the turnaround continued the sunnyside hotel, johannesburg 18 th january 2010
TRANSCRIPT
The Turnaround ContinuedThe Sunnyside Hotel, Johannesburg
18th January 2010
What’s Changed?What’s Changed?• Increase in positivity – general sense from people• Increase in terrorism
– USA– Angola (AFCON Cup)
• Global insular view of Africa – no sense that we are a continent of different countries with different governments etc…
• Security breaches in technology– Google in China
• Environmental stresses and indecision coming from Copenhagen
• Financial instability – Dubai crash– China’s future sustainability?
• Education – matric 2009 results… how do we in SA improve the levels and pass rates?
INSETA’s Purpose (initial draft)INSETA’s Purpose (initial draft)• INSETA’s purpose is to grow the pool and
quality of identified technical, professional and leadership skills of the insurance sector in support of government’s transformation agenda
Comments on PurposeComments on Purpose• Growth of the economy v support of the government’s
agenda for skills development?• SETA’s generally seen as support for growth of industry
skills in order to grow the economy• Broader stakeholder base than just industry and
government• “Skills required by the insurance industry” – broaden the
requirement – be more generic… vs is this generic already? Ensure we don’t create exclusivity in offering… don’t limit our service offering– What is the competency framework? Incl. behavioural (soft
skills – e.g. customer centricity skills)• Purpose needs to be timeless… vision can be more specific
– focus areas for the next 3-5 years• “Scarce & critical skills identified by the insurance sector”• Sector / Industry – which is the more correct one?• Does “agenda” work?• Does the purpose work for all stakeholders?
INSETA’s Purpose (revised draft)INSETA’s Purpose (revised draft)
• INSETA’s purpose is to grow the pool and quality of scarce and critical skills in the insurance sector, enhancing the sector and supporting the country’s transformation
Agreed on and Adopted
INSETA’s Values (draft)INSETA’s Values (draft)• Partner Approach
– Form strategic partnerships– Be an employer of choice– Consult & collaborate with stakeholders
• Lead with Vision– Develop contemporary solutions to guide the industry– Listen,influence and shape
• Deliver Quality– Results for real impact– Value for investment
• Touch Lives– Make a difference– Leave an enduring legacy
• Inspire Trust– Transparent– Reliable and consistent– Accountable
Comments on ValuesComments on Values• Are the words right?• Shape behaviourvs the traditional wording /
expression of values• The values must mean something to all our
stakeholders• There must be no confusion in interpretation• Values should shape behaviour• The values must be real and manifest in the
correct behaviour – unpack to ensure understanding
• We need to ensure we’re not just outward focused – we need to have something that’s for our behaviours specifically
• Partner approach – needs to be a “doing” value… e.g. develop partnerships
• Add “learning”
INSETA’s Values (revised draft)INSETA’s Values (revised draft)• Partner to enable others
– Form strategic partnerships– Be an employer of choice– Consult & collaborate with stakeholders
• Lead with Vision– Develop contemporary solutions to guide the industry– Listen, learn, influence and shape
• Deliver Quality– Results for real impact– Value for investment
• Touch Lives– Make a difference– Leave an enduring legacy
• Inspire Trust– Transparent– Reliable and consistent– Accountable
Agreed on and Adopted
INSETA’s Vision 2013 (draft)INSETA’s Vision 2013 (draft)• Recognised as education, training and
development (thought) leaders and enablers of transformation by growing the quality and size of the insurance sector’s talent pool thereby becoming the preferred partner in raising the level of skills– Talent pool of skilled people– Comprehensive research capability– Highly esteemed reputation– Geographic representation– Organisation structure
INSETA’s Vision 2013 (revised draft)INSETA’s Vision 2013 (revised draft)
Agreed on and Adopted
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Competitive differentiatio
nEntry to
the game
Strategic Positioning 2013 Strategic Positioning 2013 (draft 1)(draft 1)
Brand Culture
Tactical Advantage – use it while you
have it
Sustained Advantage – long
lasting magic
Core Competence – what you are really
good at
Entry to the Game – you have to do, but
doesn’t give advantage
Park it for now, but need to address in next 6-24 months
Looks fine; Monitor &address as needed
Plan in placeas needed
Urgent attentionwithin next 6 months
PURPOSE VALUES
Leadership
Insurance sector focus
Market insight
Regional representation
Policies and procedures
Compliance- BEE
Financial systemsProviders of
learning
Funding
Market data
Technology
QA
Higher education mandate
Training and development
solutionsInfrastructure
Partnership/ stakeholder approach
Talent
Learner I.D. Guidelines for the sectorRigorous criteria/method
Qualificationframework
Compliance-Governance
Compliance- Social
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Field Theory, Molecular Biology,Quantum Physics, Chaos Theory
1. Create a strategic field2. Loads of information - open source information
flow3. Maximize & encourage relationships &
interaction4. Keep organisation in mild form of chaos
It’s more important to clear what NOT to do / or what NOT to be, than to try and determine exactly what to do.
