continuous learning: a framework for developing a workplace essential habit - atcen conference

Continuous Learning: A framework for Developing a Workplace Essential Habitpersonal story of CNI’s journey

Kenny OngCNI Holdings Berhad

Contents:

1. Introduction

2. Strategy example

3. Personal Reflection

About: CNI Holdings Bhd

1. 17 years old

2. Main Board Public Listing: August 2005

3. Products: Consumer Goods and Services

4. Core Business: MLM

5. Others: Contract Manufacturing, Export/Trading, eCommerce

6. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines

7. Staff force: ± 500

8. Distributors: ± 250,000 Malaysia

Intro:

Learning

Culture

Habits

Intro: Learning

ProcessInput Output

LearningInput Application

‘Learning’ in the business context must be a practical concept.

If it cannot be used to improve business results, ‘Learning’ is useless.

Intro: Habits/Culture

• Habits

“You cannot eliminate a habit. You can only replace one habit with another habit”

Intro: Habits/Culture

• Why focus on Habits?1. Start Early!2. Small differences in return matter. A lot!3. Don't squander your inheritance on sex, drugs

and rock'n'roll4. Over time, regular saving of quite small

amounts can build up an astonishing sum of money.

5. Time and patience are the friends of compounding and, therefore, of investing.

© Copyright 1998-2005, The Motley Fool Limited.

Intro: Why?

Before we start…

“Is Learning Culture really a desirable characteristic for business?”

“Are you sure?”

Key: Sustainable business performance

*Refer: “The Fifth Discipline” by Peter Senge for basic knowledge on Learning Organizations

Intro: How does it look like?

In the old days of training…• Average training hours per staff• % of staff attending training• # of training programs• % of training programs conducted• Training needs analysis conducted• Competency models developed• Training budget as % of payroll

What’s wrong with this picture?


1. Innovation

2. Open discussions

3. Admission of mistakes

4. Integrated problem solving

5. Dissatisfaction with self

6. A lot of questions

7. More vocal and demanding

8. Sharing

9. Maturity of leaders

10.Keep on changing even if painful

11.Documentation of lessons learned

12.A lot of projects


13.Read more14.Training participation15.Process

improvements16.Concern for

Customers17.Self confidence18.Run out of Positions

to promote19.More Headhunting

victims

20.Less dependent on external Trainers

21.Increased participation in projects

22.Improved productivity

23.Mentoring

24.Training Dept and Consultants become less important


Moral of the story…

1. Innovation:– Business models– Products– Services

2. Market Leadership

3. Competitive differentiation

Get the picture?

Intro: Q&A

• Questions?• Comments?

Strategy: Problems

1. Malaysian Education system

2. Parents

3. Business short-term thinking

4. Punishing mistakes

5. Lack of career drive

6. L.C. = HR

7. L.C. ≠ Business

8. Comfort

9. Laziness as human nature

10.Underestimating process (habits) & overestimating events

11.Leaders

12.Not technology-ready

13.Pushed by Consultants

14.MNC case studies

Strategy: Buy-in

WIIFM

Company

Employees

Leaders HRM

Strategy: Modern Learning

1. JIT

2. Self controlled

3. Multiple sources

4. Multiple styles

5. Social networks

6. Small pieces (modular)

7. Flexible

8. Customized

9. Short

Strategy: Framework

• Family

Strategy: Framework

Culture

Corporate

ObjectiveCorporateCorporate

StrategyStrategy

StructureResources

Leadership

Person

Strategy: Corporate Strategy

Culture

Corporate

ObjectiveCorporate

Strategy

StructureStructureResourcesResources

LeadershipLeadership

PersonPerson

1. Balanced Scorecard

2. Market Disciplines

Financial

“To satisfy our stakeholders, what Financial objectives must we accomplish?”

Internal Process

“To satisfy our customers, in which internal business processes must we excel?"

Customer

“Who are our target customers?

What is our value proposition?”

Learning & Growth

“What capabilities and tools do our employees require to help them execute our strategy?


