Sustaining Business Excellence

Transcription

1 Sustaining Business Excellence Aslam Khan Vodafone Fiji Ltd. Company Overview Ownership Structure Key Information FNPF (58%) Vodafone Fiji established as a joint venture in September 1993 Commenced Launch : 1/7/94 Vodafone Fiji ATH (51%) Vodafone Grp Plc (49%) Fiji Govt (35%) Others (7%) ISO 9001:2008 Certified Winner of Fiji Quality Award -2001, 2002 & time Winner Presidents Award 2004, 2007, 2010 and 2013 Employs approximately 250 staff Coverage of 95% + population 1

2 The World Has Changed - Has Your Business? Employers desperately need people with commitment, creativity, reliance and agility to succeed in the whirlwind of change. Business success is about finding, engaging and keeping the right people. What's Culture Got to Do With It? Your Company has a culture by design or default. Companies with exceptional culture attract and retain best employees, nurture strong and lasting customer relationship and deliver consistently solid results. 2

3 A Poor or Deteriorating Culture Workplace is chaotic Company Values Unclear Employees feel unappreciated Managers are ineffectual Management focus on bottom line results, rather than on culture, the basic driver of high performance. We Want An Exceptional Culture High Performance Culture will depend upon Your Leadership Style Company brand Business identity 3

4 Organization The Structure Customers Corporate & Consumer Frontline Team Finance & Network Support Team ExCo Leadership Team Clear Vision Shared Values High Performance culture begins with clarity of vision Values based foundation becomes the spirit and driving force of the working culture Company culture is expressed in everything your company does, everything it creates and every interaction that takes place; it is demonstrated at all levels of your organizations, both internally and externally. 4

5 Leadership Our Vision "To be the most admired company in Fiji" Our Mission To enrich people s lives Embrace innovation and quality by actively engaging with our people, our environment, in compliance with legal and regulatory framework. Continue to provide our customers with modern (digital), high quality, readily available mobile communication and supplementary services most efficiently and economically. Ensure that our staffs are well trained, are well informed, competent and motivated. In return for their contribution to the company in attaining its goals, they will have a long term and rewarding career. Recognize the contribution made by the shareholders who can expect a fair return on their investment. Act ethically, in all our undertakings and be a good corporate citizen. Support efforts to improve the quality of life in Fiji. Leadership "We must always listen and respond to each of our customers" Passion for our people "Outstanding people working together make Vodafone exceptionally successful" Passion for customers Our Values Passion for results "We will be a force for good in the world" Passion for our Vanua Excellence is our standard. Our desire to be the best in our business, achieving the highest standards in all we do 5

6 Our Values: Vodafone Way Customer Obsessed: We re passionate about exceeding customer expectations and invest in understanding what drives customers and improving customer loyalty. Innovation Hungry: Ambitious & competitive: One company, local roots: We create and deliver We bring energy and We work across new products, passion to work, have Vodafone to achieve services and ways of high standards, focus the best outcome for working, are externally on beating Vodafone s our customers, our focused and provide competition in a way people and fresh thinking. We which does not shareholders in all our foster and role model compromise our innovation that markets without harming society or the benefits the business and customers. business strategy and high standards on health and safety for our customers, our people and our business partners. environment. Value diversity and build effective teams to deliver outstanding results. For our customers to see these four things, we need to have a consistent way of operating. We will operate with: Speed: Simplicity: Trust: Focusing on speed to Making things simple market, relentlessly for our customers, prioritizing and our partners and pursuing the each other. outcomes that matter to our business while safeguarding our company s financial future and reputation. Acting with honesty, integrity and fairness, being reliable to deal with and valuing the trust and confidence placed in us by our customers, our people and our business partners. The Vodafone Way Leadership The Vodafone Way Framework Vision Customer Mission Core Values 6

