general management of high tech companies

General Management of High Technology Companies

This document may contain information which is confidential and can not be reproduced --- Guy Laliberté, 2010

The basic concepts (1/3)

� Managing is to :� Plan� Organize� Lead� Motivate� Control

� The skills required are :� Conceptual� Human� Technical

- Robert L. Katz, HBR CEO, VP,General Manager

DirectorsManagers



The basic concepts (2/3)

� Managing is to :� Plan :

� Organize :

� Lead :

� Control :

� Motivate:

to identify goals, objectives, methods, resources needed to carry out the operations of the company.

to use the company’s resources to achieve the corporate goals in an optimum fashion.

to set a direction for the organization and influence people to follow that direction.

to monitor and adjust the company’s resources and processes in order to efficiently reach corporate objectives.

to give an incentive for action.



The basic concepts (3/3)� The skills required are :

� Technical skill:

� Human skill:

� Conceptual skill:

involves specialized knowledge and analytical ability within a specialty, and a facility in the use of the tools and techniques of a specific discipline. Usually comes from actual practice and experience.

is the ability to work as a group member (intergroup relationship) and to build cooperative effort within the team he leads (leadership). By accepting the existence of viewpoints, perceptions, and beliefs which are different from his own, the individual is skilled in understanding what others really mean by their words and behavior.

involves the ability to see the enterprise as a whole, it includes recognizing how the various functions of the organization depend on one another, and how changes in one part affect all the others. It extends to visualizing the relationship of the business to the industry, community, and the political, social, and economic forces.



� Leadership (1/4)� Leadership is as much about providing a vision and a

direction as it is building a consensus around that direction.

� People usually do not respond well to dictatorship.

� There is only one way to do things so get in line an follow my lead !

� Do not take decisions without reviewing with me first !

�� the threat of micro-management�� processes for processes without a

real-added value



� Leadership (2/4)

� As the leader, you do not always have to lead.� You can not lead everything and must “learn to delegate” and let other

people lead � Find people you trust… and trust them !

� People must know where the company is going and you have to use their skills to get the company there � Empowerment is key…

So, what else ?

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� Leadership (3/4)

� The principle of leaves

� You can lead your team like you would blow leaves in a tunnel.

Blowing

� The PEOPLE in your team are the leaves.

� The OBJECTIVES for your company are at the end of the tunnel.

� Your VISION is the tunnel. It defines the boundaries (business plan) in which your team must operate.

� The strength of the blow is how good you are to push (LEAD) your team to succeed.

� The leaves (people) will not follow “ONE STRAIGHT LINE” but if you have good boundaries (business plan), they will find their way to the objectives within your boundaries (VISION) and at the speed at which you can blow (LEAD).




� Leadership (4/4)� The principle of leaves

� What ?� Find your TEAM.� Define OBJECTIVES based on your VISION.� Identify resources needed to achieve these OBJECTIVES.

� How ?� Give your TEAM the level of authority to succeed, trust them and let

them find their own way. They will follow their own path but within the limit you imposed with your processes and their level of authority.

� Frequently, check if they are still in the tunnel (business plan) and make adjustments when required.

� When they succeed, make sure it is recognized.� Say what you mean and mean what you say !� Be bold, be passionate !




� Business Strategy

� Defining a business strategy based on a solid product innovation strategy is key for the performance of high technology companies.� The stage-gating model is a good starting point.

2

1

3 4 5

Discovery

Scoping Business Case

Development Test & Validation

Launching

Post Launch Review



� Capturing Opportunities

� Targeting programs after programs as a strategy is not an effective way to manage the performance of a company

� A program-to-program approach is a “flavor of the month strategy”

� On the long run, it will create cynicism within your team.

� Too many programs will disperse your efforts and the success ratio will be lower � Focus your efforts !



� Customers

� Customers are key in all that the company does.

� Give them the product / services they need.

� Use them to understand where your market is going.

� Use your customers in your product innovation activities.

� Support them efficiently when they have problems. Be proactive.

� Customer intimacy will get you very far.



� Key Performance Indicators (KPI)

� You should measure your results on :

� Market Performance (Penetration, Market Share)

� Financial Performance (Profitability, Financial Position)

� Organization Health

� Social Responsibility

� Remember to set quantifiable objectives for your KPI.



� Market Performance

� Profitability

� Gross & Operations Margins (EBIT, EBITDA)

� ROA, ROE, ROS

� STOCK PRICE (if applicable)

� Financial Position

� Leverage Ratios (EBIT/Equity, Interest Coverage)

� Liquidity Ratios (Current & Quick)

� Activity Ratios (Assets & Inventory Turnover)



� Financial Performance

� Absolute & Rate of Sales Growth

� Market Share (# unit, Revenue)

� New products as a % of sales & profits

� Follow the short term results

� Plan for the long term objectives

� Act for both



� Organization Health

� Make sure you know how mobilized is your team

� Too often neglected

� No, it will not take care of itself.

� It will impact your financial results.

� Measures of improvement will take time to give results.

� What is the culture of your company ?

� Collaborative & Flexibleor

Highly Political & Cover-your-Ass



� Social Responsibilities

� Your company has responsibilities toward all stakeholders including:

� Your customers

� Your suppliers

� Your employees

� Your shareholders

� The societies in which you are present



� Your team

� What do they expect from you ?� A vision

� A direction and a pace

� Clear objectives

� Your trust

� To define what is allowed

� To identify priorities

� To have what they need to do their job

� To have a pleasant working environment

� To be proud of working for your company



� Yourself� It’s lonely at the top

� Get your value straightened

� Your first 90 days are crucial

� It takes time to know if you are effective

� Walk the talk

� Try to stay available but do set a distance (they are your team, not your friends)

� Get out of your office and fell your company

� Be careful not to play favorites

� Some people will not like you

� Do not forget your personal life

� Use your common sense

general management of high tech companies

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