MNC 跨國科技公司的 管理方法與理念 Kelly Wu 吳惠瑜 May 30, 2013

1. MNC 跨國科技公司的管理方法與理念Kelly Wu 吳惠瑜May 30, 2013

2. Intel as a MNC (Multinational Corporation 跨國企業) • Year founded: 1968 • Number of employees: 83,000 • Revenues: $43 billion (2011) • Products and services: over 450 • Fortune 500 ranking: 56 • Stock symbol: INTC • Worldwide offices and facilities: 386

3. Planning at Intel INPUTS DELIVERABLES TIMELINE Mission SLRP 3 – 5 Yr Goals Where are we going? Megatasks PLBP 1 – 3 Yr Strategies Charter EB Targets PLAN 1 Yr How will we get there? Objectives iMBO’s, MBPs, etc POR/ZBB Key Results Quarterly

4. Intel Mission Statement and 6 Values . Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live. Intel Values: Customer Orientation Discipline Quality Risk Taking Great Place to Work Result Orientation

5. Reward & Recognition! Set clear expectations Deliverables Working at Intel Using Tools and Techniques to Work Effectively Manage Your Own Performance • Properly Manage Deliverables Use Values as guidelines • Understand Team Development • Use Effective Meeting Strategies Work with Teams and Diverse People • Leverage Diversity - Use Respect & Trust • Use:Structured Problem Solving • Constructive Confrontation • Appropriate Decision Making Methods Work within Intel Culture Ongoing 1:1s with manager Accomplishments

6. Deliverables Criteria Accurate goals, easy to understand the required product pecific Based on success measures easurable Applicable goals in terms of timetables, complexity and performance S M A R T ttainable Compatible with the organizational goals elevant Clear schedules for execution ime-bound

7. Working in Teams :Embrace the Change Morale Forming Team Effectiveness High Low Storming Norming Performing

8. Management Emphasis 100 Individual Contributor Focus 90 80 70 60 % of Time 50 Managing the Performer Management Leadership Focus 40 30 20 10 First Mid Senior Manager Level

9. Manager’s Role • Set and communicate clear expectations • Job, task, assignment or project expectations. • Performance to deliverables and key behaviors. • Follow SMART goals (Specific, Measurable, Achievable, Realistic, Timely) • Hold employees accountable for meeting expectations • Ensure regular 1:1’s are held • Ensure obstacles are identified and worked through by the employee (and you as needed) • Obtain status reports and provide interim feedback • Communicate and act on consequences for non-performance • Collaborate and drive communication with your employee • Aggressively support and reward high performance • Recognize and act on opportunities for expanded scope or responsibility • Directly, honestly and consistently address low performance • When employees are missing goals, use performance problem solving Setting Expectations

10. Holding Employees Accountable讓員工體認到他要為自己的績效負責任 • Manager & Employee Role • Tracking Performance • Performance Feedback • Encouragement • Advice Holding Employees Accountable

11. Manager & Employee Role • Employee: • Restate expectation as short term goals (e.g. daily, weekly) • Track and report performance against short term goals • Alert the manager at the first sign of obstacles outside his/her control (每天有這麼多資訊與狀況要處理, 你要能夠分辨這是Noise還是Signal) • Manager: • Hold employees accountable to meet short term goals • Use facts to validate or refute excuses • When employees are missing goals, use performance problem solving: • Step 1: Review the facts; analyze the data • Step 2: Meet to validate or reassess the problem • Step 3: Co-develop action plan • Step 4: Follow-up on progress Holding Employees Accountable

12. Encouragement: • S =Specific (Don’t generalize) • Make specific reference to the performance you wish to see continue. • P =Pure (No criticism) • Add NO criticism or corrective suggestions. • P =Positive (Don’t mix in advice) • Comment about the good aspects of performance. • I =Immediate (after behavior) • Give immediately after performance when possible. • F =Frequent (Frequent at first) • Give encouragement frequently at first; reduce frequency as time in the job increases. • I =Irregular (Don’t be predictable) • Do not become predictable, but continue to encourage good performance. Holding Employees Accountable

