Strategies for Success in a Global Marketplace Glen Bracegirdle, Director

1. Strategies for Success in a Global Marketplace Glen Bracegirdle, Director Synesi Training & Consulting SSC Showcase, SydneyFebruary 14th, 2006

2. Instant Fast Food Entertainment Information Communication

3. Impatient Traffic Queuing Possessions Service

4. Intolerant Mistakes Fun @ Work Time & Hours Personal Issues

5. Intervention Redundancy Major Events 2000 Health / Stress New Millennium

6. Issues Increasing work demands Decreasing staff morale Decreasing staff loyalty Increasing staff turnover

7. What have we created? • After so many years of being bossed around, of working within confining roles, of unending reorganization, reengineering, downsizing, mergers, and power plays, most people are exhausted, cynical, and focused only on self-protection. Who wouldn't be? But it's important to remember that we created these negative and demoralized people. We created them by discounting and denying our best human capacities. (M. Wheatley)

8. Corporate v Employee Dichotomy People Resource Undervalued Work Life Balance Non-Innovative Environment Flexibility Performance Pressure Recognition Desire to be Challenged Bottom-Line Focus

9. Dual Paradigm • It is becoming harder to find and hire skilled people. • People and therefore knowledge is walking out the corporate door.

10. Cost of staff replacement. • It costs 3 to 4 times a persons salary to replace them. • The cost of hiring, re-hiring, training, lost productivity, mentoring time etc. • At a management level it is estimated the cost can be as high as 24 times a persons salary for a hiring mistake • The cost of recruitment, preparation, compensation, severance pay, mistakes, missed opportunities and business disruption.

11. Recruitment • Of the 11 most successful companies in Australia – none thought they did a good job of recruitment.

12. Knowledge Retention • Most companies have the tools and some processes in place for knowledge management, but it is not seen and used as a strategic tool. • Companies need to improve on internal knowledge transfer and knowledge capture. • Companies need to value their people resources and develop better employee recognition and retention programs. • Staff Loyalty programs are needed.

13. Knowledge Workers • Workers of the western world are now employed largely in service industries, where they are paid for their brain rather than their brawn. • Knowledge workers, are those whose “primary tasks involve the manipulation of knowledge and information.” These people are the creators of wealth in western economies today, yet scarcely anybody is measuring their output and seeking ways to improve it. • Finding ways to improve the productivity of knowledge workers, he says, is “one of the most important economic issues of our time”. • Management's new role is to make knowledge more productive. Thomas Davenport The Economist

14. Management Attitude • Hiring outside the organisation is better • Reduced risk taking • Look for scapegoats • Reluctance to communicate high level corporate information to staff. (UGR – Around here we do not trust our staff with important information)

15. Management Attitude • Management believe they have superior intellect due to their superior position in the organisation. • Therefore they rely on their own knowledge instead of utilising the brain assets of their staff, and the superior knowledge held in the organisational brain bank. • 1 + 1 = 3

16. Global Marketplace • Through technology the global village continues to get closer • National boundaries are becoming less significant • Virtual teams are the norm

17. Management • The way managers are required to exert influence today has changed. The manner in which managers communicate today is moving more towards emotional engagement and away from technical issues. • Build and nurture diverse teams

18. Management Challenge • Develop trust in order to empower workforce to make decisions. • Create a learning nurturing environment. • Decision making where the knowledge is. • Create an environment of creativity • eg. Marriott story.

19. Fish! • “If the fishmongers could exhibit such a sense of joy and purpose by flinging fish and making a show out of it, what universal lessons could be learned from them to help transform the thousands of lifeless workplaces around the world?” • Play • Make Their Day • Be Present • Choose Your Attitude Stephen Lundin – Fish!

20. Choose Your Attitude • People can be classified into two groups: • Luck people – Who believe things happen to them due to luck – often ‘bad luck’. • Influence people – Who believe they are able to influence most things. • I choose confidence, trust & faith (Fish! – Stephen Lundin) • Road rage – response – we can choose (Fish! – Stephen Lundin) Victim Proactive

21. Create Your Own Reality • Challenging job OR Impossible task? • Rewarding job OR Thankless job? • Necessity OR Difference maker?

22. Problem Solving • Use staff knowledge through an innovative environment • The one common experience of all humanity is the challenge of problems. (R. Buckminster Fuller) • Provide opportunity for staff and customers to contribute to the problem solving process.

