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Performance and Potential The Changing Face of Leadership

Performance and Potential The Changing Face of Leadership. Charles A. Barrett Vice-President, The Conference Board of Canada September 18, 2001. The Conference Board of Canada. 5th Report. The Conference Board Believes That…. Economic & Social Systems fit together. ECONOMIC. SOCIAL.

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Performance and Potential The Changing Face of Leadership

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  1. Performance and Potential The Changing Face of Leadership Charles A. Barrett Vice-President, The Conference Board of Canada September 18, 2001

  2. The Conference Board of Canada

  3. 5th Report

  4. The Conference Board Believes That…. Economic & Social Systems fit together ECONOMIC SOCIAL . . . our social and economic systems are synergistic

  5. The Conference Board Said That . . . “By any measure of socio-economic prosperity—economic wealth, material possessions, natural resources, health, education, or strong standing in the global marketplace—Canadians are among the richest, most comfortable people in the world.” Performance & Potential 1996

  6. The Conference Board Also Believes That We can not sustain what we now have unless we change, and that actions by leaders can affect our prospects—“this privileged position is not guaranteed” Performance & Potential 1996

  7. A Society’s Goal:A High andSustainableQuality of Life Economy Labour markets Innovation Health & society Education Environment these are the fundamental underpinnings

  8. Benchmarking Shows Us the “Possible” Six of the Best

  9. Benchmarking Indicators Shows Us What is Possible • some where we do very well, some poor so we can learn from others • this is not just for countries; it applies equally to organizations

  10. Performance & Potential 2000The Top 40 Record On the Top 40 indicators compared to 6 of the best, we are a . . . Top performer on 10 Average performer on 14 Poor performer on 16

  11. Canada’s Performance—The Top 40 Record Socio-Econ. No. of Current The Overall Top Categories Ind’trs Performance Performer Economy 6 Average U.S. Labour Markets 4 Top Norway Innovation 6 Poor Sweden Environment 4 Poor Sweden Education/skills 8 Average U.S. Health/society 12 Average Japan Source: The Conference Board of Canada

  12. Canada—The Top 40 Record by Category Socio-Economic Top Average Poor Categories Performer Performer Performer Economic 2 1 3 Labour 2 2 0 Innovation 1 0 5 Environment 0 2 2 Education/skills 3 1 4 Health/society 2 8 2 Total Indicators 10 14 16 Source: The Conference Board of Canada

  13. How is Canada Doing? Sample benchmark indicators of labour, education/skills and innovation

  14. Standardized Unemployment Rate, 2000Q1(per cent of labour force) Source: OECD Internet release.

  15. Per Cent of the Population Attaining Post-Secondary Education, 1998 Source: Education at a Glance: OECD Indicators, 2000.

  16. Unemployment Rates of University-Educated 25–to–29 Year-Olds in 1998 Source: Education at a Glance: OECD Indicators, 2000.

  17. Total Expenditures on R&Das a Percentage of GDP Source: OECD, Main Science and Technology Indicators.

  18. Researchers or University Graduates Performing R&D per 1,000 Labour Force Source: OECD, Main Science and Technology Indicators, 1999: 2.

  19. Boosting Your Performance & Potential is About LeadershipLeaders can choose to make a positive difference in whether organizations prosper—they carry much of the burden.

  20. Calling Leaders to Action FIVE Areas for Improvement

  21. Calling Leaders to Action Education and developing a learning culture must be a higher priority 1

  22. CTA 1—Building Learning Culture • Firms must boost spending on training • Ensure every youth graduates from H.S. • Raise math and science skills • All schools must have access to the Net • Improve apprenticeship programs • Enhance business to work partnerships

  23. Calling Leaders to Action Focus attention on Canada’s foreign investment performance 2

  24. Calling Leaders to Action Be more innovative 3

  25. CTA 3—Boosting Innovation • Tax policy must reward innovation • Firms must boost R&D spending • Companies must better assess competition • Better processes needed to assess projects • Education must boost innovation skills

  26. Calling Leaders to Action Social policy must be sustainable 4

  27. Calling Leaders to Action Serious public debate about sustainability of the health care system 5

  28. Canada’s weakest driver . . .The need to boost our innovation capacity is challenging old ways. Organizations must be able to get additional economic value from knowledge if they are to prosper.

