7. A Case for Change
Create Vision / Mission
Measure Results
Internal Capabilities
Establish Goals
Determine Strategies
Business Plan Integration
Deployment & implementation
External Environment
Shareholder SatisfactionCustomer Satisfaction Member Satisfaction
Assess Business Performance
Change
Programme
‘Road Map to Business
Excellence’
8. •$500M in Sales
2003
•40% Market Share
•20% E.F.O.
Change Programme
The ICG Mission & Goals
“Woodward Industrial Controls Group is in the business of
designing, manufacturing, applying, installing and servicing
components and systems for the control of industrial engines
and turbines greater than 300 HP and their driven loads”
10. •$ 500 million,
•40% Market Share,
•20% EFO
Change Programme
The ICG Strategic Plan
Total Customer Satisfaction
QDRC
Invest in People
Grow market position
$ 300M OEM partnership
Winning products
Push pull sales
$ 100M End User sales
$ 100M Distribution
Quality sales
Short development times
Smart components
System / solution capability
11. Change Programme
Winning OEM Business / Push - Pull
Sales
OEM
Packager
End User
$
$
$
+
+
=
Maximized
Profitability
Components &
Software
Services &
Aftermarket
Systems &
Integration
Push Pull
14. Change Programme
that was the plan…now
implementation
• MRPII Business Operations – CP built on this
foundation…also TQM & Six Sigma
• Total Training - ‘Members’ & Agents
• Change Strategy – take ownership &
cascade down…
• Organisation Structure – create new…
• Sell Change to Stakeholders –
– EuroDistribution Conference 1998
18. Woodward & Parker:
an unholy alliance!
• Aftermarket Business Manager – hired 1996,
based in Reading, UK plant
• Objective - from ‘reactive’ Service & Repair to a
‘proactive’ Sales & Services to end-user customer
• Aftermarket Team - ‘Direct’ parts, service, training
(15) + ‘Indirect’ services agents (10) for EMEA
• OP – first job after Warwick MBA (1995)
– Full of tools and models…and jargon…
19. Oliver Parker MBA
so what did I do?
• Reviewed existing Aftermarket organisation &
service agents (‘AISF’)
• UK Aftermarket ‘back-office’
• Focus: proactive sales solutions.
• Regional distributor network model
• Training - EuroAftermarket Conference 1998
• Co-ordinate WGC ‘Distribution’ Plan ($300M)
• European Aftermarket organisation structure.
22. EuroAftermarket
Reading & Hoofddorp BUs
TBA
Trainer
Mechanical
TBA
Training Manager
Electronics
Distribution Network
CDs, ADs, AISFs
'The Salesforce'
John Rees
Sales Manager
TAG
Audit
Workshop
3/4 Technicans
Lance Lennon, Ivor Doughty,
Kevin Colman, ?
Service Engineers
Don Lees
Gary Vockins
Will Travell
Dave Norris
Service Manager
TAG
Wkshp/Field Svce
Reading Responsibility:
Northern Europe
MIddle East
Africa
TAG Group
2 Engineers
Paul Magrijn
TAG
Audit
Training
Distribution Network
CD & AISFs
'The salesforce'
Gerben Seevinck
Sales Manager
Service Engineering Team
Jan Dijkstra
Service Manager
Ron van der Gaarden
Michiel van der Maas
Customer Service Team
Workshop Technicians
Fedinand Hanson
Workshop Manager
Repair & Overhaul
Hoofddorp Responsibility:
Western Europe
Eastern Europe
Oliver Parker
Rdg Aftermarket Bus. Mgr.
Frits Feddema
MRP II Planning Manager
EuroAftermarket Business Plan
29. My Reflection
• Too timid…
• Strategic Planning…
– searched for too much info that wasn’t there!
• Took too long to implement
• Needed to create stronger coalitions
• Needed to take tougher ‘HR’ decisions
• Tougher performance management
Faster, Decisive & Results-Driven