Download - CEE Strategy barometer

P&P Strategy Barometer 2011

P&P - THE POWER OF PEOPLE

Basic information

Available for clients between Sept 5 and Sept 263 Questions1358 CEOs/ Top Managers contacted throughout

P&P RegionOverall response rate: 29% (394 responders)

Top countries BG (90%! Response rate) HR (68%) AL (56%)

2


Sample group

Country Total contacts Responders Response Rate

AL 36 20 56%

BG 20 18 90%

CZ 86 31 36%

HR 99 67 68%

HU 168 55 33%

RO 120 55 46%

SLO 52 16 31%

SK 75 27 36%

SRB 62 16 26%

AT 440 89 20%

Total 1358 394 29%


Corporate Strategy

Increasing customer satisfaction

9,8%

Gaining access to new markets

9,1%

Expanding further9,0%

Cutting costs8,6%Focussing on core

competences8,6%

Expanding product / service portfolio

8,2%

Winning strategic partners8,0%

Stabilising the company7,6%

Improving quality4,8%

Creating lean structures4,0%

Optimising processes13,7%

Further becoming environmental-friendly

1,0%

Strengthening corporate social responsibility

0,9%

Investing in research & development

2,3%

Re-positioning the company2,9%

Outsourcing services1,4%


Corporate strategyTop three issues

Top issue over all CEE:„Optimizing processes“ – 13.7% SLO: 23.1% AT: 16.9% SK: 14.9% CZ: 14.3%

„Increasing customer satisfaction“ – 9.8% “Gaining access to new markets” – 9.1% “Expanding further” – 9.0%


Corporate StrategyOther important topics

„Cutting costs“ - 8.6% „Focusing on core competences“- 8.6% „Expanding product/ service portfolio“ - 8.2% „Winning strategic partners“ - 8% „Stabilizing the company“ - 7.6%


Corporate StrategyTop issues vary greatly throughout CEE

HU: „stabilizing the company“ & „cutting costs“ beats „optimizing processes“ by far (13.0% each vs. 6.5%)

Countries that rate „Optimizing processes“ top (SLO/ 23.1% and AT/ 16.9%) rate „cutting costs“ at lowest (SLO/ 2.6% and AT/ 3.4%)

Stabilising the company

13,0%

Cutting costs13,0%

Optimising processes

6,5%


Core messages 2 types of companies

2 major groups of companies in CEE: Focus of strategies lies outward (37.1%):

Increasing customer satisfaction (9.8%) Gaining access to new markets (9.1%) Expanding further (9%) Expanding service/ product portfolio (8.2%)

Focus on internal issues (46.5%) Optimizing processes (13.7%) Cutting costs (8.6%) Focusing on core competences (8.6%) Winning strategic partners (8.0%) Stabilizing the companies (7.6%)


Corporate StrategyGreat spread in „growth drivers“

“Gaining access to new markets” Most important in HU (14.6%) Among top 3 in HR (12.9%), BG (10.7%) Minor interest in SRB (4.3%) Zero in SK

“Increasing customer satisfaction” Top rated in SK (14.9%) as counterbalance to above (?) HU: only 4.9%

“Expanding further” focus issue in SRB (15.2%) Also in BG (14.3%)


Strategic HR Issues

Personnell-, team- and organisational development

16,1%

Further developing leadership competence

12,9%

Improving working climate/ staff commitment

11,2%

Establishing / expanding Performance management

10,5%

Supporting entrepreneurial thinking

10,5%

Establishing/ improving performance oriented

salary system8,3%

Talent Management7,7%

Strengthening employer branding

5,2%

Sustainability Management

4,8%

Succession planning, defining career paths in

the organisation4,3%

Lean Management3,0%

Gender / Diversity Management

0,6%

Health Management1,8%

Optimising fringe benefits3,0%


Personnell-, team- and organisational

development16,1%

Further developing leadership

competence12,9%

Improving working climate/ staff commitment

11,2%

HR strategyTop three issues

“personnel, team and organizational development” - 16.1% Above or at slightly below average

importance in all countries except HU (9.8%) and SLO (7.7%)

“further developing leadership competence” - 12.9%

“improving working climate and staff commitment” - 11.2%), and


HR StrategyOther important topics

“establishing or expanding the performance management” - 10.5%

“supporting entrepreneurial thinking” – 10.5% “Establishing/ improving performance oriented salary

systems” – 8.3% “Talent Management” – 7.7%

The rest is negligible (5.2% and below)


HR StrategyNo unique opinions

Talent Management Comparably important in SLO, HR, BG, SRB, AT Of absolutely minor importance (3.5% and below) in

AL, RO, CZ Improving work climate/ staff commitment

Very important in SK, AL, RO, HU, SK Of absolutely minor importance (7.1% and below) in

BG, HR, SRB


What makes an effective CEO ?

