Conference Board Webinar
description
Transcript of Conference Board Webinar
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Michael AndrewMichael Andrew
SUN MICROSYSTEMS, SUN LEARNINGSERVICES
Enterprise Learning Manager
Author of How to Think Like a CEO and Act
Like a LeaderPractical Insights for Performance and ResultsPractical Insights for Performance and Results
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Think Like A CEO and Act Think Like A CEO and Act Like A LeaderLike A Leader
The Relevance and Practical Value of The Relevance and Practical Value of HR to Business PerformanceHR to Business Performance
and Resultsand Results
Conference BoardConference BoardJanuary 22, 2009January 22, 2009
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Insights to PresentInsights to Present
• Be a business executive first,Be a business executive first,HR executive 2HR executive 2ndnd
• Elevate HR’s role to influence Elevate HR’s role to influence and affect business resultsand affect business results
• Next generation of HR Next generation of HR
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If Every Company Has a Winning If Every Company Has a Winning Strategy, Then Why Doesn’t Every Strategy, Then Why Doesn’t Every
Company Win?Company Win?
It’s not what the vision is, it’s what the vision does.
Peter Senge – Thought Leader and Former Director of the Center for Organizational Learning at MIT
Sloan School of Management
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StrategyStrategyis aboutis about
ExecutionExecutionwhich leads towhich leads to
Winning Through Winning Through Business PerformanceBusiness Performance
ResultsResultswhich leads towhich leads to
LeadershipLeadershipis aboutis about
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How Former CEO’sHow Former CEO’sElevated and Utilized HR’s Elevated and Utilized HR’s
Strategic Value toStrategic Value to the Business the Business
Jack Welch - GEJack Welch - GE Roger Enrico – PepsiCo Roger Enrico – PepsiCo
Lou Gerstner – IBM Lou Gerstner – IBMHarvard Business Review – July/August, 2008Harvard Business Review – July/August, 2008
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Fortune’s Most AdmiredFortune’s Most Admired
• People ManagementPeople Management• InnovationInnovation• Use of Corporate AssetsUse of Corporate Assets• Quality of ManagementQuality of Management• Social ResponsibilitySocial Responsibility• Product/Service QualityProduct/Service Quality• Long-Term InvestmentLong-Term Investment• Financial SoundnessFinancial Soundness
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The Purpose of BusinessThe Purpose of Business
A business that makes nothing but moneyis a poor kind of business.
Henry Ford – Founder Ford Motor Company
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The Economics of Focusing onThe Economics of Focusing onEmployees 1Employees 1stst and Customers 2 and Customers 2ndnd
Treat customers like guests andemployees like people.
Tom Peters – Thought Leader, Author, Former McKinsey Director
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RevenueRevenue
CustomerCustomerLoyaltyLoyalty
ProfitProfit
SatisfiedSatisfiedEmployeesEmployees
CustomerCustomerSatisfactionSatisfaction
LoyalLoyalEmployeesEmployees
Quality ofQuality ofService orService orProductsProducts
OrganizationOrganizationCulture,Culture,
HR Processes,HR Processes,Systems,Systems,
CorporateCorporateManagement,Management,
EtcEtc
The Revenue/Profit ChainThe Revenue/Profit Chain
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What They DO Teach YouWhat They DO Teach YouIn Business SchoolIn Business School
The business schools reward difficult, complex behaviormore than simple behavior, but simple behavior
is more effective.
Warren Buffet – Investor, Business Executive, and Philanthropist
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• External Conditions• Corporate Considerations• Internal Capabilities• So What?• Now What?• Strategic Thinking (McKinsey 7S, SWOT,
Welch’s View, Drucker’s View)• Finance as the Language of Business
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Stay One Step AheadStay One Step Ahead
Don’t look back. Something might be gaining on you.
Satchel Page – Baseball Great
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Have a Point of ViewHave a Point of View
Executive: A man who can make quick decisions and is sometimes right.
Frank McKinney Hubbard – Cartoonist, Humorist, Journalist
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LLessons from McKinseyessons from McKinsey
• Stay One Step Ahead• Lead Proactively• Leverage Knowledge• Take Top Management Perspective• Motivate (Client) to Action
Relevance to HR Executives?
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The Looming Irrelevance of HR The Looming Irrelevance of HR to the Strategic Relevance to the Strategic Relevance
of the Greatest Corporate Asset: of the Greatest Corporate Asset: Human CapitalHuman Capital
The only irreplaceable capital an organization possesses is theknowledge and ability of its people.
Andrew Carnegie – Industrialist and Philanthropist
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Final View: Elevate the HR RoleFinal View: Elevate the HR Role
• Chief Development Officer• Human Capital and Intangible Assets
and their affect on Market Value• Human Capital/Competitive Talent Strategies
as a make-or-break corporate competency• CEO’s and HR to Walk the Talk with the
Human Capital Asset
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Final View: Elevate the HR Role
• Hatch and Harvest Innovation• From Partner role to (Cultural/Organizational)
Transformation Driver• Drive Operational Excellence and
Organizational Alignment to impact performance, execution and results
• Enhance Everyone’s Know-How and Know-WHO
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Do the Do the Right ThingRight Thing
Do the Do the Wrong ThingWrong Thing
Do it Do it WellWell
Do itDo itPoorlyPoorly
XX XX
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http://www.leadershipauthor.com © 2008 Michael F. Andrew
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Q&As