7 Leadership Strategic Objectives Enlarge Strategic Capabilities Create and/or license properties to deliver world class products, services and systems Enhance Business Excellence Pursue growth through robust processors and continual adaptation of best practices. Drive world class performance to create value for all stakeholders. Deliver Excellence through the application of our 6 Core Strategic Embrace Partnership Forge strategic partnerships in our market, through JV's, codevelopments and other forms of alliances Expand Global Networks Expand competencies, capabilities and market reach through Local & global presence, networks and various forms of collaborations and partnerships Leadership Core Strategies Core Strategies Guiding Principals Key Performance Indicators Customer Focus Our customer dictates our service Customer Satisfaction Survey Our customers are our strategic partners and as partners we develop long term relationships. We deliver high levels of satisfaction through value creation, quality products and systems and exemplary service. Number of complaints Warranty claims Customer discrepancies FB Comments Quality & Safety First Quality and Safety are integral to our business Quality assurance at CC Wait time at retail We take a comprehensive approach to Quality and safety, including systems, products, security and cultural perspectives. We adhere strictly to all relevant requirements in the delivery of our products and services including those of our customers, ourselves and the communities at large. OHS standards & Audit Security awareness programs People Excellence People are our company's greatest asset Whistle blower policy We foster a committed and engaged workforce through continuous learning, an equitable recognition system and a conducive culture that embraces our core values and appreciates resilience and innovation. We grow our stars and groom our leaders. Quarterly and Annual Appraisal system VF Way Performance Rating RRR Bonus Payout 7

8 Leadership Core Strategies Core Strategies Guiding Principals Key Performance Indicators Technology Edge Technology gives us the competitive edge Network KPI's We harness and leverage technologies as well as seek disruptive ones to meet the changing needs of our customers and to provide us with the cutting edge to lead and to be competitive. Deployment time frames New Products & Services Launched Operational Excellence Operational excellence is our focus Corporate governance Our strength are continuously improved through systems thinking, benchmarking, innovation and organizational / personal learning - all applied with passion towards our goal of customer and stakeholder satisfaction. Financial Strength Financial strength is our foundation Annual Sales Regular systems audit Revenue Assurance Audit Supplier on-time delivery time We build and grow our business through strong business fundamentals and value creation, ensuring that all stakeholders benefit from sound finances and a strong bottom line Annual Revenues EBITDA Net Profit Free Cash Flow Our Competencies To achieve our vision, mission and meeting customers requirement, there are key competencies that every employee shall equip in response to the challenging global business environment ahead. Customer Obsessed Innovation Hungry We are passionate about exceeding customer expectation We bring the customer experience into every decision We act as a customer champion even when it is unpopular DO s We take accountability for identifying and addressing underlying service issues Abdicate responsibility for resolving customer DON T issues Pursue short term targets that threaten the long term customer relationship We create and deliver new products, services and ways of working that delight our customers We encourage innovation and risk taking in pursuit of commercial objectives We share failure and mistakes to ensure the whole organization learns form them We test out new ideas continuously with customers Let existing systems and processors prevent improved ways of working Resist or dismiss challenges Ambitious & Competitive We bring energy and passion to our work and always aim to beat the competition We know what competition is offering, how Vodafone compares and use market data to drive decision making We seek out top talent and reward the best people We create pride in Vodafone accomplishments and celebrate our achievements Focus solely on our own objectives without taking account of the bigger picture Drive a personal agenda at the expense of others of the business One Company, Local Roots We work across Vodafone to achieve the best outcome for customers, employees and shareholders We pursue Vodafone's interest and goals beyond the benefit to our won function or market and leverage the benefits of being one company We value diversity and build effective teams that deliver outstanding results We connect with the market and society in which we operate to delight local customers and stakeholders Ignore local needs and differences Fail to share or release resources for the wider benefit of the organization 8

9 Our Competencies To achieve our vision, mission and meeting customers requirement, there are key competencies that every employee shall equip in response to the challenging global business environment ahead. Speed Simplicity Trust We drive speed to market. We relentlessly prioritise and pursue the outcomes that matter to our business DO s DONT s We make quick decisions and are comfortable with Commit to spend at the expense of 80/20 quality of safety We address problems immediately Act without considering the We deliver new products and innovation fast commercial implications We make things simple for our customers, partners and colleagues We seek simple solutions and ramose unnecessary complexity We ensure clarity of direction and accountability for others We deliver the most efficient and cost effective solutions We are reliable and transparent to deal with. We deliver for others and trust others to do likewise We deliver on our promise We trust others to deliver on their commitments and hold them to account We empower our people to act and be bold and encourage collaboration Priorities simplicity at the expense of delivering added value Resist simplifying to maintain power and control Promote trust at the expense of checks and balances Fail to speak out when it is the right thing to do Everyone s Job Communications Customer service is everyone s job High Performance Culture employees latitude to make decisions to solve problems in alignment to corporate values Role of communication in fostering trust and employee involvement Reinforces company values Antidote to apathy Helps build trust 9

