corporate university infrastructure for success

CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESSCase Study, Concepts and Debatable Ideas

Kenny OngTakaful Ikhlas Sdn Bhd

Objectives of this presentation

• How a company's best practice administrative infrastructure systems:– ensure that the best practices are visible and

can be applied, and – how they can also leave opportunities for

innovations in relation to the company's strategic vision and objectives

• Best Practices

• Infrastructure

• Innovation

• Strategic Vision and Objectives

Understanding Your Business Model and Strategy

How to fit Best Practices to your Corporate University model

The McPlaybook*

Make it easy to eat• 50% drive-thru• Meals held in one

hand

Make it easy to prepare• High Turnover• Tasks simple to learn

& repeat

Make it quick• “Fast Food”• Tests new products

for Cooking Times

Make what customers want• Prowls market for new

products• Monitored field tests

*Adapted from: Businessweek , Februrary 5th 2007

What is the Business Model?

USP

Market Discipline

Profit Model

•Google

•Tata Nano

Business Model: Profit Model

Revenue

Cost

MarginCash Flow

Assets

What is the Business Model?

USP

Market Discipline

Profit Model

Market Discipline

"They are the most innovative"

"Constantly renewing and creative"

"Always on the leading edge"

"A great deal!"

Excellent/attractive price

Minimal acquisition cost and hassle

Lowest overall cost of ownership

"A no-hassles firm"

Convenience and speed

Reliable product and service

"Exactly what I need"

Customized products

Personalized communications

"They're very responsive"

Preferential service and flexibility

Recommends what I need

"I'm very loyal to them"

Helps us to be a success

Product Leadership

OperationalExcellence

CustomerIntimacy•Air Asia

•LV

•Ramly

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)

Alignment & Consistency: Market Disciplines

Eg. GoogleTata Nano

Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'





• Simple

• Responsive


• 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







• 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


• Risk takers





Alignment & Consistency: Disciplines, Priorities, and KPIs




Alignment & Consistency

IBM well-balanced portfolio, mass customization

Acer super lean cost structure, aggressive pricing

Apple powerful products, premium

pricing, limited range

Still Doing well in

2009-2011

ALIGNING YOUR BEST PRACTICES AND INFRASTRUCTURE TO YOUR CORPORATE UNIVERSITY BUSINESS MODEL





Strategy: Disciplines, Priorities, and KPIs





• Simple

• Responsive


• Transactional

• 'Once and Done'





• Simple

• Responsive


• Transactional

• 'Once and Done'

Customer Intimacy







• Cross selling

Customer Intimacy







• Cross selling

Product Leadership


• Risk takers





Product Leadership


• Risk takers





Strategy: Disciplines, Priorities, and KPIs





Strategy: Value Disciplines

Infrastructure Alignment: 4-Wheels Model

Culture

Business

Model

Strategic Planning

StructurePerson

Leadership

Resources

Important Note:

• You can never directly ‘manage’ Culture

• But you can control factors that determine the culture

Alignment: Framework

• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized & Empower

Structure

Strategy: Framework

• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B, Promotions• Sense of Urgency• Speak regularly about Performance

Leadership

Strategy: Framework

• Recognition• Recruitment• Training• Profit sharing• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)

Person

Strategy: Framework

Enablers• Technology• Equipment• Materials• Human• Intellectual

Property• Partners• Property

Resources

Funding • CAPEX• OPEX

Alignment: Framework

• Focus point• Alignment• Quality• Innovation & Differentiation• Risk taking• Performance Management• Corporate obsession• Decision making

Culture

Alignment: 4-Wheels Model

Culture

Business

Model

Strategic Planning

StructurePerson

Leadership

Resources

Aligning Infrastructure to Corporate University Goals

Implementing Best Practices via Infrastructure and Systems



Customer Intimacy

Customer Intimacy

Product Leadership

Product Leadership

Organization, jobs,skills

Management systems

Information and systems

Culture, values,norms

Each Discipline Requires Different Priorities & Resources


•Central authority, low level of empowerment•High skills at the core of the organization

•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset

• Integrated, low cost transaction systems•The system is the process

•Command and control•Quality management


•Central authority, low level of empowerment•High skills at the core of the organization

•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset

• Integrated, low cost transaction systems•The system is the process

•Command and control•Quality management

Organization, jobs, skills

Management systems





Management systems



Product Leadership

•Ad hoc, organic and cellular•High skills abound in loose-knit structures

•Concept, future-driven•Experimentation and 'out of the box' mindset

•Person-to-person communications systems•Technologies enabling cooperation

•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability

Product Leadership

•Ad hoc, organic and cellular•High skills abound in loose-knit structures

•Concept, future-driven•Experimentation and 'out of the box' mindset

•Person-to-person communications systems•Technologies enabling cooperation

•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability



Management systems



Customer Intimacy

•Empowerment close to point of customer contact•High skills in the field and front-line

•Customer-driven•Variation and 'have it your way' mindset

•Strong customer databases, linking internal and external information

•Strong analytical tools

•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’

Customer Intimacy

•Empowerment close to point of customer contact•High skills in the field and front-line

•Customer-driven•Variation and 'have it your way' mindset

•Strong customer databases, linking internal and external information

•Strong analytical tools

•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’


END NOTES

Which Company?

American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector

companies

• 500 million customers2010 American Customer Satisfaction Index (ACSI)

E-Business Report

http://www.foreseeresults.com/research-white-papers/ACSI-e-business-report-2010.shtml

Which Company?

American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector

companies

• 500 million customers

2010 American Customer Satisfaction Index (ACSI) E-Business Report

http://www.foreseeresults.com/research-white-papers/ACSI-e-business-report-2010.shtml

Popularly Unpopular

Popularity

≠

Affection

Don’t forget…

“The business of business is Business, not Best Practices”

Corporate University Management Action Learning Programmes

Published Works: The Chronology of Corporate University Thinking

Corporate University Intelligence

Services

Corporate Licensing Entrepreneurial Platform

Self-Assessment and Peer Review

Programme (SAPR)

DYNAMIC SWOT ANALYSIS

Strategically-focused Corporate University Design & Application Reviews

Seminars & Workshops

Feasibility Studies Global Best Practice Evaluation & Reporting

User Surveys and Tracking Studies

Multi-client Research Studies

Corporate Universities Blueprint

References for: management models and toolkits

http://couniversity.com/corporate-university-consulting-services/corporate-university-blueprint/



Thank You.

soft copy of slides: http://totallyunrelatedrandomanddebatable.

blogspot.com/