101108 dommelsch valley presentation
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©2010 EFQM
Volvo Pegasus Case
©2010 EFQM 2
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 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
©2010 EFQM 4
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
Strategic
Challengesto
implementation
Red threadto
Assessment
planto
Interviews
and assessmentto
Feedback and key message against strategy
to Change programme
to
©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
©2010 EFQM7
The steps in this programme
Plan Deliver and review
A B C D E F
©2010 EFQM8
Pre-work
Information from host
Internet search
Your assumptions
+
+
=
Your notes of
keythemes
Your question
s
A
©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
©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 potential
Rough first hypothesis & questions
Refined hypothesis1
C
©2010 EFQM11
Sharpening the view, using EFQM Excellence Model and RADAR
EFQM methodology
?
Refined hypothesis1
D
A
DA&R
R
?
?
??
Draft Investigation
brief
©2010 EFQM12
Creating a company visit to test the hypothesis and propose change
+ =
Meeting with Company reps
Company visit plan
?
?
??
?
?
??
E
Draft Investigation
brief
©2010 EFQM13
Completing the assessment, offering feedback and proposing change
company visit
companyvisit plan
feedback and ideas for change
to company
your ongoing development
?
?
??
F
©2010 EFQM 14
Agenda
• Introduction
• Pegasus Approach
• Volvo Case Study
• Key Learnings & Contributions
Multi Disciplinary Team From 5 Different Industries …
©2010 EFQM
Mark FinnieUnited Kingdom
Marketing Director
Strix Ltd.
Technology
Bart Muldersthe Netherlands
Manager Hi Retail
KPN Telecom
Telecom Industry
Matthias SchneiderGermany
Business Unit Manager
T-Systems
Telecom Industry
Chris YatesUnited Kingdom
Resource Manager
Lloyds Banking Group
Financial Services
Paul MackUnited Kingdom
X E Customer & Emp. 1st Manager
Xerox Europe
Technology
Jos van Valkengoedthe Netherlands
Senior Director Business Improvement
Philips Lighting
Technology
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
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
Challengesto implementation
Red threadto Assessment
planto Interviews
and assessmentto
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
©2010 EFQM 18
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
©2010 EFQM
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