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Marie-Jose Velenturf Global Head CoE Talent & Leadership

Living the M&A experience: Leadership challenges in times of turbulence. Marie-Jose Velenturf Global Head CoE Talent & Leadership. Let our journey begin…. PART I. Introduction & Context Who am I and why am I here?. Our Storyline. I Introduction & Context II Our ABN AMRO Story

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Marie-Jose Velenturf Global Head CoE Talent & Leadership

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  1. Living the M&A experience: Leadership challenges in times of turbulence Marie-Jose Velenturf Global Head CoE Talent & Leadership

  2. Let our journey begin…

  3. PART I Introduction & Context Who am I and why am I here?

  4. Our Storyline I Introduction & Context II Our ABN AMRO Story III Our changing world – Takeover battle in action IV Leadership Challenges in Turbulent Times V Navigating through rough waters VI The Tsunami Ahead

  5. PART II The ABN AMRO Story & Context Who are we, and what do we do?

  6. An Overview of ABN AMRO … • Dutch based bank with heritage stretching back to 1824 • Over 3,000 branches, 60 countries, 100k FTE’s • Serving over 20 million customers worldwide • Net profit attributable to shareholders 2006: EUR 4.715 bn • Total assets (as per 31 December 2006): EUR 987 bn • Group capital (at end 2006): EUR 45.1 billion • We are active in four principal customer segments: Personal Banking, Private Banking, Business and Commercial and Corporate and Institutional. • Global headquarters in Amsterdam, The Netherlands Who am I?

  7. … our HR vision …. We set the standard for HR in Financial Services by demonstrating top performance through unleashing human potential Who am I?

  8. ….and our HR strategy Performance Mgt and Reward Leadership and Talent Culture HR2TOM HR capability Services

  9. PART III Our changing world – The Takeover Battle in action What happened & how did it impact our organisation?

  10. A flavour of the headlines… Starting with an initial bid & exclusive period with UK based Barclays

  11. … followed by a rival bid from a consortium of banks led by RBS with allies Fortis & Santander bank

  12. … and the timeline Who is happy now?

  13. So, what did this really mean for us? We were in the middle of an unpredicted storm… • When would it end? • What destination would we end up in? • What should we be doing when we can no longer steer? • Who would be the new captain/s? • Would we be the same boat, a bigger boat or a divided boat? • How should we manage the stormy waters? • What should we do with our crews on deck – how do we keep them on board, motivated, and what can we tell them? The only thing we knew for certain was what we didn’tknow – and that our boat was riding the deepwaves of uncertainty

  14. What challenges would you expect this turbulence and uncertaintyto bring to the leaders of our boat?

  15. PART IV Leadership challenges in times of turbulent change What was the theory; & how did it live up in practice?

  16. Leadership challenges in turbulent times?

  17. What does CEO Forum Group say we should expect as leadership challenges in turbulent times?

  18. What might we face? Spectrum of challenges facing top managers in crisis situations… 1 Self-Assurance Corporate Purpose to question everything to ensure necessary continuity vs 2 Personal Responsibility Well developed team spirit to seek success with resolution to let others perform their duties vs 3 Consistency in delegation Upward Management to influence conditions for success to break down goals vs 4 Active shaping & moulding Ability to learn quickly to give meaning & direction to utilise new developments vs

  19. So, how did we experience this ‘Spectrum of challenges’in practice? We asked five of our top leaders to share some of their thoughts with us…

  20. 1 Theory v Practice Self-Assurance Corporate Purpose

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  22. 2 Theory v Practice Personal Responsibility Well developed team spirit

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  25. 3 Theory v Practice Consistency in delegation Upward Management

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  27. 4 Theory v Practice Active Shaping & Moulding Active shaping & moulding Ability to learn quickly

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  29. PART V Navigating through rough waters What interventions have we made and what lessons have we learned on the way?

  30. Navigating through rough waters… Key Strengths Analysis & Talent Inventory Rapid Client Engagement & Retention Line Management Toolkits & Training Stabilisation Packages Key & critical people inventory Customised Leadership Development Offerings

  31. PART VI The Tsunami Ahead What is on the horizon, & what are the questions on our mind?

  32. Key questions in our mind • How to secure the psychological contract of the matrix • How to manage the accountability for business continuity • How to keep our leaders on board • How to build trust in and commitment to the new leaders • How to manage the different waves of change

  33. What light have we discovered on our turbulent journey?

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  38. Q&A Looking ahead… “I can't change the direction of the wind, but I can adjust my sails to always reach my destination”    - Jimmy Dean

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