Николай Бутвина. Опыт трансформаций ФНБ...
Transcript of Николай Бутвина. Опыт трансформаций ФНБ...
WithconfidencetotheFuture:SKTransformationexperience
NikolayButvinaFundTransformationTeam
PMOLeader
JSC«Samruk-Kazyna»
October27,2016
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• Who is Mr. Butvina?• SK role in Kazakhstan economy • SK Group Transformation approach• SK holding company Transformation• Transformer (of) fortune
Agenda
2
Nikolay Butvina: Strategy and Transformation Leader
Expertise
Experience
Education
МА Applied mathematics and physicsMoscow Institute of Physics and Technology
1998 - 2004
Unicredit MBA: Retail in Banking and Financial IndustryBologna Business School, Italy
2008 - 2009
Project Management ProfessionalProject Management Institute
2011
Senior consultantGBS, Financial Services
2004 - 2010
Senior Project ManagerManagement Board administration
2010 - 2011
ManagerAdvisory, Financial Services
2011 - 2012
Senior managerAdvisory, Financial Services
2012 - 2013
Retail Banking Strategy LeaderRetail Banking / Strategy & Innovation
2013 - 2014
Business + IT strategy Operating Model Project management
Financial Services Industry consultantBusiness Development
2015
MBA internshipRetail Planning and Controlling
2009
PMO and Change Management LeaderFund Transformation Team
2015 - present
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PM flashback
TransformationPMO@VTB24
2007
PgM@Nordea2010-2011
TransformationPMO@BNPP
2012
EnterprisePMO@Alfa
2013
RetailPfM@PSB
2014
TransformationPMO@SK
2015+
4
Long road to Kazakhstan
UniCredit MBA internship
2009
TransformationEPMO LeaderEurasian Bank
@PwC2011
TransformationPMO Leader
Samruk-Kazyna2015
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Head of Fund Transformation projectsLarissa Zyamzina
Expertise: Finance, Shared Services,Compliance, Controllership, HR, CMG,Management reporting
Head of PMO groupNikolai Butvina
Expertise: KPIs, SLAs, IT,Shared Services, Management reporting
Head of integration, modeling and technology group
Yuriy AnochshenkoExpertise: Assets Optimization, Strategy, Process Management
PMO ManagerAndrei Kolesnichenko
Expertise: IR, Procurement, Corporate Governance, Comms
PMO ManagerBeksultan Bekmuratov
Expertise: Oil&Gas, HSE, Project Management, Logistics, Trading
PMO ManagerBaurzhan Kuntassov
Expertise: IT, PM, Finance, Operations, Business Processes Optimization
Change Manager (HR/FTT)Olga Ivutina
Expertise: Privatization, IPO, HR, Corporate Governance, Operations, Finance
Process ManagerOlga Glushkovskaya
Expertise: Sustainable Development, Corporate Governance, Org. Design
JoinedaGreatTeam
Project ManagerDiana Aldanova
Expertise: Audit, Compliance
Project ManagerKanagat Baketay
Expertise: IT, PM, Oil&Gas, Business Analysis
IT Manager (FTT/IT)Marat Sagalov
Expertise: IT, Project Management, IT architecture, Shared Services
Head of CMG (HR/FTT)Pavel Poteev
Expertise: CMG, HR, IT, Strategy, Org. Development
PMO ManagerAssel Abulkhairova
Expertise: GR, Finance, IT, PM, Telecommunications
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• Who is Mr. Butvina?• SK role in Kazakhstan economy • SK Group Transformation approach• SK holding company Transformation• Transformer (of) fortune
Agenda
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This is Kazakhstan
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Kazakhstan is technocratic and ambitious
Top 30 economy
$9B infra investment
Chairman of Russia’s Sberbank German Grefsaid he experienced something of a “culture shock” after reading it and that Russia should take on board Kazakhstan’s Plan of the Nation and create a mutual plan with Astana called “100 steps together.”
“I can quite professionally assess this document. For many years, I was engaged in this topic. I can say that this document is one of the best I have ever seen. If at least 50 out of 100 steps are completed, and I hope that most of them are implemented, it is obvious that Kazakhstan will turn into a fundamentally different country”
5 initiatives, 100 steps
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Expo 2017 and AIFC
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Role of SK in the economy of the Kazakhstan
…Through managing the most important strategic assets valued 15,3 tn. tenge
Today Fund plays important role in the economy of the Kazakhstan…
The largest employer: (357 000 people)
A significant share of GDP: (2?5 tn. tenge)
Strategic investor: (1,7 tn. tenge)
Fund’s key missions
• Increasing the long-term value of the companies
• Participation in diversification and modernization of the national economy
• Social responsibility
4% employed in KZ
7% GDP
23% Investments of KZ
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Transformation was launched by the President in October 2014
Strategy 2012-22 Benchmarking Transformation program and roadmap
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2. Portfolio restructuring 3. Governance
SK Transformation program
The transformation is carried out in three main areas
Align portfolio companies’ strategies with the strategic KPIs
Implement business process re-engineering
Redefine the strategic KPIs for the fund portfolio companies
1. Value improvement
Bring public investors into core assets and remove non-core business assets and social
assets from the portfolio
Simplify the legal structures of the portfolio companies
Establish new active investment approach
Strengthen commercial block to ensure assets and investments are managed
according to world standards
Increase effectiveness of government relations
New governance model
2A
2B
2C
3A
3B
3C
1B
1A
1C
HR Transformation (People) Build change management capabilities
A B
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• Who is Mr. Butvina?• SK role in Kazakhstan economy • SK Group Transformation approach• SK holding company Transformation• Transformer (of) fortune
Agenda
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Structured approach to deliver the program
Transformation methodology
Scope of work
Road maps
Resources(human & material)
Transformation teams430 people
Modernization boardManagement board Board of directors
Timeline
Transformation guidelines
