driving summer-peak-education-1

Summer Peak2017

Driving

SESSIONOBJECTIVES

- MCVP ROLE - FUNCTIONAL UNIT / COMMISSION WORK - GENERATING HYPE - KEY SUCCESS FACTORS OF “IDEA 2 IMPLEMENTATION”

MCVP ROLE

NPS IGV

0

18

35

53

70

Americas AP Europe MEA

30.1

63.3

42.5

68.52016

Profitabilityare we destroying or creating?

IGV

-10%

20%

50%

Americas AP Europe MEA

-0.51%

17.99%

30.32%

0.92%

OGV

0%

50%

100%

Americas AP Europe MEA

74.39%85.27%

93.05%

66.37%

NPS GTNPS

0

20

40

60

80

Americas AP Europe MEA

59.253.2

47.8

70.9

Profitabilityare we destroying or creating?

IGT

0%

50%

100%

Americas AP Europe MEA

34%

78%88%

55%

OGT

-50%

25%

100%

Americas AP Europe MEA

78%75%77%

-33%

NPS GE

0

13

25

38

50

Americas AP Europe MEA

48.4

28.227.2

38.4

Profitabilityare we destroying or creating?

IGE2016

-150%

-100%

-50%

0%

50%

100%

Americas AP Europe MEA

-97.86%

73.72%70.66%75.84%

OGE2016

0%

50%

100%

Americas AP Europe MEA

75.28%

24.95%

66.83%

91.6%

MY LEARNINGS?

FUNCTIONAL UNIT OR

COMMISSION WORK

Why do we do change management?

● Because people resist change

Why people resist changes?

Not being consulted — If people are allowed to be part of the change there is less resistance

Poor communication  — It’s self evident isn’t it? When it comes to change management there’s no such thing as too much communication.

Changes to routines — When we talk about comfort zones we’re really referring to routines. We love them. They make us secure.

Exhaustion/Saturation — Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low. They are not change thrivers.

Change in the status quo —if people believe the change favours another group/area/person there may be (unspoken) anger and resentment

Benefits and rewards — When the benefits and rewards for making the change are not seen as adequate for the trouble involved

People reactions to change

Empower members for a broad-based action

Members want to act, but are boxed in…

Organization

Formal and non-flexible structures

Technology

EXPA, OP

People

Leaders who discourage actions

Processes

A lack of needed process skills

Key learnings from Working with LCVPs•LC VP = MC VP (mirror) •Culture communication

1. Commission (Unit Stand) 2. Expectations

1. 2x month - online 2.Tracking tool 3.2x consultancy 4.Task force - follow up 5.Summit 6.One on one meetings 7.Global Direction 8.Reports 9.Highlights 10.Direction

• Functional touch points - creating environment • Connection with unit • Preparation • Beginning, first touch point

• Advices from LCPs • Role modeling for LC VPs • One on one meetings - bitching, • Common meetings - recognition

Tips and Tricks

Example

You

GENERATING HYPE

HYPE?

1. To be joyfull 2. To see concrete outcome of

their work 3. To feel/sence a common

purpose and work for a common goal

4. To be ambitious for their entity

5. To be a constant focus

KEY SUCCESS FACTORS OF “IDEA 2 IMPLEMENTATION”

Celebrate successes

Why

How

In order to celebrate successes, you need to know what are those. Have a clear measures that you will follow on daily/weekly/monthly bases and know your lead and leg measures.

➡ Make it fun, accessible for everyone ➡ Set the measures and stick to them

Have a concrete target

Why

How

Your plenary needs a direction, sence of where we want to be. As concrete as possible, numbers per product per stage.

➡Co-created with LCVPs ➡Involve LCPs ➡Have a transparent goals per product that anyone can see

Have a clear and constant communication

Why

How

Will be a reliable asset for your plenary, will drive the hype, centralise the communication and be uniting point for the plenary when it comes to focuses and priorities in work.

➡ Make it fun, accessible for everyone ➡ Educate yourself about ICOMM and have a person in charge

Have a clear timeline

Why

How

It will be an ultimate guide for your plenary and an extraordinary expectation setting tool for them to ensure that your entity can provide more and better experiences.

➡ Per product ➡ Role of Back office ➡ IR

TIME FOR QUESTIONS