Dommel Valley Group Symposium 2010 workshop presentation

1. Learning to Lead
Matt Fisher, COO, EFQM
Eindhoven, 8th November 2010

2. What is EFQM?
EFQM is a non-profit
foundation, based in
Brussels.
It was formed in 1988
by a group of leading
European
organisations.
We are the custodians
of the EFQM Excellence
Model.
Together with our
European partners, we
have 30,000 member
organisations.
2

3. The need for a Model
The power of isolated
efforts is NOT
effective anymore
given the
interdependence of
our world.
At EFQM, we believe
in a world where
European
organisations are
recognised as the
benchmark for
sustainable economic
growth.
3

4. EFQM Excellence Model 2010
Simple, business
focused language
Future focused,
holistic assessment
tool
Increased focus on
key themes like
innovation and
sustainability
4

5. How does the Model work?

6. Increase Market Share
Market ShareMarket Share
% Leads
Converted
% Leads
Converted
Repurchase
Rate
Repurchase
Rate
Brand
Awareness
Brand
Awareness
Increase
Advertising
Increase
Advertising
Develop New
Offerings
Develop New
Offerings
Generate
Sales
Generate
Sales
Executive
Sponsorship
Executive
Sponsorship
Increase
Market Share
Increase
Market Share
Recruit &
Develop
Potential
Recruit &
Develop
Potential
ProductivityProductivity
Employee
Engagement
Employee
Engagement
Manage &
Motivate
Manage &
Motivate
Growth
Strategy
Growth
Strategy
Develop
Partnerships
Develop
Partnerships
Manage
Customer
Relationship
Manage
Customer
Relationship
Bonus &
Commission
Scheme
Bonus &
Commission
Scheme
Identify
Market
Opportunity
Identify
Market
Opportunity
Leads
Generated
Leads
Generated

7. Positioning the EFQM Training Portfolio
©2010 EFQM
7
Executive
Middle Management
Frontline
Pegasus Executive
Pegasus
Leaders for
Excellence

8. Thank you.
More information:
matt.fisher@efqm.org
www.efqm.org

9. ©2010 EFQM
Volvo Pegasus Case

10. ©2010 EFQM 2
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions

11. Introduction
• Jos van Valkengoed
• Since October 2010, Global Sales & Operations Planning
Senior Director for Philips Lighting
• From June 2008 till October 2010, Senior Director Business
Improvement for Philips Lighting
• Prior Philips, Worked 12 Years for GE within Different
Positions:
o Global Lexan PSI Leader for GE Plastics
o Master Black Belt for GE Plastics
o Audit Manager for GE Corporate Audit Staff
o Auditor for GE Corporate Audit Staff
o IMLP for GE Capital
©2010 EFQM

12. ©2010 EFQM 4
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions

13. Pegasus Programme seeks to reinforce
strategy implementation capabilities
Our goal: understand how strategy is turned into action. This
starts from understanding the business in context, leads
through structured review and feedback, and ends with
proposing change.
©2010 EFQM
This week (3 days) Company visit (4 days)
Competition
Market Segment
Value proposition
Capabilities
Financial viability
Case for change
Action programme
Communication plan
Plan Deliver and review
From business
scan
Strategic
Challenges
to
implementation
Red thread
to
Assessment
plan
to
Interviews
and assessment
to
Feedback and key
message against
strategy
to Change
programme
to

14. ©2010 EFQM6
Structure of this week
Setting personal goals
Reviewing the strategic context
Building strategic Red Threads
Day 1:
Business Scan
and strategic
challenges
Understanding links with
implementation
Identifying implementation
Red Threads
Day 2:
Implementation
Red Thread
Structuring an assessment
plan
Giving effective feedback and
structuring change
Day 3:
Assessment Plan

15. ©2010 EFQM7
The steps in this programme
Plan Deliver and review
A B C D E F

16. ©2010 EFQM8
Pre-work
Information
from host
Internet
search
Your
assumptions
+
+
=
Your notes
of key
themes
Your
questions
A