10 Communication Channels by Snr. Management Activity Annual Staff Convention Business Review Meeting Department Meetings CFT Meeting Performance Management VF Way Review Purpose / Objective Brief employees of company performances / achievements and the next years Goals / Targets and expectations. Current and regular bi-weekly updates to Inner core team of companies progress on all aspects of the business including Revenues, Human resource, health & safety and customer satisfaction Each department head conducts meetings on a monthly basis in order to inform and measure department performances Regular Cross functional team meeting in order to discuss project plans, status and decision making. This is whereby Quarterly and Annual Reviews are done as Performance measurements to ensure all are aligned to corporate objectives Updating Regular VF way behavior, staff initiatives and monthly tasks in order to reward and recognise Learnings Adaptability Learning is valuable and continuous Most effective when shared with every experience is an opportunity to learn (including learning from mistakes) Employees readily drive changes and accept changes Employee engagement exert greater discretionary effort to his or her work 10

11 Continuous Improvement Review Innovation Act Plan Check Do Performance Evaluation Org learning Engagement Support Employee Engagement Trust and Integrity how well managers communicates and walk the talk Nature of the job - is it mentally simulating day to day? Line of sight between employee performance and company performance - does the employer understand how their work contributes to the company performance? Career growth opportunities: Are there future opportunities for growth Pride about the company : how much self esteem does employee feel being associated with the company? Engaged cultures/team members Engagement is contagious Employee development: Is the company making effort to develop employee skills? 11

12 Checklist Clear Vision Shared Values End to End Culture Everyone s Job Communication Learning Adaptability Engagement How does Vodafone implement the 11 Business Excellence Principles? 1. Visionary leadership communication, right people, leading by example 2. Customer driven excellence Passion for Customers (one of our Key values) 3. Organizational and personal learning PDCA, Post-Analysis and Sharing, help from VF Group 4. Valuing workforce members and partners Vodafone Way, Performance Appraisals, fostering long term relationships 5. Agility PDCA & BCPs 6. Focus on the future Strategy at different levels (dept & ExCo meetings) 7. Managing for innovation Training/ overseas attachments, CFTs, PDCA etc. 8. Management by Fact Business Intelligent Department/ meetings & Data Warehouse with Market Analysts 9. Societal responsibility by having Vodafone Foundation 10. Focus on results and creating value Targets, KPIs and Performance Appraisals, timely and different avenues of Customer feedback 11. Systems by following QMS ISO 9001:

13 Sustaining Business Excellence Strategy & Planning short-term and long term planning, market position, business results, buy-in from all levels People right people, rewards and recognition, change management, communication Continuous Improvement Opportunities/ Innovation & Creativity review processes, ask question 'what is 1 thing that will make your work easier?' or 'what is the most mundance, difiicult or non-value-adding task that you do? Checks internal and external audits, FBEA, KPIs, measuring and reporting performances continously (weekly, monthly, quaterly) use every opportunity Customers listen to customers, take and act on feedback ; external and internal customers Leadership Commitment discipline, reinforce, push & drive BE Data and Information not too much, enough to make informed decisions, no guesswork Productivity & Quality Started with Quality Circles many Gold awards (went up to IQC) Since 1996 certified to QMS (currently ISO 9001:2008) FBEA journey 2000 Achievement Award 2001 Prize Award 2002 Prize Award 2003 Prize Award 2004 Presidents Award- Australian Business Excellence 2007 Presidents Award 2010 Presidents Award 2013-Presidents Award (International/Malcolm Balridge Criteria) Lean Six Sigma 40 champions and 13 Green Belts trained in Nov 08 Productivity Champions 3 nominees in Awards (Nirul and Mosheen) 13

14 3/5/2014 Thank you 14