efqm pegasus program 101108

Learning to LeadMatt Fisher, COO, EFQMEindhoven, 8th November 2010

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

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

EFQM Excellence Model 2010

Simple, business focused language

Future focused, holistic assessment tool

Increased focus on key themes like innovation and sustainability

4

How does the Model work?

Increase Market Share

Market ShareMarket Share

% Leads Converted% Leads

Converted

Repurchase Rate

Repurchase Rate

Brand Awareness

Brand Awareness

Increase AdvertisingIncrease

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 StrategyGrowth Strategy

Develop Partnerships

Develop Partnerships

Manage Customer

Relationship

Manage Customer

RelationshipBonus &

Commission Scheme

Bonus & Commission

Scheme

Identify Market

Opportunity

Identify Market

Opportunity

Leads Generated

Leads Generated

Positioning the EFQM Training Portfolio

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Executive

Middle Management

Frontline

Pegasus Executive

Pegasus

Leaders for Excellence

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

www.efqm.org

©2010 EFQM

Volvo Pegasus Case

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Agenda

• Introduction

• Pegasus Approach

• Volvo Case Study

• Key Learnings & Contributions

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 Plasticso Master Black Belt for GE Plasticso Audit Manager for GE Corporate Audit Staffo Auditor for GE Corporate Audit Staffo IMLP for GE Capital

©2010 EFQM

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Agenda

• Introduction

• Pegasus Approach

• Volvo Case Study

• Key Learnings & Contributions

Pegasus Programme seeks to reinforce strategy implementation capabilitiesOur 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

StrategicChallenges

to implementationRed thread

to Assessmentplan

to Interviewsand assessment

toFeedback and key message against strategy

to Change programmeto

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Structure of this weekSetting personal goalsReviewing the strategic contextBuilding strategic Red Threads

Day 1:Business Scan and strategic challenges

Understanding links with implementationIdentifying implementation Red Threads

Day 2:Implementation Red Thread

Structuring an assessment planGiving effective feedback and structuring change

Day 3:Assessment Plan

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The steps in this programme

Plan Deliver and review

A B C D E F

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Pre-work

Information from host

Internet search

Your assumptions

+

+

=

Your notes of key

themes

Your questions

A

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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

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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

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Sharpening the view, using EFQM Excellence Model and RADAR

EFQM methodology

?

Refined hypothesis1

D

A

DA&R

R

?

?

??

Draft Investigation

brief

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Creating a company visit to test the hypothesis and propose change

+ =

Meeting with Company reps

Company visit plan

?

?

??

?

?

??

E

Draft Investigation brief

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Completing the assessment, offering feedback and proposing change

company visit

companyvisit plan

feedback and ideas for change to company

your ongoing development

?

?

??

F

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Agenda

• Introduction

• Pegasus Approach

• Volvo Case Study

• Key Learnings & Contributions

Multi Disciplinary Team From 5 Different Industries …

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Mark FinnieUnited KingdomMarketing DirectorStrix Ltd.Technology

Bart Muldersthe NetherlandsManager Hi RetailKPN TelecomTelecom Industry

Matthias SchneiderGermanyBusiness Unit Manager T-SystemsTelecom Industry

Chris YatesUnited KingdomResource ManagerLloyds Banking GroupFinancial Services

Paul MackUnited KingdomX E Customer & Emp. 1st ManagerXerox EuropeTechnology

Jos van Valkengoedthe NetherlandsSenior Director Business ImprovementPhilips LightingTechnology

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

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Methodology

©2010 EFQM

Brussels (3 days) Volvo visit (4 days)Competition

Market Segment

Value proposition

CapabilitiesFinancial viability

Case for change

Action programme

Communication plan

Plan Deliver and review

From business scan

StrategicChallenges

to implementationRed thread

to Assessmentplan

to Interviewsand assessment

toFeedback and key message against strategy

to Change programmeto

• 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

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Agenda

• Introduction

• Pegasus Approach

• Volvo Case Study

• Key Learnings & Contributions

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

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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