Financial

Learning & Growth

Internal Process

Customers / Distributors

Revenue Growth

ProductivityMarket Value

Department Operations

Supplier & Alliances

External Involvement

Target Markets

Products/ Services

Channel Strategies

Human Resources

Technology

Information & IntelligenceSystems &

Processes


Operational Excellence(low cost producer)

Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

Product Leadership(best product)

Customer Intimacy(best total solution)


Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'

Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'

Customer Intimacy

• Management by Fact

• Easy to do business with

• Have it your way (customization)

• Market segments of one

• Proactive, flexible

• Relationship and consultative selling

• Cross selling

Customer Intimacy

• Management by Fact

• Easy to do business with

• Have it your way (customization)

• Market segments of one

• Proactive, flexible

• Relationship and consultative selling

• Cross selling

Product Leadership

• New, state of the art products or services

• Risk takers

• Meet volatile customer needs

• Fast concept-to- counter

• Never satisfied - obsolete own and competitors' products

• Learning organization

Product Leadership

• New, state of the art products or services

• Risk takers

• Meet volatile customer needs

• Fast concept-to- counter

• Never satisfied - obsolete own and competitors' products

• Learning organization


• Operational Excellence• Move know-how from top performing

units to others• Benchmark against best in class• Ensure operations training for all

employees• Use disciplines like TQM for continuous

learning to reduce costs and improve quality



• Customer Intimacy• Capture knowledge about customers• Understand customer needs• Empower front line employees• Ensure that everyone knows the

customer• Make company knowledge available to

customers

Strategy: Framework

• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Job Challenge• Management Systems

Structure

Strategy: Framework

• Tools• Physical facilities• Peer support• Information• T&D Programs• Mentors• Guides• ICT• OJT

Resources

Strategy: Framework

• Role modeling• Mentoring & Feedback• Leadership Style• TTT methodology• Job Design• Know How• Barriers• Support & Encouragement• Decision making

Leadership

Strategy: Framework

• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)• Learning how to Learn• Learning Styles• Mistakes = Experience

Person

Strategy: Framework

• Understand personal Demographic histories: organization, race, nationality, profession, family, peers, <Flow with and exploit existing culture>

• Emphasize natural learning• Relationships and work dynamics• Freedom to Think• Freedom to Act

Culture

Mistakes We Made

1. Decentralized T&D funds

2. Too focused on Training

3. No linkage with staff Performance gaps

4. Too focused on Weaknesses

5. Failed to differentiate Leaders vs. Specialists

6. Started too complex and too much

7. No modern learning

8. ISO as control system, not learning system

9. Failed to differentiate culture of CNI vs. EMQP

10.Directly incentivized project work

11.No S.P. for HODs12.Hiring & Selection

criteria didn’t contain ‘Learning Attitude’

13.Too focused on soft skills

Strategy: Practical start-up

• “Start small, grow fast, make money”

Strategy: 10 Practical start-up steps

1. Link training objectives to business strategy.

2. Address the corporate culture.

3. Focus on outcomes.

4. De-emphasize training.

5. Demand similar changes from Training suppliers

Strategy: 10 Practical start-up steps

6. Create an obsession

7. Learning resources

8. Learning goals

9. Diverse assignments

10.Mentoring

Strategy: Q&A


Personal: C.L.O. Job Description

1. Create access to training whenever and wherever employees need it

2. Make learning an inherent part of jobs

3. Breakdown knowledge-sharing barriers

4. Create learning opportunities

5. Ensure workforce has information and skills to move company forward

6. Sourcing and injecting new ideas from outside

7. Make people independent through self-sustaining systems

8. Push learning initiatives that have financial impact

9. Create sharing and collaboration platforms

Personal: How about me?

1. Get invited to multi disciplinary committees

2. Invite other disciplines into your teams & meetings

3. Find a Mentor & shadow him everywhere

4. Read broad based books, magazines

5. Study the company’s business plan

6. Write down how the work you do supports those plans

7. Volunteer to serve on a strategic planning committee or task force.

8. Read more Case Studies

9. Attend more ATCEN courses

Personal: How does it look like?

• “Be careful of using ROI to measure the effectiveness of LC”

Strategy

CEO

Pfizer Importance of T&D

“…in the past 18 months, we have heard that profit is more important than revenue,

quality is more important that profit, people are more important than profit,

customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our

performance is inconsistent"CEO, Anonymous


1. Innovation

2. Open discussions

3. Admission of mistakes

4. Integrated problem solving

5. Dissatisfaction with self

6. A lot of questions

7. More vocal and demanding

8. Sharing

9. Maturity of leaders

10.Keep on changing even if painful

11.Documentation of lessons learned

12.A lot of projects


13.Read more14.Training participation15.Process

improvements16.Concern for

Customers17.Self confidence18.Run out of Positions

to promote19.More Headhunting

victims

20.Less dependent on external Trainers

21.Increased participation in projects

22.Improved productivity

23.Mentoring

24.Training Dept and Consultants become less important

Personal: Q&A


Last Words

“Be careful how you sell Learning Culture.

You may be better off selling Training & Development if you are

not ready”

To learn more…

• For more information and education regarding Learning Culture and Strategic Training & Development, please refer to ATCEN trainers and courses

Thank You.

soft copy of slides: [email protected]

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