Leadership & Culture Transformation

Transcription

1 Leadership & Culture Transformation Thomas Fischer 30. Januar

2 Our ambition in today s world requires new leadership Our Challenges Technology is developing in an ever increasing pace Markets are more and more volatile and unpredictable The automotive industry is going through disruptive change New generations have new expectations towards working We want to grow significantly inside and outside our core business In order to execute MANN+HUMMEL Accelerate Growth, we have identified tactics, enablers and competences: strategic focal points which help us align and prioritize action: Customer obsession Speed Innovation performance enablers help leaders to create an environment in which people can be successful Courageous conversation Trust Empowerment key competencies of new leadership Dealing with ambiguity and uncertainty Digital & tech savviness Innovation culture (from design thinking to scrum) Purpose, autonomy, mastery 2

3 Aligned expectations and diversity of approaches ensure results Our Philosophy Our competence model links FILTER values, tactics and enablers A wide variety of approaches and initiatives deliver into our expectations towards leaders Strategic Senior Leadership Education and opportunities for global crossfunctional networking Experiencing the need for feedback culture Democratic approaches through open enrollment while maintaining fast decision processes and execution Blended learning approaches Divers formats of delivery and methods of teaching Source: MANN+HUMMEL (together with KornFerry) 3

4 Transactional and transformational parts of one big picture Our Leadership & Culture Portfolio (1/2) Program Target Group Focus Delivery Format Fit for Leadership Curriculum Compass Top 450 Senior Executives Tactics & Enablers Language, Emotions, Body Learn, Practice, Act 2d off-site event(s); as off 2018 supported by language analytics and online exercises Frontline 1st line leaders (>350 p.a.) The above + basics of leadership, e.g. performance management etc. 2d on-site course Academy Top Talent 1 Program (appr. 50 p.a.) The above + Goldfish pond / retention & development + Global business schools and individual program participation for Senior Executives 3 different levels; delivery format from 3d on-site course to individual learning at a business school or mentorship / job rotation Leadership & Feedback Culture Engagement Survey All employees Upward feedback towards team leaders Corporate initiative with global support; enabling of leaders as part of Compass 2018; local execution 360 All leaders (voluntary) Upward feedback towards individual leaders and supported by individual coach (if requested) Corporate offering aligned with competency model, tactics & enablers; local execution by HR Business Partner; global support One Conversation All employees Give and receive performance feedback, identification of Top Talents 1, succession planning, development plans Corporate-wide standard process; local execution supported by HR Business Partner; reporting into the Board and leadership levels below; HR conducts pro-active talent scouting & brokerage Turntable Rockers InCube 5 internal entrepreneurs Lean start-up Customer obsession Open enrolment, very demanding selection procedure; then 6 months at Plug n Play in San Jose + reviews and retrospectives in Berlin, Singapore and San Jose Fine-dust eater project coaching Intact team of strategic project (7-15 team members) Lean start-up Customer obsession Weekly coaching calls, monthly 1d on-site session, ad hoc support 1 Top Talents are the top 3 boxes of our performance / potential evaluation 4

5 Transactional and transformational parts of one big picture Our Leadership & Culture Portfolio (2/2) Program Target Group Focus Delivery Format Training catalogue 2018 Design Thinking All employees invited; open enrollment Tactics & Enablers Dealing with ambiguity Innovation culture 2d on-site training course SCRUM Master All employees invited; open enrollment 2d on-site training course Change Management All employees invited; open enrollment Aligning change methodologies Ensuring focus on the people side of change 2d on-site training course Functional Academies All employees within a function Functional skills Global cultural and leadership skills Global functional curriculum to be set up with functions in 2018/19; delivery of blended learning journeys begins in 2018 for Global Sales BUs Future Workforce SAMBA Program 7-10 shift leads in Marklkofen p.a. Leading teams in operations To be defined Poly goes UAS 2-5 students from Singapore p.a. Engineering for R&D, sales and operations Studying language & learning to work in Germany Dual apprenticeship / DHBW 2 3-year program in Germany Graduate Program FIN & PU 2-4 graduates p.a. Functional 3-year program (1 year in each station across the world); individual mentoring) 2 Duale Hochschule Baden-Württemberg 5

6 Liquid Workforce 6

7 Feinstaubfresser Mission and Operating Model partners 2 FSF Incubator Agreed Operating Model must be communicated (top-down) customers 7 FSF development teams in existing org. FSF team provides resources 1 technologies Ideas IAA building the FSF cars supporting customer meetings communication / press co-ordination identify and use synergies and much much more = support FSF = 1+2 stakeholders Fast, action-oriented, creative, and must act autonomously in order to discover and confirm potential Business Models: Customer segments Channels Customer relationships Value Propositions Key Activities Key Partners Key Resources Cost Structure Revenue Streams complex and fast business model development in order to prioritize and organize work packages effectively enabling us to bring the right products to the right customers ASAP, generating profitable new business for MANN+HUMMEL

