strategic alignment workshop presentation
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Strategic Alignment WorkshopStrategic Alignment Workshop
Page 3
Welcome: Dato’ Shukri
Creating Strategic Alignment and Creating Our Future
4 Picture Introductions
Expectations and Concerns
Presentation of Executive Interviews
14.00 – 14.30
14.30 – 15.00
15.00 – 15.30
15.30 – 15.45
15.45 – 16.00
Discussion and Validation of Interview Findings
Break
Power of 3 Discussions
16.00 – 16.15
16.15 – 16.30
16.30 – 17.30
Workshop Agenda – Day 1
17.30 – 18.00 Geography of Trust
Page 4
4 Picture Introductions (cont’d)
Review – Preview
How Great Teams Work
Break
Plenary Discussion
9.00 – 9.45
9.45 –10.15
10.15-10.30
10.30-11.30
Commit to Action: Initiatives and Priorities11.30-13.00
Workshop Agenda – Day 2
8.30 – 9.00
Page 5
Objectives of this workshop
Objectives
Discuss mission, vision and values required to drive growth and performance in Bank CIMB Niaga
Explore issues and challenges around the top leadership team and what needs to be done the first year following the merger
Desired Outcomes
Meeting of minds on:
What the top team hopes to achieve going forward as the new entity
Corporate philosophy, culture and values that are required to align Group and achieve desired vision and future
Page 6
Let me introduce myself…
Name:
Job Challenge What I do for fun
Who I admireHappiest moment in my life
Page 7
Expectations +Concerns?
Page 8
Our Expectations Of You…
Mobile phones on silent
Punctuality
Be present
Be open and candid
Privacy and confidentiality of what other say
Page 9
Presentation of Executive Interview Findings
1. Team Dynamics
2. Differences in the two groups
3. Risks and Obstacles
Page 10
About the Interviews
10 Executive Interviews were conducted with individuals with selected Board of Directors and Board of Commissioners (in alphabetical order):
1.En Abdul Farid Alias
2.Pak Arwin Rasyid
3.Ibu Catherine Hadiman
4.Gan Pai Li
5.Pak Henk Mulder
6.Pak James Rompas
7.Dato’s Mohd Shukri Hussin
8.Pak Roy Tirtadji
9.Ibu Sri Hartini Urip Simeon
10.Ibu Thila Nadason
Page 11
1. Team Dynamics
Board members are strong individuals, but weak as a team
Board members need to get over their differences some of which are ‘petty’
There seems to be a higher level of acceptance of each other compared to before
Directions and ambitions of new group are not clear yet
General desire of board members to move forward as a new entity
Page 12
2. Differences between Niaga and Lippo*
NIAGA LIPPO
Family culture, warm and nice Entrepreneurial, sales-driven culture
Long-serving staff New staff with diverse backgrounds
Standardized pay, high internal equity Many special hires with higher pay
High team accountability but low individual accountability e.g. 90% of population’s performance rated satisfactory
High individual accountability e.g. 40% of population’s performance rated satisfactory
Low external orientation Dynamic, agile, flexible to change
Strong credit and risk management culture More ‘flexible’ rules and policies
Long-standing service quality Straightforward and simple customer service
Caters to upper end of market Caters mainly to low to mid-end Chinese businessmen
Reserved and polite communication Direct and straightforward communication
BOC not involved in making executive decisions BOC involved in making executive decisions
*Based on executive interviewees’ opinions on self and each other
Page 13
3. Risks and Obstacles
Catering to two different markets may result in loss of key customers
Potential Loss of key talent if:
Salary harmonization not handled/communicated properly
Best jobs not reserved for best people, only those with connections
Lack of buy-in from Niaga employees on new business model
Immediate need to drive a strong HR agenda which is aligned with the business strategy
Page 14
Discussion and Validation of Interview Findings
Do you agree with the findings?
If not, which points do you disagree with?
Did anything come as a big surprise?
Any other comments?
Page 15
BREAKBREAK
Page 16
DirectionDirection
Coordination & Control
Coordination & Control
AccountabilityAccountability
External orientationExternal orientation
LearningLearning
CapabilityCapability MotivationMotivation
Environment & values
Environment & values
Alignment
Execution
Renewal
Source: McKinsey Global Organisation and Leadership Practice
Leadership
Power of 3: Direction, Leadership, Environment & Values
Page 17
Instructions: Form 3 Groups. Each group spends 20 minutes discussing one of the followingtopics. Make sure to flip chart your key points.
Group 1
Direction:1. What is the direction/vision of Bank CIMB Niaga?2. What are the barriers that may hinder our achievement of the direction/vision?3. What are the priorities that need to be addressed for us to achieve our direction?4. How can we ensure that the direction/vision for the bank is widely understood by
employees?
Group 2
Leadership:1. What leadership skills and competencies are required by us/our leaders to lead the
organization towards achieving its vision?2. What are the barriers that may hinder our ability to build these skills and
competencies?3. What are the priorities that need to be addressed for us to build the necessary skills
and competencies?4. How can we ensure that we as a board are respected throughout the Bank and
demonstrate inspirational leadership?