Strategic thinker21,7%

Results oriented9,6%

Decisive7,5%

Communication skills7,0%

Authenticity5,3%Drive, power

6,4%

Integrity5,7%

Change Agent6,9%

Interpersonal skills5,2%

Analytical skills4,7%

Charisma5,4%

Creativity4,9%

Inspiring pionieer3,5%

Intellectual agility2,1%

Courage2,3% Tolerance for risk

1,6%


What makes an effective CEO ?Top results

„Strategic thinker“ unanimously top (21.7%) After this very diverse

Results oriented - 9.6% Decisive – 7.5% Communication skills – 7.0% Change Agent – 6.9%

Rest (11 options) below 6.5%

Remarkable: „Tolerance for risk“ extremely low Maximum in BG with 3.3% Average 1.6% Zero in AL, SRB


What makes an effective CEO ?Results orientation

AL – 15%, against decisiveness (5%)RO – 13%, rest in averageSLO – 12.8%, against communication skills (5.1%)HR – 11.5%, rest in average


What makes an effective CEO ?Decisiveness

Most required BG (16.7%) HU (13.1%) AT (12.3%)

Zero in SRB5,0% 6,0%5,7%

13,1%

8,0%

2,6%

5,9%

0,0%

12,3%

7,5%

16,7%

0,0%

6,0%

12,0%

18,0%

AL BG CZ HR HU RO SLO SK SRB AT CEE


What makes an effective CEO ?Communication skills

CZ (10.7%), AT (10.3%) SK (3.9%) – more focus on integrity, change agent BG (3.3%) – more focus on decisiveness, analytical skills and

results orientation

Communication skills

8,3%

3,3%

10,7%

7,5%

5,4%

7,4%

5,1%3,9%

8,3%

10,3%

7,0%

0,0%

2,0%

4,0%

6,0%

8,0%

10,0%

12,0%



What makes an effective CEO ?Change Agent

Change Agent

5,0%

3,3%

13,1%

5,2%

8,5%

4,3%

10,3%11,8%

4,2%3,3%

6,9%

0,0%

2,0%

4,0%

6,0%

8,0%

10,0%

12,0%

14,0%



What makes an effective CEO?Inhomogeneous results in several areas (1)

Authenticity Comparably high scores in

HU (12.3%), AT (10.7%), SLO (10.3%), SK (9.8%)

Very low scores in SRB (2.1%), CZ (1.2%), zero in AL, BG, RO

Drive HR (12.1%), CZ (10.7%),

SRB (10.4%)

Vs AL, BG (3.3%), HU (1.5%)

Authenticity

0,0%0,0%1,2%

6,9%

12,3%

0,0%

10,3%9,8%

2,1%

10,7%

5,3%

0,0%2,0%4,0%6,0%8,0%

10,0%12,0%14,0%


Drive, power

3,3% 3,3%

10,7%12,1%

1,5%

4,3%

7,7%5,9%

10,4%

4,5%6,4%

0,0%2,0%4,0%6,0%

8,0%10,0%12,0%14,0%



What makes an effective CEO?Inhomogeneous results in several areas (2)

Integrity SK (11.8%)Vs SLO (2.6%), CZ (0%)

Interpersonal skills SRB (12.5%), AT (10.7%)Vs CZ (3.6%), BG (3.3%), HU (2.3%), SK (2.0%), AL (1.7%)

Creativity AL (11.7%), SRB (10.4%)Vs AT (1.6%), HR (0.6%), SLO (0%)


Conclusions

Leadership development should comprise: Strategic thinking Decision making Communication skills


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Download - CEE Strategy barometer

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