Strategy is shaped by “what we will not do”
CEO
“Enabling”
Some Newer ThoughtsSome Newer Thoughts
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xField of Play
x
No Go Areas – What we Will Not Compromise – No Go Areas – What we Will Not Compromise – WWhat Will we Not Do?hat Will we Not Do?
• PhilosophicallyWe will not:
- Tolerate an form of discrimination, nepotism and favouritism
- Compromise our values, ethics or integrity
- Engage in activity or relationships that could potentially damage our brand
- Be inappropriately influenced by the State
• BehaviourallyWe will not:- Become buraeucratic or rigid- Abuse our position of power- Discriminate (age, gender,
creed, culture, religion, language)
- Accept any kind of behaviour outside of our values
- Leave conflict unresolved- Tolerate poor customer
service- Tolerate arrogance or ego- Abuse Inseta resources- Tolerate dishonesty (bribery,
corruption, fraud) – internally / externally
2013
x
2010
No Go Areas – What we Will Not Compromise – No Go Areas – What we Will Not Compromise – WWhat Will we Not Do?hat Will we Not Do?
• StrategicallyWe will not:- Work outside our core
business- Compromise on our strategy- Enter into any partnerships
that do not meet the minimum compliance criteria
- Outsource key competence- Compromise transformation
• OperationallyWe will not- Compromise on staff skills- Deviate from approved policy
or procedure- Be afraid of new technology- Tolerate poor service
providers- Work in silos- Operate outside of relevant
legislation/regulations- Compromise quality or
standards of service
© Peter Laburn International
Field of Play
2012
© Peter Laburn International
Pressurefor
Change(why)
ClearSharedVision(what)
Capabilityto
Change(how)
ActionableSteps
(who by when)
Change=
Strategic Change Process – 4 Key Strategic Change Process – 4 Key ElementsElements
Trends & key drivers
Purpose, Culture,
Strategies, What we will
not do
Strategic actions, Must win battles, Capacity
development,
Measurement criteria
Capabilities - Capacity, systems,
processes, governance
© Peter Laburn International
ClearShared Vision
Capabilityto
Change
Actionablesteps
Bottom ofthe In Tray
=
Fast start / ConflictingAgenda’s
False starts /haphazardapproaches
Frustration /Anxiety
Pressurefor
Change=
=
=
Pressurefor
Change
Pressurefor
Change
ClearShared Vision
ClearShared Vision
Capabilityto
Change
Capabilityto
Change
Actionablesteps
Actionablesteps
What Happens if 1 Element is What Happens if 1 Element is Missing?Missing?
HomeworkHomework• Action plans, role allocation and measures
(timing deadlines & outcomes desired) for each plan in developing the strategy– These should be monitored / reviewed /
updated on an ongoing basis (e.g. part of the board review every month)
Action StepsAction Steps
To be discussed, reviewed, evaluated at every Board meeting
20102010
20112011
20122012
2010 – 2013 – Plan in place2010 – 2013 – Plan in place
2010 – 2013 – Monitor 2010 – 2013 – Monitor
DelegatesDelegates• Ivan Mzimela• Barry Scott• Sharon Snell• Margie Naidoo• Jay Mngoma• Neesha Naidoo• Rama Govenden• Sandra Dunn• Isaac Ramputa• Jay Ramsunder• Tumi Peele• Glen Edwards• Terence Berry • Eugene Ebersohn• Adeline Singh• Vincent Mulaudzi
© Peter Laburn International
Contact DetailsContact DetailsPete Laburn
082 553 [email protected]
Nicky de Kok083 657 5600
Fiona Thompson072 435 3332
www.petelaburn.com