  29. Innovation is about . . . . . . more than R&D, computers and AMTs. It’s also about leadership, management, incentives and a will to change.

  30. Innovation is About Building a Learning Organization by • promoting idea generation • supporting the “idea to market” process • having values around innovation & people • building skills & flexibility among workers • organizing work as the work demands

  31. Key findings from CBoC Research • Strong innovators perform better • Most large Canadian firms innovate to some extent • But only 2/3 innovate in all three areas (products, processes, organization) • 10-12% of revenue from new products • Not good enough

  32. Price of $1 of R&D for Small Companies* * “After-tax cost” is the net cost of spending $1 more on R&D-related activities.The lower thevalue of after-tax cost, the better is the ranking of the jurisdiction in the provision of R&D benefits. ** These jurisdictions have special R&D tax treatment for small companies. Source: Jacek Warda, Rating R&D Tax Incentives, (Ottawa: CBoC, 1999).

  33. Strong Innovators OutperformWeak Innovators Global market share Canadian market share Employment Profitability Sales Source: The Conference Board of Canada.

  34. Strong Innovators Use More Tools for Idea Generation Idea generation Business environment scanning Use of customer info R&D Use of competitor info Source: The Conference Board of Canada.

  35. Strong Innovators Use More Tools for Building Innovation Capacity Recruitment & assignment Organization & structure T&D Adoption of outside tech Partnerships & alliances Source: The Conference Board of Canada.

  36. Strong innovators Have Stronger Project Management and Decision-making Capabilities Project selection & evaluation tools Use of market analysis information Cost-benefit analysis Involvement of all depts. From the beginning Delegation of decision making Source: The Conference Board of Canada.

  37. Strong Innovators Are Better at Creating an Environment that Supports Innovation Innovation Change promoting Idea friendliness Rewards & promo policies Vision development Source: The Conference Board of Canada.

  38. Canada Compared to 9 Others Rank 1981 Rank 1997 • R&D intensity 7 9 • Industry-funded R&D 8 8 • Government outlays for R&D 6 10 • Researchers in R&D 6 8 • National patent applications 6 8 • External patent applications8 8 • Tech’gy bal’nc of payments 6 4

  39. Performance & Potential 1998Building a learning culture is necessary to ensure that people can change fast enough. Acquiring the wrong skills, dropping out or having poor literacy skills will serve no one well in the 21st century.

  40. Total Public Spending on Education per Student aged 5—24 (real 1992 $) Sources: The Conference Board of Canada; Statistics Canada.

  41. High School Dropout Rates of the Population Aged 19 to 20, Canada and Provinces, 1995 to 1998 Source: Statistics Canada, Education and Indicators in Canada, 2000.

  42. Document Literacy Skills(per cent by Literacy Level 1 to 5) Level 1,2 Level 3 Level 4, 5 Sources: The Conference Board of Canada; International Adult Literacy Survey

  43. Reality versus Perception(per cent among Level 1 and 2) . . . but few believe they have a problem (self rating of job-related reading skills, low document literacy-skilled manufacturing workers) Sources: The Conference Board of Canada; International Adult Literacy Survey.

  44. Reality versus Perception(per cent of Level 1 and 2) . . . and even fewer believe that it matters (perceived impact of reading skills on job opportunities of poor document literacy-skilled workers) Sources: The Conference Board of Canada; International Adult Literacy Survey

  45. Trying to Get and Keep Top TalentMost companies do not even know what talents their staff actually have . . . and the staff don’t know either.

  46. Companies Invest Sufficiently inIn-Company Training (1 = Do Not; 10 = Do) Source: The World Competitiveness Yearbook, 1998.

  47. Employee Training a High Priority?(1=not a high priority, 10=a high priority) Source: The World Competitiveness Yearbook 2000.

  48. Raising the Bar Educational Requirements for Employment Have Changed

  49. Employment by Level of Education(Thousands of persons) Sources: Statistics Canada.

  50. Employment in Sales Occupations(Thousands of persons) Sources: Statistics Canada.

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