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MANAGER DEVELOPMENT

PEPPERDINE GRAZIADIO SCHOOL OF


BUSINESS & MANAGEMENT
MS, ORGANIZATIONAL DEVELOPMENT
COMPELLING QUESTION

HOW MIGHT
MERSEN
DEVELOP 1000
MANAGERS
GLOBALLY?
EXECUTIVE SUMMARY
¾ IMPROVING MANAGER CAPABILITIES IS ESSENTIAL TO ACHIEVING MERSEN
STRATEGY

¾ A STRONG FOUNDATION HAS ALREADY BEEN BUILT FOR EFFECTIVE


LEARNING AND DEVELOPMENT

¾ INDUSTRY BEST PRACTICES PROVIDE INSIGHT ON RELEVANT NEXT STEPS

¾ IMPORTANT NEXT STEPS INCLUDE QUICK WINS TO MAXIMIZE CURRENT


TOOLS

¾ DEVELOPING A CULTURE OF LEARNING WILL REQUIRE ASKING ADDITIONAL


STRATEGIC QUESTIONS

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STRATEGIC CASE FOR LEARNING & DEVELOPMENT

WE DEVELOP WE PROVIDE INDUSTRIAL COMPANIES AROUND THE


THE BEST TECHNOLOGIES FOR WORLD WITH INNOVATIVE SOLUTIONS ENHANCING THE
THE INDUSTRIES OF THE FUTURE PERFORMANCE OF THEIR PRODUCTS AND SERVICES

Improve performance
thanks to the new
organization

Improve
efficiency
Increase sales

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THE PROGRESS SO FAR

Strategic Pillars
Strong Values
Common DNA
Culture &
Values

Human Collective
Capital Leadership Intelligence

Managerial
Culture

Mersen Excellence Journey

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DOES MERSEN NEED A COMPANY UNIVERSITY?

1. Mersen
Context

2. Industry
Benchmarks

3. Innovative
Practices

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CASE STUDIES

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CASE STUDIES

Questions Asked:
• What is your approach to manager and
leadership development?
• Do you have a Corporate University and
what does it look like?
• What are you doing around managing
innovation?
• What else would you tell us?

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CASE STUDIES

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WHAT DOES THIS MEAN FOR MERSEN?

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DOES MERSEN NEED A COMPANY UNIVERSITY?

Strategy
Business Needs

Does a company university

1. Align with our strategy?

2. Help support our business needs?

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DOES MERSEN NEED A COMPANY UNIVERSITY?

Strategy
Business Needs

Benefits Risks
Inhibits
Standardization
Innovation

Leaders Meet Global vs Local

Common Curriculum
Language Maintenance €

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OPEN QUESTIONS FOR A COMPANY UNIVERSITY?

• Extent of Executive Alignment?


• Clarity and completeness of Vision?
• Narrow or Broad in scope?
• Funding strategy?
• Membership of Governing Board?
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MAXIMIZING LEARNING & DEVELOPMENT

Integrated
Core Task-
Training &
Focused Training
Development

L&D
Strategy

Dynamic
Culture of
Development
Learning
Approach

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PROGRESSION OF L&D STRATEGY

CORE TASK-FOCUSED TRAINING


INTEGRATED TRAINING & DEVELOPMENT

DYNAMIC DEVELOPMENT APPROACH

CULTURE OF LEARNING
ACADEMY

We develop
the best
technologies for
the industries of
the future

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CORE TASK-FOCUSED TRAINING
KEY TRAITS MERSEN INNOVATION
JOB SUPPORT GAMIFICATION

TECHNICAL TRAINING ACADEMY

SME FOCUS

What does it look like to maximize what you have?


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INTEGRATED TRAINING & DEVELOPMENT
KEY TRAITS MERSEN INNOVATION
ENTERPRISE
MANAGEMENT

CENTRAL PLATFORM –
MULTI-CHANNEL
DELIVERY

CULTURE CONNECTION

What differentiates manager training from leadership development?

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DYNAMIC DEVELOPMENT APPROACH
KEY TRAITS MERSEN INNOVATION
BUSINESS STRATEGY
INTEGRATION

CUTTING EDGE EXTERNAL


PARTNERSHIPS

CUSTOMIZABLE &
FLEXIBLE

What content do you build? What do you buy?


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CULTURE OF LEARNING
KEY TRAITS MERSEN INNOVATION
HIGHLY AGILE

AUTONOMOUS TEAMS
We develop
the best
PERSONAL MASTERY
technologies for
ENCOURAGED
the industries of
the future

What does it look like to design an organization that is built to innovate?

