cultural transformation the key to raising performance · cultural transformation – the key to...
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Draft
Cultural transformation – the key to raising performance
Leo Quinn, Chief Executive Officer UWE Bristol address 9 October 2014
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QinetiQ
A heritage of innovation
DERA
1991 2001
mmWave Radar VTOL flight Jet engine Thermal Imaging
Contribution
Carbon Fibre
1940s
LCD
2006
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2010 – bad news early is good news
“Only the lonely”
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What are your principles?
Market Share Growth
Customers
Employees Investors
Ethics/Integrity/Reputation
Co
mm
erci
alis
atio
n
of
inn
ova
tio
n
Pro
du
ctiv
ity
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In danger of breaching bank covenants
2010 – QinetiQ had a real crisis
60
80
100
120
140
160
180
200
220
240
260
280
300
15-Feb-06 23-Sep-06 02-May-07 09-Dec-07 16-Jul-08 22-Feb-09 01-Oct-09 10-May-10
Qin
etiQ
share
price (
p)
2,000
2,200
2,400
2,600
2,800
3,000
3,200
3,400
3,600
3,800
4,000
FT
SE
Aero
space &
Defe
nce
QinetiQ FTSE Aerospace & Defence
Actual Share Price Performance since IPO
Relative Total Shareholder Return
• Loss of clear direction
• Forced growth
• High organisational complexity
• Lack of transparency
• Innovation not managed– too many loss makers
• Costs too high
• Fragmented culture – leaders, processes, execution
• Siloed organisation
• £535m of debt
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A burning deck
Don’t miss the opportunity to make a drama into a crisis
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QinetiQ 2010 1. Focus
2. Cultural transformation
3. Strengthen balance sheet
Get your priorities out there
… and keep it simple, stupid
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Ultimately it’s about measurement
* F4G = Fit 4 Growth
What gets measured gets done
A single reporting pack
Customers Financial Employees
Relentless process
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1. Upgrade leadership
2. Lean out processes
3. Empowerment
Cultural transformation
5,000 people all pointing in the same direction, each taking one step
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QinetiQ Mission & Information Solutions
Lifecycle Solutions
Aerospace Ops & Systems
Cyveillance
Maritime & Transportation Survivability
OptaSense® Unmanned Systems
IP
New Technologies
Software & Systems Engineering US
Services
Global Products
Air Training & Simulation
Information & Intelligence Australia
Weapons Cyber Security
Maritime
Acquisition Services
Force & Base Protection UK
Services
Focus
May 2010 May 2012 Pre 2010
Simplicity drives accountability
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Relentlessly recruit your people
Don’t take them for granted; they have choices
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Relentless communication
Take people on the journey with you
2010
Restoring QinetiQ to Strength
Restoring Strength & Building Value
Building Confidence
People Who Know How
2011
2012
2013
FIX
WIN
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Our report card
17th
8th
3rd 3rd
2009 2010 2011 2012 2013
Customer Satisfaction
554.1
569.3
575.0
593.5
2010
2011
2012
2014
Employee engagement
77% of MOD customers rank us as a top 3 supplier Best Companies
Employee Survey
Investing in a generation
4.78%
2013 2014
Apprentices & Graduates (as % of total workforce): 5% target
“Culture eats strategy for breakfast”
Culture’s impact on performance
Net (debt)/cash
Working capital
Retirement Benefit Obligation
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Building confidence
24 month
self-help plan
Grow
Win
Fix
2012
Focus
Cultural transformation
Strengthen the balance sheet
Beyond
2015
Organic-Plus
Maximise the ‘Core’
Scale the ‘Explore’
Sustain the rigour in ‘Test for Value’
2010
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Explore
Scale c10% of revenues
Cyber Security and Cyveillance® International ranges OptaSense® Training UAS Services Space - including Ion Engines Procurement Advisory Services
What’s next – Organic-Plus strategy
Core
EMEA Services
Close
Global Products
Test for Value
ALARMTM Smart metering assurance Power Line Sensors MEWS TM E-X-Drive® Galileo Secure Navigation Services
Close
Invest
Trade Through
Divest
A disciplined approach to value creation
Maximise c85% of revenues
Maintain the rigour c5% of revenues
Is it worth it?
Is it real?
Can we win?
Weapons
C4ISR
Maritime
Air
Robotics
Survivability
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Go beyond
Investing in a generation
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2014 – our employees as advocates
“You’ll never walk alone”
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Draft
Questions
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Heathrow – 17 January 2008
Boeing 777 BA038 Beijing to Heathrow
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Our People Who Know How
Expertise: Machine learning expert in data mining
and statistical analysis
Role: Team leader, assisting the Air Accidents
Investigation Branch (AAIB)
Problem: Establish the cause of the British Airways
flight 38 crash-landing incident
Approach: Analysed temperature data from 141,000
flights of Boeing 777 aircraft (374m records)
Conclusion: Restricted fuel flow; most probably due
to ice in the fuel feed system
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Customer testimonial
“We are grateful for both the independent advice and the statistical work QinetiQ has done for us on this particular investigation.
There is no doubt that QinetiQ has made a significant contribution to the safety of UK flights to come.”
Mark Ford, Senior Inspector of Air Accidents (Engineering) Air Accidents Investigation Branch UK Department for Transport