Power of 3: Direction, Leadership, Environment & Values
Page 18
Group 3
Environment and Values:1.What kind of culture and values do we want to build?2.What are the barriers that may hinder the building of our desired culture and values?3.What are the priorities that need to be addressed for us to build the desired culture?4.How can we ensure that the culture and values we want are:
Clearly defined Produces employee behavior that support our strategy Helps recruitment and retention of us
Power of 3: Direction, Leadership, Environment & Values
Page 19
Geography of Trust
Page 20
3 types of trust:
1. Personal trust2. Expertise trust3. Structural trust
Trust is dynamic: understand how your trust in others changes as your career progresses
Develop your ability to cultivate relationships along all dimensions of Trust
Geography of Trust
Page 21
Personal Trust
Trust at its most basic and widely understood
Develops in workplace because of shared tasks
Based on faith in a person’s character and integrity
Source: ©2005 Cambridge International Group Limited
Page 22
Personal Trust
When you know the advice you’re getting is sound because of a person’s competence and knowledge in a specific subject area
Expertise trust focuses on the thinking abilities of someone else
Source: ©2005 Cambridge International Group Limited
Page 23
Structural Trust
When someone’s current or future position or role
affects your confidence about how they deal with you
Changes the most as you become more senior -
your position changes the dynamics between you
Extent of structural trust is significantly influenced
by an individual’s need to advance his goals, position, advocacy or self-interest
Source: ©2005 Cambridge International Group Limited
Page 24
Evening Learning Experience
‘Two is Company’ Dinner Talk:
Should trust be given or earned?
What is our level of Personal, Expertise and/or Structural trust of each other?
If Trust does not exist how can we create levels of trust together?
HBR Reading
Leadership Development at Goldman Sachs by Boris Groysberg, Scott Snook (2006)
Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith
Page 25
Dinner Groupings
Pairs? (To ask Shukri)
DO NOT PRINT
Bank CIMB Niaga Board of Directors Meeting:Bank CIMB Niaga Board of Directors Meeting:Strategic Alignment WorkshopStrategic Alignment Workshop
Hotel Dharmawangsa, Jakarta
24 – 25 September 2008
Day 2
Page 27
1. Day 1 content 2. Dinner Talk3. Goldman Sachs Article:(Leadership Development at Goldman Sachs)
Review and Preview
Page 28
4 Picture Introductions (cont’d)
Review – Preview
How Great Teams Work
Break
Plenary Discussion
9.00 – 9.45
9.45 –10.15
10.15-10.30
10.30-11.30
Commit to Action: Initiatives and Priorities11.30-13.00
Workshop Agenda – Day 2
8.30 – 9.00
Page 29
How Great Teams Work
Page 30
Basics of a High Performing Team
PERFORMANCE RESULTS
PERSONAL GROWTH
COLLECTIVE WORK PRODUCTS
SKILL
SACCO
UNTABILI
TY
COMMITMENT
Problem solving
Technical/ function
Interpersonal
Mutual
Small number of people
Individual
Specific goals
Common purpose
Meaningful purpose
Source: The Wisdom of Teams; Jon R. Katzenbach
Page 31
Six Elements of a Team
“A team is a small group of people with complementary skills who are committed to a common purpose, specific performance goals and common approach, for which they hold themselves mutually accountable for the team’s results.”
Source: The Wisdom of Teams; Jon R. Katzenbach
Page 32
The Team Performance Curve
The Wisdom of Teams; Jon R. Katzenbach
PE
RF
OR
MA
NC
E
IMP
AC
T
TEAM EFFECTIVENESS
1. Working Group
2. Pseudo-team
3. Potential Team
4. Real Team
5. High Performance
Team
Leap of faith required
Exceptional personal commitment required
Page 33
The Team Performance Curve
1. Working Group
No significant performance need to become a team
No common purpose, performance goals, joint work-products that requires mutual accountability
Members share info, best practices, make decisions to help each other perform within his/her area of responsibility
2. Pseudo – Team
Could be a significant performance need, but not focused on achieving it
Weakest of all groups, contributes least to company’s performance
Sum of the whole less than the potential of the individual parts
Page 34
The Team Performance Curve
3. Potential Team
Significant performance need, and really trying to improve its performance impact
May require more clarity about purpose, goals, work-products, approach
Not yet established collective accountability
Small number of people with complimentary skills who are equally committed to a common purpose, performance goals and common approach for which they hold themselves mutually accountable (2) Pseudo Teams
4. Real Team
Page 35
The Team Performance Curve
5. High Performance Team All the conditions of a Real Team
Members are also deeply committed to one another’s personal growth and success
Significantly outperforms all other like teams; outperforms all reasonable expectations given its membership
Page 36
The 5 Dysfunctions of a Team
Inattention to RESULTS
Avoidance ofACCOUNTABILITY
Lack ofCOMMITMENT
Fear ofCONFLICT
Absence ofTRUST Invulnerability
Artificial Harmony
Ambiguity
Low Standards
Status and Ego
Source: Patrick Lencioni, 5 Dysfunctions of a Team, 2002
Page 37
The 5 Dysfunctions of a Team
Dysfunction 1: Absence of Trust Occurs when members are reluctant to be vulnerable with one another
Dysfunction 2: Fear of Conflict Leads to sub-optimal decision-making
Dysfunction 3: Lack of Commitment No conflict No commitment to decisions Environment of ambiguity
Dysfunction 4: Avoidance of Accountability No Commitment to clear plan of action No peer-to-peer accountability for
performance and results
Dysfunction 5: Inattention to Results No peer-to-peer accountability Rise of individualism Collective results
suffer
Source: Patrick Lencioni, 5 Dysfunctions of a Team, 2002
Page 38
BREAKBREAK
Page 39
Plenary Discussion: Discipline and Dysfunction of Teams
What we look like as a team What kind of Team are we?
Which dysfunctions do we have as a team?
What other barriers are there to becoming a high performance team?
Team behaviors/protocol/ decorum What kind of behaviors should we stop?
What kind of behaviors should we start?
What are basic team rules/protocol we need to agree on and abide by? (E.g. disagreements, problem-solving)
Page 40
Commit to Action: Initiatives and Priorities for 1st Year
Action Who Accountable When
Page 41
Next Steps
Follow up on action plan during next Board Meeting / retreat
Talent assessment for mission critical positions in Bank CIMB Niaga
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