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FOUR KEY PROVOCATIONS

CORE TASK-FOCUSED TRAINING


INTEGRATED TRAINING & DEVELOPMENT

DYNAMIC DEVELOPMENT
What does it What CULTURE OF LEARNING
look like to differentiates
maximize what manager
you have? training from What content
do you build? What does it
leadership look like to
development? What do you
buy? design an
organization
that is built to
innovate?

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OUR POINT OF VIEW

What does it What content do


look like to you build? What
maximize what do you buy?
you have?
What What does it look
differentiates like to design an
manager training organization that
from leadership is built to
development? innovate?

3 Tactical 3 Long Term


Steps Considerations

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WHAT DOES IT LOOK LIKE TO MAXIMIZE WHAT YOU HAVE?
3 WAYS TO MAXIMIZE EXISTING STRUCTURES

¾BUILD MANAGER SKILL
¡ Develop intensive training module for Open Manager
¡ Create resource toolkit

¾INCREASE USAGE & IMPACT


¡ Leverage CrossKnowledge badge content
¡ Internal publicity campaign
¡ Find internal alumni advocates

¾ACCELERATE INNOVATION
¡ Build modules on innovation capacities
¡ Create employee forum on innovation

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3 LONG TERM CONSIDERATIONS

What What does it


differentiates What content look like to
manager do you build? design an
training from What do you organization
leadership buy? that is built to
development? innovate?

1. Build business case for increasing development budget from 2%

2. Start from executive level alignment

3. Define leadership capacities needed to unleash innovation

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EXECUTIVE SUMMARY
¾ IMPROVING MANAGER CAPABILITIES IS ESSENTIAL TO ACHIEVING MERSEN
STRATEGY

¾ A STRONG FOUNDATION HAS ALREADY BEEN BUILT FOR EFFECTIVE


LEARNING AND DEVELOPMENT

¾ INDUSTRY BEST PRACTICES PROVIDE INSIGHT ON RELEVANT NEXT STEPS

¾ IMPORTANT NEXT STEPS INCLUDE QUICK WINS TO MAXIMIZE CURRENT


TOOLS

¾ DEVELOPING A CULTURE OF LEARNING WILL REQUIRE ASKING ADDITIONAL


STRATEGIC QUESTIONS

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DISCUSSION

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WHAT DOES IT LOOK LIKE TO MAXIMIZE WHAT YOU HAVE?
3 WAYS TO MAXIMIZE EXISTING STRUCTURES

¾BUILD MANAGER SKILL
¡ Develop intensive training module for Open Manager
¡ Create resource toolkit

¾INCREASE USAGE & IMPACT


¡ Leverage CrossKnowledge badge content
¡ Internal publicity campaign
¡ Find internal alumni advocates

¾ACCELERATE INNOVATION
¡ Build modules on innovation capacities
¡ Create employee forum on innovation

26 Mersen Presentation - September 2017


3 LONG TERM CONSIDERATIONS

What What does it


differentiates What content look like to
manager do you build? design an
training from What do you organization
leadership buy? that is built to
development? innovate?

1. Build business case for increasing development budget from 2%

2. Start from executive level alignment

3. Define leadership capacities needed to unleash innovation

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APPENDIX

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ADVANCING LEARNING STRATEGY AT MERSEN

CORE TASK-FOCUSED TRAINING


INTEGRATED TRAINING & DEVELOPMENT
JOB SUPPORT
DYNAMIC DEVELOPMENT APPROACH
ENTERPRISE
TECHNICAL TRAINING MANAGEMENT CULTURE OF LEARNING
BUSINESS STRATEGY
SME FOCUS INTEGRATION
CENTRAL PLATFORM – HIGHLY AGILE
MULTI-CHANNEL
DELIVERY CUTTING EDGE
EXTERNAL AUTONOMOUS TEAMS
PARTNERSHIPS
CULTURE CONNECTION
PERSONAL MASTERY
CUSTOMIZABLE & ENCOURAGED
FLEXIBLE

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MANAGEMENT AND LEADERSHIP

Management Leadership
Plan, organize,
Inspire, motivate
coordinate

Enforce policies Assess strategies

Concern for bottom- Concern for long-


line term growth

Asks "how" & "when" Asks "what" & "why"

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MANAGING INNOVATION

3 Approaches

Process
Capability Practices
Management

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MANAGING INNOVATION

3 Approaches
• Change management skills
• Empowerment mindset
• Entrepreneurship
Capability • Cross-cultural management
training
• Developing capability in others
• Agility

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MANAGING INNOVATION

3 Approaches
• Ensuring
Communication
Process
Management

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MANAGING INNOVATION

3 Approaches
• Your cross-functional
teams Practices
• Idea forums
• Feedback loops

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