutes of exercise/day
9. Keep relationships well-fed
10. Leverage technology – be smart!
11. Develop a list of “100 things to do before you die” - go for at least 2/year
12. People rise to your highest expectations - or sink to your lowest. Trust & Delegate.
13. Use the “mother” rule
14. Integrate P&G and your life
15. Give back
17. The 8 habits of highly effective people (Stephen Covey)
Habit 1 Be Proactive
Habit 2 Begin with an End in Mind
Habit 3 First Things First
Habit 4 Think Win-Win
Habit 5 Seek First to Understand, then to be Understood
Habit 6 Synergize
Habit 7 Sharpen the Saw
Habit 8 From Effectiveness to Greatness
Team potentially needing platform help; Informatica Support Model
Consolidated Platform Support
Building the Team is first important before delivering support
Shared Resources between Teams; Leveraging App Team for Offshore Support
Training Support – Understand their support needs and then tell the need for an SLA
Reaching out to additional vendors
Training, Certifications
Tactical to Strategical – Extending beyond Supporting to Consulting, Driving – EA Engagement, 9i, 2003, Upgrade
18. Effective Business Writing (One Page)
Responses to ChangeACTIVE
PASSIVE
TIME
STABILITY
IMMOBILIZATION
ANGER
DENIAL
BARGAINING
DEPRESSION
TESTING
ACCEPTANCE
ACCEPTANCE
CHANGE ANNOUNCED
FEAR, CONFUSIONOVERWHELMED
EFFORT TO REGAINCONTROL
DEFENDING, REJECTING
MINIMIZE IMPACT
FRUSTRATION, SENSE OF LOSS
NEGATIVE
POSITIVE
TRYING THE NEW
19. Individual Emotional Reactions To Change (Kubler Ross)
Kubler - Ross theory was based on peoples reactions to life changing information regarding their health and well being. The research showed that people tend to go through predictable reactions when faced with significant changes to their lives.