23. Problem Solving Methodology • Support analysts attitudes and perceptions of customers and problems • Memory retention and problem documentation • Creating a good problem solving environment • Understanding client communication and key words • Quality listening skills and questioning techniques Engage • Gathering and using key information • Using critical thinking in defining the problem • Understanding the assumptions we make and their impact on problems • Information gathering templates and tools • Unclear statements and communication Define • Problem recreation – making it fail • Drilling down on the problem – understanding what is not known • Keep asking why? and Lateral thinking techniques • Team problem solving – Brainstorming and mind mapping tools • Communication – keeping the client informed Analyze • Criteria for selecting a solution – client business needs considered • Decision making techniques • Planning and delivering a solution • Common causes in solution implementation and problem resolution • Remote communication skills Select • Solution evaluation – Is the problem resolved? • Root cause analysis • Solution documentation and knowledge base content • Quality defect reporting • Supportability process Follow-up

24. Problem Solving Skills • Develop problem solving skills throughout the organisation: • Memory Retention • Listening & Questioning Techniques • Question Assumptions • Critical Thinking • Lateral Thinking

25. Developing Culture • I know from experience that most people are very intelligent - they have figured out how to make things work when it seemed impossible, they have invented ways to get around roadblocks and dumb policies, they have created their own networks to support them and help them learn. (M. Wheatley)

26. Unwritten Ground Rules • This is the way we do things around here Steve Simpson – Keystone Management www.keystone-management.com/

27. Example Staff UGR’s • We do not tell management about opportunities to improve the business, as it will only work against you. • Opposing views are a personal attack. • An individual’s standing is related to how they relate in a social context with senior management. • Keep quiet in meetings and you do not get extra jobs. • Ideas on innovation and change are welcomed as long as they do not require extra money. • The only time anyone gets spoken to by the boss is when something is wrong.

28. Example Management UGR’s • Among the ‘trusted group’ it is alright to joke about the incompetence of our colleagues. • Staff cannot be trusted – if they get the chance to use our corporate intelligence they will set up their own business and use it. • There are only a few staff who are committed – most of them are here for the pay cheque. • We avoid dealing with really difficult staff by offloading poor performers onto other managers. • At our management meetings the aim is to impress the boss.

29. Culture in a Global Marketplace • Developing trust and direction through common values and shared problem solving drives a new corporate culture. This overcomes ethnic or location based cultural differences.

30. Global Support Business • Values • Trust, empowerment, teamwork, collaboration, learning, service • Decision-Rights system • Problem Solving skills, innovative skills, agility • Performance Measurement • Transparency, delivery • Values • Decision-Rights system • Performance Measurement

31. Culture – Walking the talk • Achievement • Performance, delivery, transparency • Customer-centric • External focus, service, responsive • One-team • Collaboration, globalisation, teamwork • Innovative • Creativity, continuous improvement, learning • People-first • Empowerment, development, care Carolyn Taylor – Walking the talk

32. Customer-centric Culture • Good service and a polite attitude is what encourages loyalty from customers • Customers want to be loyal. • Staff need to develop a culture of rapport and trust with customers. This requires an internal culture of motivation and loyalty within, where morale is nurtured.

33. Talk to your customers • Business is conducted between people – talk to your customers. • Too many businesses rely on processes and remote communication and satisfaction tools that they believe tell them all about their customers. • Service organisations can engage customers in a shared problem solving.

34. Values • Values will direct and change our perception. At the same time, perception can change our values (de Bono) • Logic can help you decide how to do something, but values tell you what you want to do.

35. Six Value Medals • Gold – Human Values • Silver – Organisational Values • Steel – Quality Values • Glass – Innovation Values • Wood – Environmental Values • Brass – Perceptual Values Edward de Bono – Six Value Medals

36. Strategy • Strategy that is not value driven is not a strategy at all (de Bono) Values Culture Strategy

37. Strategy / Value / Culture Mapping Strategy Personal Values Values SCP Program Change Management People Company Quality Creative -UGR’s Customers Culture Culture +UGR’s Customer Centric Achievement People-first One-Team Innovative

38. Flexibility • In an earthquake, the most dangerous place to be is in a tall building that is not flexible. Yet, one of the safest places is a tall building that has been stressed for earthquakes – in other words, one that has a deep foundation and is flexible. So, too, over the coming years, large organisations that remain rigid will crumble and fall, while those that succeed in adding flexibility, teamwork and creativity to their cultures will thrive.

39. Innovative Culture • All staff participate in problem solving and business innovation • Managers must recognize people's innate capacity to adapt and create - to innovate (M. Wheatley) • The human capacity to invent and create is universal.

40. Innovation • When people become interested in an issue, their creativity is instantly engaged. If we want people to be innovative, we must discover what is important to them, and we must engage them in meaningful issues (M. Wheatley)

41. Brain Bank • Collective knowledge and experience of all staff in an organisation. • Total corporate intellect.

42. Innovation • It can be easy to create successful organizational change if you start with the assumption that people, like all life, are creative and good at change

43. Summary • Value the people • Value the knowledge • Choose your attitude • Create your own reality • Create the right culture • Value innovation