13. Advice : • C= Current Performance • Describe specifically the performance/behavior that needs to change. • Describe your assessment of behavior in a straightforward manner. Provide the opportunity to agree, disagree, or comment. • C= Change • State the specific change or result you want and why it’s important. • Contrast desired and current performance. • P = Pure • Keep advice pure-don't try to soften it with compliments or discussing things done well. • Do not mix encouragement and advice. • J = Just Before • Offer advice just before the person has the opportunity to use it. • L= Limit • Limit the scope of your advice. • Do not give too much advice at one time. Tailoring your advice to fit one issue increases the likelihood of acceptance. • A= Ask for Feedback • This allows you to assess the employee's understanding and commitment. Holding Employees Accountable

14. Rewarding High Performance Good Example An employee or team sets very challenging goals to meet a customer request and successfully achieve these goals. You recognize the accomplishment in a Business Update Meeting and give each team member dinner for two. Types of Reward: • Informal recognition • Goodie drawers • Dinner certificates • Notes of appreciation • Formal group awards • Intel achievement • Division recognition • Service recognition • Meritocracy • Cash • Stock • Promotion Suporting & Rewarding High Performance Faulty Example An employee gets extremely positive feedback from a key customer for the organization. You don't say anything but make a note of it in the employee’s file.

15. Raising the BarKeep raising expectations so Intel remains competitive … Examples: Organizational Level • The design cycle for many Intel products has compressed over the last few years from a couple of years, to 9-18 months (and now we are moving to "Internet time"). • If we cannot design our products faster, we will not be competitive in these product families. Individual Level • Our circuit designers used to design 20 circuits per week (on average), now we need 50-60 circuits per week. The validation team was running and debugging 15 tests per week, now we need to run 40-50 tests per week. • Otherwise Intel has no chance of keeping up with design cycles and projects will be cancelled. Setting Expectations

16. iMBO 目標管理: Intel Management by Objectives The purpose of IMBO process is as a planning tool. IMBOs are designed to: Help focus and prioritize activities Align objectives to customer needs and organizational mega tasks Coordinate efforts across groups Gauge (assess) progress towards fulfilling strategic goals Provide feedback

17. Inputs / Feedback Managing For ExcellenceIntegrates planning process + ongoing communication to ensure success Managing for Excellence and iMBO Process (4) Evaluate What Happened (end of period) Inputs (1) Propose/Negotiate (before starting next period) (2) Publish & Ensure Understanding (beginning of period) (3) Monitor Progress & Adjust as Necessary (during period)

18. -1 Month Month 1 Month 2 Month 3 Q1 iMBOs Q2 iMBOs Q3 iMBOs Q4 iMBOs Create Annual Objectives Create QtrlyiMBOs Quarterly iMBOs Q4 Q1 Q2 Q3 Q4 Propose & negotiate new iMBOs Publish & review new iMBOs Monitor& adjust Monitor & adjust Evaluate and grade Create Annual Objectives iMBO Planning Timeline

19. What Corporate Expects • Developmental, learning or growth expectations should be included for individual iMBOs • All employees should seek to role model Intel Values • Results Orientation, Quality, Risk Taking, Customer Orientation, Discipline, Great Place to Work • Managers should also role model the Management & Leadership Expectations • Demonstrate business & strategic acumen • Build strong & vital organizations • Set the pace and execute • Manage internal & external stakeholders • Lead with integrity • These make excellent development objectives

20. An Objective is… A specific Goal or Commitment you want to meet, or, an Expectation you have

21. What are good objectives? • Good objectives focus on what’s really important • Usually longer term (e.g. 1+ years) • Good objectives are significant, observable and/or measurable Sales Example: Increase regional market share of revenues by 5% this year. Development Example: Establish systems to keep stakeholders continuously aligned to the strategy – so they are informed and surprises are eliminated.

22. Good verbs to use: • Identify • Construct • Compare • Deliver • Train • Release • Implement • Write • Coordinate • Recruit Verbs to avoid: • Know • Understand • Support • Assist • Improve • Enable • Participate • Continue

23. A Key Result is… A perceived Measurable milestone necessary to accomplish an objective Note: Objectives often take more than 1 quarter to achieve; Key Results should reflect reasonable milestones along the way.

24. What are good key results? • Best guess on what will ensure that objectives are met • Attributes of a Good Key Results are: • Specific, Measurable, Achievable, Realistic, Timely • Can describe business deliverables or personal / developmental expectations Sales Example: Reduce aging inventory by 3% via improved ordering and processing by EOQ Development Example: Establishmonthly stakeholder review meetings. Expected outcome: Stakeholder support or issues documented for strategy & implementation plan.