17. ©2010 EFQM9
Forming the team’s first hypothesis
?
?
?
?
Team
questions
Each person’s questions
Team view
“rough first
hypothesis”
Each person’s key themes
B
‘Business
fundamentals’
Strategic
challenges &
opportunities

18. ©2010 EFQM10
Refining the hypothesis by strategic
analysis
?
?
Team use strategic
analysis techniques to
understand the key
issues of Host Company
- business context
- value proposition
- operating performance
- key competences
- profit potentialRough first
hypothesis
& questions
Refined
hypothesis1
C

19. ©2010 EFQM11
Sharpening the view, using EFQM
Excellence Model and RADAR
EFQM
methodology
?
Refined
hypothesis1
D
A
DA&R
R
?
?
?
?
Draft
Investigation
brief

20. ©2010 EFQM12
Creating a company visit to test the hypothesis
and propose change
+ =
Meeting with
Company reps
Company
visit plan
?
?
?
?
?
?
?
?
E
Draft
Investigation brief

21. ©2010 EFQM13
Completing the assessment, offering feedback
and proposing change
company
visit
company
visit plan
feedback and ideas
for change
to company
your ongoing
development
?
?
?
?
F

22. ©2010 EFQM 14
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions

23. Multi Disciplinary Team From 5
Different Industries …
©2010 EFQM
Mark Finnie
United Kingdom
Marketing Director
Strix Ltd.
Technology
Bart Mulders
the Netherlands
Manager Hi Retail
KPN Telecom
Telecom Industry
Matthias Schneider
Germany
Business Unit Manager
T-Systems
Telecom Industry
Chris Yates
United Kingdom
Resource Manager
Lloyds Banking Group
Financial Services
Paul Mack
United Kingdom
X E Customer & Emp. 1st Manager
Xerox Europe
Technology
Jos van Valkengoed
the Netherlands
Senior Director Business Improvement
Philips Lighting
Technology

24. Volvo Car Customer Service Challenge …
• Review the new strategic agenda and direction (VCCS
Revenue Agenda)
• Review if our business positioning seems reasonable given
our business environment
• Suggesting KPI’s that will enable us to follow up and reach
our new strategic challenges
• Review if our current organisation and business model has
the capability to deliver according to our expectations
©2010 EFQM

25. Methodology
©2010 EFQM
Brussels (3 days) Volvo visit (4 days)
Competition
Market Segment
Value proposition
Capabilities
Financial viability
Case for change
Action programme
Communication plan
Plan Deliver and review
From business
scan
Strategic
Challenges
to
implementation
Red thread
to
Assessment
plan
to
Interviews
and assessment
to
Feedback and key
message against
strategy
to Change
programme
to
• Pre- work (Brussels) … Completed Assessment Plan With
Formulated Hypothesis
• To Validate & Test Hypothesis … Completed 30 Interviews Within
Volvo, Joined MT Meetings & Visited Dealers
• Reported Back Robustness VCCS Strategic Plan & Provided
Detailed Recommendations
• Conducted 1 Day Workshop With VCCS MT

26. ©2010 EFQM 18
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions

27. Key Learning for Me
• Opportunity to Benchmark Another Company, Who is in
Transition
• Learn About Volvo Car Customer Services (VCCS)
Challenges, Risks & Opportunities … Their Strategy to Deal
With This
• Worked With Peers from Different Companies & Sectors …
Due to Short Project Cycle & Intensity, Went Thru Full
“Forming, Storming, Norming & Performing” Cycle
• Added 5 Great Colleagues to My Personal Network
©2010 EFQM

28. Key Learning for Volvo
• An Independent Opinion On Strategic Agenda,
Organizational Setup and KPI’s … an Outside In View
• Best Practice Sharing on KPI’s
• Understand How Other Companies are handling Key
Transformations
• One Day Workshop to Turn Opinion into Actions with
Owners & Deadlines
©2010 EFQM