The future is not what it used to be

Companies need special people…

Conventional thinking in an unconventional world……is asking for problems

What do we do wrong ?

1000 companies/month go bankrupt12% unemployment> 100.000 jobs available25% of high potentials looking for new

challenge

2

45 percent of employees dislike their boss…

CEO in volatile times (1)

95% miss entrepreneurship in their company80% miss talent65% only did cost cutting in crisis60% choose for “jobless growth”

3

CEO in volatile times (2)

45% looked for new markets25% hired new people60% admit not having a vision65% still believe in their own capabilities

4

CEO’s Challenges during the crisis

Productivity

Employee benefits

Customer interaction

Optimize performance of company’s resources

AgileAbsorption

Risk

NewMgt

5

1. Simplification2. Low fixed cost3. Deep focus on markets-customers4. Focus on retention of talents5. Agility Absorption (A+A)6. Leadership7. Cash

Growing – Improving - Change…

Top management – Top priorities6

How to achieve

Trends

Vision

Company Mission

People

Goals

Strategy

Methodology

Market Strategy

Resource Strategy

Organisation

7

We better be complete than perfect !

Growth-Becoming better-Change

7 messages

Message 1- Figure it out !

Responsive – adaptive - pro active

30 PERCENT OF OUR EMPLOYEES WORK IN THE COMFORTZONE

The Chief Executive Customer

Values -> Climate -> Culture

Who we are is even important than what we sell !

In Crises

more leadership and more talent

is needed

MESSAGE 2- COMPANIES NEED EVERY GRAM OF

INTELLIGENCE11

Work with less people but more intelligence…

Never a huge project has been realized without passion …

Passion for growth is essential

Those who lose themselves in passion lose less

then those who lose their passion!

12

Increase self reliance and you will grow

The essence of a company is growth…

13

WHAT KIND OF PEOPLE DO COMPANIES NEED? 14

• Good managers and special people

• IQ – EQ – SQ

• Figure it out mentality

How much intelligence does a company need to be successful ...

Message 3- The role of HR is changing

Highest talent

attracti

veness

HR

Bu

sin

es

s

Lowest

talent

attracti

veness

Compete

nce on

demand

HR as a

policeman

HR

supports

Business

HR

enables

Business

HR

drives

Business

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How to keep your star talent

Issue:

“One quarter of the highest-potential people in your company intend to jump ship

within the year”

What do we do wrong???...

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Why people like to work for a company

Culture of candorLearn (leadership – development)

Aspiration (talent balance)

Strong company valuesRight rewarding (flexibility – opportunities)

17

“The individual multinational”

Stop with only “if – can” rewarding

Purpose

Autonomy

Mastery

18

Figure it out…

CEO needs to manage his talent balance19

What do we do wrong??…

Employees Facts1 in 4 believes he will be working for an

other employer in a year1 in 5 believes his/her personal aspirations

are quite different from what the organization has planned for

2 in 5 internal job moves involving high potentials, end in failure

What millenials want to learn

1. Technical skills in my area of expertise2. Self-management and personal productivity3. Leadership4. Industry or functional knowledge5. Creativity and innovation strategies

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If learning stops – growth stops…

Return on talent

Job Engagement

Low

High

Organisational commitment High

Pay the good guys with the salaries of the underperformers…

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Message 4-Don’t leave the market

From To Your reply

Products Solutions Innovative Stories

Place Access Mobile workersDigital Interactive Communicaton

Price Value Sector Based Value Propostions

Promotion Education AcademyWho leaves who… market leaves supplier or supplier leaves the market…

… It’ s more painful when YOU decide to leave the market

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Keys for success remain the same

1. Topline

1. Quality

1. There is no N° 3

Success is never an accident…

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Message 5- Balance: tangible & intangible values

Tangible Intangible•Cash Position

•Customer Credit

•Working Capital

•Financial Structure

•Reduce Cost – Increase Efficiency

•Top Line

•Product Mix & Pricing Strategies

1. Agile & Absorption

2. Market & Positioning Strategy

3. Innovation

4. Return on Talent

5. Leadership

6. Change Performance

7. Communication

The source of value has shifted from tangible to intangible assets. The % of value related to intangible assets is 85%...R. S. Kaplan

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1. Agile & Absorption(Speed/Cash)2. Innovation Index (Talent – Toleration- Technology)3. Talent Index (Education/ROT)4. Leadership Index

(Self Steering/Self Mgt, Motivation Index, HR)5. Market Index (Positioning/Strategy)6. Changeability Index(Continuous improvement)7. Communication Index (Internal/External)

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Shift from tangible to intangible values…

Balance: tangible & intangible values

There is a need for a new management approach

Message 6- Real leadership is more important

than ever

Only in difficult times , you can prove that you are a good leader

Coaching is a part of leadership

Everyone with responsibility must master coaching

Coaching is a leadership style wherein free self-responsible individuals build relations with each other in order to get the best results

EARLIER:Central managementHierarchy-command structureInsourcingTop-DownDetached

FUTURE:Self steering“Equality”- Even worthinessOutsourcing Inter-organisational networksCustomer centric

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The difference

Leader ManagerCreates ContinuatesRisks Few risks

Strong in interpersonal relations Strong in organisation – processes – procedures

Innovation – renewing MaintainingStrategy OperationalExcellent in volatile times Excellent in secure times

2D-Managers versus 3D-Leaders ...Jef Staes

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MANAGER VERSUS LEADER2D ≠ 3D…

2D reports to 3D…

Less predictableLess controlView on futurePassion to leadConflictContinuous improvementAlign peopleRemain sharp & competitiveNew balanceNetworking

PredictableControlLooks to the pastPassion to manageConsensusImprove as a must

Organize peopleBecome tame

Rigid balanceInternally focussed

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MANAGER VERSUS LEADER2D ≠ 3D…

2D reports to 3D…

Turbulent timesIntuitionOriginal ideasNetworked coachingMoving chaosInformal learningCreate visionCastingDiversityInnovation

Imagination

Secure timesSpreadsheetCompromisesTop Down CoachingRigid DisciplineFormal LearningSet objectivesJobdescriptionsUniformityPermanent improvementIntelligence

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Biological organizations

Natural hierarchy

Eliminate status symbols

Learning organizations

Pressure on underperformers

Focused on the right critical agility values

Customer Centric

Clear communication

Transparency

IP/ Recurring Income

Cash

Value proposition based on lowest cost and highest value of ownership

From an A+A climate to an A+A culture…

Message 7- Focus on an a + a culture

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CEO’s New management style

Humbleness

Simplicity

Transparency

Empowerment

32

More leader than manager…

The right 7 steps to transforming33

JDS/HBR

The greatest difficulty in the world is not for people to accept new ideas,

but to make them forget old ones…

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Change – renewal - progression

General conclusion

Grow – improve – changeTalent is needed for progress and renewalsNew management / Spread leadershipThe new CEO has to manage his talent balanceSelfsteering people /Figure it out mentalityTransformation is the normalCulture of Candor

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