8 Feinstaubfresser Manifesto + People & Culture Manifesto We are committed to deliver profitable horizon 3 / disruptive innovations around the fine-dust megatrend as a complex and fast business model development service to MANN+HUMMEL. We understand that in highly sophisticated incubator environments only 1 out of 10 start-ups is sustainably viable. We also understand that in traditional research & development environments 1 out of 2 or 3 innovations set out to be sustainably successful. We must have a better chance to success than a start-up because we draw on sophisticated in-house resources and must be faster than our traditional research & development. To be successful we must be fast, action-oriented, creative. We must act autonomously, celebrate success and relentlessly execute. Mistakes may only be another good reason to provide feedback and learn. People and culture Open, honest communication rather communicate too much than too little Customer-centric Risk and learning / Feedback External resources coaching on the job in agile and lean methods and tools 8

9 People reach InCube can become a nucleus for driving digitization Our Way towards Digital Leadership (1/2) Finedust eater project team LB IoT Lab SG IoT Industry 4.0 VC investments Turntable Rockers 1 Outlook: Global Digitalization Campaign 3 incube 2018 Strategy Roadshow LiFE 2 We currently have only an evolving digitization strategy in place Digitization plays so far a limited role in our strategic planning We are preparing ourselves and our people to drive digitization in the near future We connect digitization challenges (skills and competence) with strategic workforce planning (future workforce, future workplace, Work4.0) InCube will deliver into the strategic competence planning and build the foundation for systematic talent management of digital talent Time 1 Currently under construction 2 Global strategy dialogue to engage all employees into consistent and aligned strategy execution 3 not defined yet but good practice, see BASF, Daimler and many others 9

10 The Turntable Rockers as a corner concept for driving digitization Our Way towards Digital Leadership (2/2) People Sources People Utilization on the job InCube (self-nomination) One Conversation Target Profile The Turntable Turntable Rockers Innovation Projects Fast growing units Academy InCube Future Workforce (DHBW, Azubis) Outlook: Trainee / Graduate Program(s) Specific competencies and personality traits in continuous development based on experience / feedback Market-place and global crossfunctional and cross-business community of practice (2018: 100; 2019: 500; 2020: 750) HR has transparency on talent situation and can offer suitable talent for vacancies in short time (internal talent pool) Internal agile coach community Our own start-ups and speed boats Key projects and business that require Querdenker 10

11 We prepare the global leadership transformation in 2018 Our Leadership Journey 2018 Leadership in Filtration Experience LiFE Pride. Confidence. Inpiration. Leadership in Filtration. / Framework for Growth Engagement Survey Employee feedback and a measure on how impactful the communication efforts have been Leadership Summit Linking leadership with Strategy 2026 Focus on strategy execution Survey findings and priorities for further action Follow up on Engagement Survey Identify, prioritize and execute on follow-up action from Engagement Survey and in parallel: individual learning and workshops in intact global functional teams to enable Senior Executives to drive it Starting July Compass 4.2 Recap language, emotions, and something new on body Individual learning through practical exercises based on individual language analytics software end Mar (tbc)

12 Digital Filtration Turn market awareness into new business model Different external focus Digital Customers Current Business Different internal focus Digital Company New business model for Digital Business 12

13 Digital transformation initiative Main objectives Our goals Enhance our worldwide leadership in filtration with digital services Become the leader in Smart Filters Enhance our operations with Industry 4.0 concepts How do we do it Creation of an IoT lab to speed up technology build up Setting up our own M+H IoT platform Working with key IoT technologies providers 13

14 Our Vision Smart filter products for consumer, commercial and industrial needs Enhance the productivity of our customers Engineer better solutions Protect people everywhere 14

15 IoT Lab Located in Singapore Define and invigorate our IoT strategy Global IoT competence center Support of IoT innovation projects of the MANN+HUMMEL group 15

16 Corporate Venturing Explore a multitude of ground breaking innovations and combine them with our core competency, which is filtration Combination of ideas will be a new engine to create smart product and digital services Selected strategic investments for technology access, high number of collaborations to use potential and adopt working methods Unfold Your Potential - Starting January 2018 we ll start the InCube, M+H s incubator at PnP in Silicon Valley Plug&Play Corporate Innovation Award IoT Cooperation between MANN+HUMMEL and Plug and Play was established in Sep 2016 and will run for at least five years 16

17 Thank you! 17