presentation_29 sep 10 jar v4

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THRUST MODEL

Presented By: Karen Ng, Brandon Lim, Jarren Lim, Lukman Iqbal & CK Tan



Contents

Introduction.

The Model.

The Four Engines. Failure & Successful scenarios.

Model Applications.

Implementation Framework. Conclusion.



Introduction

Our Belief

Organizational excellence is an ongoing pr ocess! There

is no stopping point, no final battle and the strategyshould evolve over time.

What really keeps an organization continue to excel, is its

momentum that continues to push to the next level. There

must always be continuous renewal~!



Introduction

Our Model

Newton¶s First Law~ Inertia:

"Every object will continues it¶s resting state or movingmotion, unless acted upon by an outside force."

Thrust:

Is the force which moves an aircraft through the air. Thrust

is used to over come the drag of an airplane and its own

weight.



Introduction

Our Appr oach

Why

How

What

GoalTier-1

StrategyTier-2

TacticTier-3

People Or ganization



THRUST MODEL

Inspired

People Situational

StrategySustainability

Synergized

System



Thrust Model

Inspire People

Synergized System

Situation Strategy

Sustainability



Introduction



The Four Engines



Thrust Model - McKinsey¶s 7s Model Map

Note : This slide is intended to demonstrate the completeness of the Thrust Model , incomparison to McKinsey¶s 7s Model.

Str ategyStructure

SystemsSkillsStyleStaff

Shared

Values

McKinsey¶s 7S



The Four Engines

Or ganizational

Excellence

Inspired People

Syner gized

System

Situational

Str ategy

Sustainability



First Engine

Sustainability

Sustainable

Pr ofit(Economy)

Competitive

Advantage( Environment)

Corpor ate

SocialResponsibility

(Social)

Mar gin Impr ovement

Business Ethics

Going Green

Building Core

Competency

Innovative Pr oduct

/Service

Revenue Gr owth

GOALS STRATEGIES TACTICS

WHY HOW WHAT



Second Engine

Inspired People

Leadership

Perf ormance

Management

Gr owth &

Retention

Recruitment Pr ocess

Pay & Benefit Packages

Career Development

Fr amewor k

Set Perf ormance

Expectation

Meritocr acy-based

Recognition

Situational Leadership

Managerial Leadership


WHY HOW WHAT



Third Engine

Situational

Str ategy

Change

Management

Consistent

Direction

Structure

Alignment

Stakeholder Analysis

Envir onmental Scanning

Clear Goal & Vision

Aligned Roles &

Responsibility

Or ganizational Structure

Balance Scorecar d

Empower employees


WHY HOW WHAT



Fourth Engine

Syner gized

System

Streamlined

Pr ocess

Conducive

Wor king

Envir onment

Integr ated Database

Efficient Technology

Policy & Pr ocedure

Lean Oper ation

KAIZEN

5 S Culture

Encour age Voice of

Employees

Seamless

Communication

Efficient Collabor ation

Supporting

Inf ormation

System


WHY HOW WHAT



Failure Scenario

Recalled 8 million cars in 2010

Reason :

Malfunction of pedals(Sticky acceler ator pedal)

Floor mat

Software algorithm pr oblem

Supplier mechanical pr oblem

The part of the model that Toyota became delinquent«

ToyotaCEO ± Akio Toyoda

Loss revenue of USD54million a day

Unquantifiable damage to br and and reputation

Suspend sale of 8 best selling

9 cases involving 36 deaths in US suspected

related to the br ake f aults

Stakeholders AnalysisChange

ManagementSituational

Str ategy

Encour age Voice of

EMployees

Conducive

Wor king

Envir onment

Syner gized

System

Building Core

Competency

Competitive

Advantage

Sustain

ability

Managerial LeadersLeadership

Inspired

People



Success Scenario

INTELCEO Paul Otellini

World leader in

computing innovationQ3 2010 Highlights

Revenue $10.8 billion

EPS 51 cents

Process technology lead plus architectural designs

increasingly differentiate Intel-based products

Reason :

From Silicon Chip Maker to integrated business solutions

Innovative workforce

Intel in community, code of conduct, Transparency

The part of the model that Intel successfully complied«

EmpowermentStructure

Alignment

Situational

Str ategy

Envir onmental

Analysis

Change

Management

Situational

Str ategy

Going GreenCSRSustain

ability

Innovative

Pr oducts/

Services

Competitive

Advantage

Sustainab

ility



Model Applications

The Model can be used as«

Communication Tool.

Goal Setting Tool.

Collaboration Tool.

Performance

Measurement Tool.



Implementation?



Implementation Framework

Consensus

Communicate

Coor dinate

Commit

Contribute

ContinuousImpr ovement




Consensus

Action Plan

Baseline Current State vs Thrust Model.

Agree on current location and destination.

Tools

Questionnaires.

Stakeholder & environment scanning

Persons

Management

Consultant

Identif y where we are and where we want to

head to. Create a common goal.

10%

Phase period

Stationary




Action Plan

Introduce & indoctrinate Thrust Model organizational-wide.

Communicate gaps and areas for improvement.

Tools

Town Halls, Business Updates.

Questionnaire Summaries.

Persons

Human Resource.

All employees.

CommunicateHelp people understand the fr amewor k. Help

people see.

15%

Phase period

Boarding




Action Plan

Prioritize but ensure equal focus of four engines.

Detail action plan with strategic alignment and action.

Down-stream directions & restructuring.

Tools

Balance Score Card.

Organization Charts.

Persons

Management.

Human Resource.

Coor dinate Initiate change. Remove the inertia.

20%

Phase period

Align




Action Plan

Get people buy-in.

Educate & empower.

Institutionalize.

Tools

Performance Management.

Roles & Responsibility.

Persons

All employees.

Commit Get people buy-in.

15%

Phase period

Accelerate




Action Plan

Sustain.

Harvest.

Tools

Kaizen.

Dividends / Profit Sharing.

Persons

All employees.

Take off

Contribute Sustain & harvest.

25%

Phase period




Action Plan

Avoid decline.

Re-assess internal & external environment.

Return to beginning of cycle (Consensus).

Regeneration & Recalibrate goals / destination.

Tools

Kaizen.

Dividends / Profit Sharing.

Persons

All employees. Cruise

Continuous

Impr ovementRe-assess and renewal.

15%

Phase period



Conclusion

y All four µengines¶ are equally important. Flying with one damagedµengine¶ is still possible but leads to µdeteriorating thrust¶ over time.

yThrust Model has a comprehensive yet easy to understand coverage to

attain success and characteristics can be seen in successful

organizations.

y6Cs enables Implementation of the Model and can be synonymous to

the journey of an aircraft.

y Organization revitalization and continuous renewal are critical for

sustainable excellence, as well as agile adaptability to globalized

change.

--- In Thrust We Trust ---

Descend & Touch Down



Thank You

Q&A

presentation_29 sep 10 jar v4

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