Quality assurance:
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Best practice mining and rollout
Hire consultants
Hire strong people
Make friends with strong
peersShare and learn within the Group
Benchmarking and lessons
learned
Best practices
team @CTT
15 Reference
models
Corporate automation templates
CTT -> SK Business Services
Common corporate
processes, Shared services
Common IT systems,
XaaS
Mining Packaging Rollout
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ConsultantsCompany
1
2
3
4
5
6
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Re-engineering started in October 2014, good progress to date
Stages of Transformation program
Mobilization Design Planning Implementation
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Transformation governance model
SK Board of Directors
SK Management
Board
SK Modernization
Board
Transformation Steering
Committee
SKProject Teams
Fund Transformation
Team(PMO, INT, CMG, PMP)
Central Transformation
Team
Program Leadership
Meeting
PCs Board of Directors
PC Transformation
Team(PMO, INT, CMG, PMP)
Fund Companies
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• Who is Mr. Butvina?• Introduction to SK role in Kazakhstan economy • SK Group Transformation approach• SK holding company Transformation• Transformer (of) fortune
Agenda
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We are building the new Fund
Commercial
Compact
World class
Investment Fund
Key organizational capabilities
Direct• Strategy
• KPIs
• Initiatives
Execute• Board of Directors
• Reporting and reviews
• Projects delivery
Think• Trends and Benchmarking
• Advanced analytics
• Financial modelling (DCF)
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More than 2000 processes revised
Best Global practice
People (Transformation team)
>15 consultants
>10 Regional and global experts
>20 employees
115 1 level processes
320 2 level processes
>2000 3 level processes
Marcus Massi, DubaiKhisham Khalim, Kuala-LumpurIndranil Gosch, London
Process map – functional model of the future Fund
We designed the Target Model
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Monitoring block
Commercial block
Corporate block
Planned the Transformation projectsIm
plem
enta
tion
of P
roje
ct M
anag
emen
t app
roac
h in
to th
e Fu
nd's
ope
ratio
ns
Tran
sitio
n to
targ
et p
roce
sses
and
impl
emen
tatio
n of
con
tinue
s im
prov
emen
t ap
proa
ch
Strengthening of the Asset Management function
Creation of Strategy and Portfolio Management and Research and Knowledge Management function
Creation of the Industry Builder function
Improvement of Talent Management and Talent Development within the
corporate group
Development of corporate culture to be based on mission
and values
Transformation of Human Capital Management function
Strengthening of the Corporate Finance function
Strengthening of the financial and management reporting
and controlling function
Implementation of Portfolio-level Approach into the
process of investment risks analysis
Creation of the Compliance function
Implementation of effective Internal control System and
systematization of Policies & Procedures
Improvement of the Fund's Reputation Management
Transition to the new Government Relations model
Implementation of the Sustainable Development
principles within the Fund and its PCs
Increasing effectiveness of PCs Board of DirectorsIm
plem
enta
tion
of E
nglis
h as
the
lang
uage
of b
usin
ess
com
mun
icat
ions
PCs’ governance models, decision making and delegation
system
Introduction of KPI-based business performance mgmt.
system and DCF model
Legal support function transformation: Pro-active
approach Tran
sitio
n to
the
new
org
aniz
atio
nal s
truct
ure
Strengthening of the Internal Audit function
Creation of effective work space environment
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Upgraded the Team
2013 2016
Experience in Internationalcompanies 12,3 % 29,6 %
Education in foreign universities 40,0 % 63,3 %
МВА and PhD 33,7 % 59,3 %
International certificates 12,4 % 36,5 %
Foreign language skills 55,8 % 83,2 %
What has been done Was Now
1. Grading 2. Increased requirements 3. Job matching
4. Annual performance assessment
Staff updated - 40%
Reduced the number of:Managing directors - 50%
headcount - 15%
100% of employees evaluated through internal competition
Posted 79 vacancies, 8000 CVs received
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Monitor the progress on the Transformation Steering Committee
1. 70% Target processes implemented by end of 2016
2. All processes implemented by May 31 2017
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Share transformation spirit and best practices with the Government
Russian Government approved principles and governance model of Project management in Russian authorities bodies.
EVA via GDP growth
Meeting of the President of KZ with Herman Gref on Agile
Answered letter, positioned SK as a leader in Agile usage
In November SK will run a seminar on Agile for Ministry of National Economy
EVA via GDP growth, Nation building, Reputation
Khazanah contributed to Government Transformation
program launch in 2010
Nation building
7 Ministers are responsible for 7 Key Results Areas
Khazanakh provides support to Government Transformation Program (GTP) and Economic
Transformation Program among others
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• Who is Mr. Butvina?• Introduction to SK role in Kazakhstan economy • SK Group Transformation approach• SK holding company Transformation• Transformer (of) fortune
Agenda
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Transformation = Accelerated Career Growth
Deliver resultsin agreed time
Ownership & Leadership
Comms & marketing
Executive Relationships
Can do attitude
Get out of comfort zone
Planning & controlling
Teamwork across silos
Negotiations & mediation
Discipline / Agility balance
Consultant
Change-the-banker
Transformer
CEO-1, Strategy & Transformation
CEO / Advisory partner
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PROUDject management
Proud of the Country
Proud of the company
Proud of the leader
Proud of the colleagues
Proud of yourself
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Questions and Answers