25. MBO Example - Draft OBJECTIVE: Sell the most communications products in our region this year QUARTERLY KEY RESULTS (Q1) • Decide on new quotas – Jan. • Hire sales specialists – Jan. • Train sales staff on new products – Feb. • Train resellers on new products – Mar.

26. MBO: Revised Example OBJECTIVE Increase regional market segment share of communication chipset sales by 5% (currently 35%) by end of year QUARTERLY KEY RESULTS (Q1) • Define annual quota and commissions plan necessary to hit sales objective and communicate individually with each sales person by Feb 1st • Hire 3 engineering sales specialists by Feb 15th • Train 80% of sales staff on new products by Feb 1st • Train 20 top producing resellers on new models by March 15th

27. MBO: Evaluating Progress • Grading Key Results • 1.0: Done or Will Be Done on time • 0.5: Will be 50% completed at end of period • 0.0: Will be less than 50% complete at end of period • If all Key Results were completed but the Objective was missed, this points to improvement needed in specifying Key Results

28. MBO Summary 成功的目標管理制度，只須回答下列兩個問題： • 我要前往何處？ (答案就是目標 Objective ) • 我如何確知我正前往我所要去的地方？ (答案就是里程碑 Milestone ，或關鍵性結果 Key Results)

29. Decision Making Process • When does it have to be made? • Who will decide? • Who will need to be consulted prior to making decision? • Who will ratify or veto decision? • Who will need to be informed of decision? • What decision needs to be made? Free Discussion Clear Decision If Wrong To fight off getting bogged down Full Support

30. Step 1 Define the Problem Step 7 Determine Next Steps Step 3 Identify Causes Step 4 Develop Solutions 7-Step Method Step 2 Document Current Situation Communicate! Step 6 Standardize Solutions Step 5 Implement Solutions

31. OSIR Method Objective 目標為何? Status 目前情況 Issues 問題所在 Recommendations 建議解決方案

32. Intel 特殊管理文化 • Result Orientation • Assume Responsibility • Constructive Confrontation • Disagree and Commit • Matrix Management

33. Result Orientation 結果導向 • Set challenging and competitive goals • Top down vs. bottom up • Quota Assignment: 80% confidence level • Focus on output: 實質重於形式, 品質重於數量 • Assume Responsibility 假定責任 • Taking personal responsibility for problems that affect the business even if they fall outside of your normal job duties • Own the problem until it can clearly be transferred to someone else who would naturally own it • Using common sense in determining what to own • Communicating your decisions to own problems to your managers/supervisor and determining priorities.

34. Result Orientation 結果導向 • Constructive Confrontation 公開的(建設性)的對立 • 化暗為明，解決問題，化解衝突 • Aim to achieve a balance between addressing problems and maintaining working relationships. • Focuses energy on the problem not on blaming people. • “ Constructive Confrontation does not mean being loud, unpleasant, or rude, and it is not design to affix blame. The essence of it is to attack a problem by speaking of it in a businesslike way. “ ~ from Andy Grove, Intel Chairman • Execute flawlessly • 只有人禍，沒有天災。

35. Disagree and Commit • 無論我們為了達成協議而花費多少時間，我們一定不可能同時達成多項協議。 • 組織並非靠所有成員對於任何事均一致同意才能持續生存；相反的，組織的生存是由於成員承諾支持決策並加以推動。主管應盼望的，乃是支持決策的人，必須誠心誠意地付諸行動，這是經理人應當要求每位成員做到的。

36. Disagree and Commit • Intel is a data driven company and it’s important to need it to make a compelling case. • Use data and sound logic for your disagreement. • State your position in a professional manner and really listen to the rebuttals from the rest of the team. • Next, drop the disagreement and get on with the work required. This can be the hardest part of the whole mess. • You don’t have to agree with decision but you are still being paid to do the job.

37. Matrix Management • Dual Reporting structure: • Solid Line to Functional Manager • Dot Line to Geography Manager • Advantages • Dynamic, effective, able to view problems in a different way. • Geography Managers are directly responsible for completing the project within a specific deadline and budget. • Disadvantages • A conflict of loyalty between functional managers and geography managers over the allocation of resources.

38. Great Place to Work • Be open and direct. • Promote a challenging work environment that develops our diverse workforce. • Work as a team with respect and trust for each other. • Win and have fun. • Recognize and reward accomplishments. • Manage performance fairly and firmly. • Be an asset to our communities worldwide. • Teamwork, trust, and highly motivated employees who genuinely look forward to coming to work each day.

39. Thank You !