Beruflich Dokumente
Kultur Dokumente
26 May, 2009
Today’s Presenters
Moderator:
Michael Buchholz
VP, Marketing, APAC
Frost & Sullivan
Agenda
2. How would you rate your company’s ability to generate a powerful growth strategy?
Highly Successful
0.0%
Good
50.0%
Average
25.0%
Poor
25.0%
We are lost
0.0%
Polling Responses from April APAC/J CSG
3. How would you rate your company’s ability to implement a powerful growth strategy?
Highly Successful
0.0%
Good
33.3%
Average
0.0%
Poor
66.6%
We are lost
0.0%
4. Looking in the rear view mirror, How would you rate your company’s historic growth
relative to your top competitors? performance
The best
0.0%
About the same
50.0%
Somewhat worse
50.0%
Significantly worse
0.0%
Don't Know
0.0%
Polling Responses from April APAC/J CSG
Looking forward, relative to your industries top competitors how would you rate your company’s
future growth potential?
The best
0.0%
About the same
100.0%
Somewhat worse
0.0%
Significantly worse
0.0%
Don't know
0.0%
The Growth Acceleration System
What is a Growth, Innovation and Leadership (GIL) Culture?
Measure and forecast the future growth potential of your company vs. the competitors
New York
KL
Introducing our Guest Speaker…
Warren Parry
Managing Director
- Engineering Resources
5%
- Energy Utility 0%
12% 0%
Oil and Gas
- Telecommunications
31 35
Transformation
Delivering benefit to change stakeholders: Restructure (Reorg)
Transformation, SAP/IT enabled change, new business strategy, Cost management (Reorg)
Our research shows 1 in 9 work groups improve their performance across times of change
On Track
Good Performance
Improvement
and above the norm
Performance
Change Capability
Unsustainable
Better Performance
With the best intentions the norm Improvement but
low Change
on change projects is that they typically Capability
take longer than planned and cost more
– 16% of projects hit their targets
– 18% average overrun on budgets Off Track
Declining
– 23% average over run on schedule Performance
– 7% do not achieve scope/functionality and low Change
The state of IT project management in UK 2002–2003, Chris Sauer and Christine
Capability
Cuthbertson, University of Oxford
Stage of project
Realising Improving
Performance
Business business
Benefits performance
Change Capability
Drivers
Change Leadership
Involvement
Disturbance
Team Leadership
Communication
Accountability
Source: ChangeTrack Research (R2=0.482, N=41725)
When change is off track the impact ripples through reporting levels in different ways - here,
there is a disconnect between the Driver profile for managers and those reporting to them
Vision Communication Change Leadership Involvement Management Skills Feeling Valued Accountability Passion & Drive Disturbance
Direction
Manager
Team Leader
Team Member
Other
$12
$12 Budget back on
85%
$10 track,
$10
80%
Act ivat ion (%)
$8
taking 3.8 million
Rest orat ion (%)
Sig nifica ntly First Cha ng e - Are a Volum e s Se co nd Cha ng e - Sig nifica ntly First Cha ng e - Are a Volum e s Se co nd Cha ng e -
ove r b ud g e t on Tra cking Proje c t ad d ed Tra cking Proje c t ove r b ud g e t on Tra cking Proje c t ad d ed Tra cking Proje c t
la b our c osts la b our c osts
“Without ‘hard’ data about how my people were responding to change, I would still be reacting, rather than
proactively driving effective change,” Bill says. “Validated through direct and open discussions with my
people, we learnt to focus on the drivers of improvement and act where it really mattered. The end result for
my team was that complaints about the IT system moved off the agenda, we reduced unit costs by 25 per
cent, improved customer service levels by over 10 per cent in less than six months and our people measures
improved significantly.” Bill Lyon, National General Manager for telecommunications group
10 • © CTRE Pty. Ltd. 2009 • Presentation: Inside ChangeTracking® • 25/05/2009
Summary
FOR USE BY CTRE
Does everyone:
See the way forward and understand what is involved
Have the required resources
Have clear roles and objectives
Engage and commit
Have passion and drive to over come obstacles along the way!
• Google
• Apple
• Outsell Research
• TED
• Starbucks
• McKinsey
Establishing the GIL Culture: The Growth Model
t
en
em
pl
Im
Implementation
of Strategies GROWTH
MODEL
e
at
al u
Evaluation of
Ev
Generation of
ne
Ge
October 2009
October 2009
Shanghai
Dubai
May 2010
London
Next Steps
Request a proposal for Growth Partnership Services to support you and your team to
accelerate the growth of your company.
Attend Frost & Sullivan Executive MindXchange best practice networking events
(http://www.frost.com/cal) to share and address strategic challenges
Consider Conducting a 360 Degree Growth Workshop to support your long-term growth
strategy
Join us at a Growth, Innovation and Leadership 2009: A Frost & Sullivan Global Congress
on Corporate Growth (www.frost.com/gilglobal)
Register for the next Chairman’s Series on Growth: (http://www.frost.com/growthapac)
Schedule a Recession Strategy Session with a Frost & Sullivan Industry consultant (email
us: alvin.chua@frost.com)
Schedule a One-on-One Growth Strategy Dialogue with a Frost & Sullivan Growth
Consultant (email us: alvin.chua@frost.com)
Register for Frost & Sullivan’s Growth Opportunity Newsletter and Growth Team
Membership e Bulletin to keep abreast of growth opportunities in your industry and best
practices in your career track. (www.frost.com)
Contact Us
Alvin Chua
Account Manager
Automotive, Transportation & Logistics
DID: +65 6890 0997
Mob: +65 9199 4566
eMail: alvin.chua@frost.com