fostering behavior change to create a lasting business ... · pdf filefostering behavior...

© 2013 The Forum Corporation.

Fostering Behavior Change to

Create a Lasting Business Impact:

CEMEX Change Journey

© 2012 The Forum Corporation.

2 © 2012 Forum Corporation

(800) 263-6317 or (805) 690-5753

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Your Presenters, Forum

History:

Founded in 1971

Global pioneer and

innovator in the industry

Driving business performance

through:

Leadership Development

Sales Optimization

Customer Experience

People and places:

300 employees and associates

14 global offices

Presence in 28 regions around the

world

Andrew Shapiro Vice President and

Regional Sales Director,

Forum


Your Presenters, CEMEX

44,000 employees worldwide

9,100 employees in the US Josue Basave Aguiar

Senior HR Planning and

Development Manager, CEMEX

Marla D. Roberson

Vice President, Human Resources –

Staffing, Planning, Development &

Pipe, CEMEX

Annual sales 2012 $14.98 billion

Operating EBITDA 2012 $2.61 billon

One of the leaders in each of our core

businesses:

cement, aggregates, ready-mix concrete,

and pipe

Presence in more than 50 countries across

the Americas, Europe, Africa, the Middle East

and Asia

Trade relationships in more than 100

nations and one of the world’s top traders of

cement and clinker


Takeaways for today

You’ll walk away with:

Insights on the challenge of behavior change: why it’s

important and hard

Practical tips for high-impact learning plans that

really drive behavior change

An example of how one organization saved their

company through behavior change

1

2

3

7

“Strategic initiatives represent

the force that accelerates an

organizational mass into action,

overcoming inertia and

resistance to change.”

—The Execution Premium, Kaplan & Norton


Change is now a constant

77% of organizations

launched at least 3 change

initiatives over the prior 12 months.

73% project another 2 or more

initiatives over the following 12

months.

24% of organizations

projected 5 or more change

initiatives.

—“Leaders of Change,”

Economist Intelligence Unit, 2011


The 5 Stages of an Initiative

Initial enthusiasm and optimism

Confusion, panic, and disillusionment

Search for the guilty

Punishment for the innocent

Praise and honors for the nonparticipants

4

1

2

3

5


Poll

How effective is your organization at

sustaining behavior change?

A. Not at all

B. Somewhat effective

C. Moderately effective

D. Effective

E. Highly effective


9

54

24

11

3

0

10

20

30

40

50

60

Not at all effective

Somewhat effective

Moderately effective

Effective Highly effective

Perc

en

t o

f R

esp

on

den

ts

The research said…


The Phases of a Change Initiative

Gaining buy-in

to the

initiative’s

goals, metrics,

and

implementation

plan

Laying the

foundation for

behavior

change by

teaching new

concepts and

skills

Supporting

people in

applying and

embedding

new attitudes

and behaviors

on the job

ALIGN EQUIP SUSTAIN


How Do You Invest Your Time and

Resources?

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

33/33/33 20/60/20 40/20/40 50/25/25 25/25/50

Perc

en

t o

f R

esp

on

den

ts


Is there a difference between effective

organizations and ineffective ones?

0%

10%

20%

30%

40%

50%

60%

33/33/33 20/60/20 40/20/40 50/25/25 25/25/50

Perc

en

t o

f R

esp

on

den

ts

Leaders

Laggards

15

“Beginning is easy.

Continuing is hard.”

Japanese proverb


Need It Uncover gaps in performance

and improvement opportunities

Do It

Engage in deliberate practice

Live It

Integrate behaviors into

the work

See It

See what successful

application of the behaviors

looks like

Sustainment Tips

17

ABOUT OUR COMPANY

how we became a global leader

CREATING A BUSINESS IMPACT


Our History 1906 CEMEX is founded with the opening of a cement plant in the Northern part of Mexico

1972 CEMEX becomes a market leader in Mexico. CEMEX enlists on the Mexican Stock Exchange

1990 CEMEX enters the US market

1995 CEMEX expands its US operations CEMEX initiates expansion in the European market

2000 CEMEX becomes the world’s third largest cement company and North America’s largest cement producer with Southdown Acquisition. CEMEX initiates operations in Asia and Africa

2005 CEMEX increases and reinforces its presence worldwide CEMEX doubles its size and enhances its position in the US and Europe with RMC acquisition

2007 CEMEX expands globally with the acquisition of Rinker, especially in the US


2011:

transformation Reorganized management De-layered organization

Established values & behaviors & incentives Increased customer focus Delivered additional cost savings

2009- 2010:

stabilization Cost cutting measures Continued right sizing

work force Shutting capacity Divesting assets Refinancing

(1) Proforma for the current operations – CEMEX global

Our past five years

2007- 2008:

crisis Economic downturn Regional restructure (4 to 2)

Layoffs began

Temporary plant closures

Leading a strategic shift


2011 - CEMEX Transformation begins

I am convinced that the only way to [be the value-creating leader of our industry] is to radically transform our company: how we make decisions, how we behave, how

we communicate, how we collaborate and how we are organized. We need to build on our culture, but we also need to evolve that culture if we are going to prosper.

CEMEX Transformation kicks off in April

Lorenzo H. Zambrano Chairman of the Board & CEO

Silo Mentality Analysis Focused

Hierarchical and Bureaucratic Facing Corporate

Open Communication Action Focused

Flatter and Accountable

Facing Customers and Markets


DEFINING OUR VALUES

how we continue to be a leader

CREATING A LASTING FOUNDATION

Aligning with our goals


Kick-off

Pre-work

assignments

Collaboration

sessions

Data

consolidation

Communication

& Integration

Let participants

know what to expect and how to prepare for the meeting

Have participants

work on pre-work to define personal values

Have participants

define CEMEX core values and behaviors

Consolidate all information

from the sessions

Communicate values and

behaviors to entire company. Integrate values into management practices

“The Way Forward” Establishing the way to lead in our organization


Our foundation Establishing a strong foundation in our organization

Nearly top leaders

from CEMEX USA came together as

one to define our key values and

behaviors.

“These values are not just words, but

are the very concepts and behaviors

each of us must embrace in order to

bring about the cultural changes

necessary to return to profitability.”

Karl H. Watson, Jr. President, CEMEX US Operations

130

We continue building our future


“The Way Forward”

core values to a performance

scorecard that contains both metrics

(what CEMEX will measure) and targets

(the desired level) – still ongoing

the values and observable

behaviors to all stakeholders –

still ongoing

Establishing the way to lead in our organization

ntegrated core values and behaviors into daily

management practices by reinforcing

and rewarding the behaviors that

express those values – still ongoing

ommunicated

inked


ABOUT OUR PROGRAM

how we designed our behavior catalyst

IMPLEMENTING CHANGE

Equipping our talent


How the LEAD Program started

Talent Review Training Needs

Assessment

Secondary

Data

IDP Creation

Development Curriculum

Engagement

Survey PA

Align with business goals, priorities, values &

behaviors

Design and Develop LEAD Program

• Ongoing Support

• Sustainment

• Blended Learning Solutions

LEAD Program for

Executives and

Managers

ap

pro

ac

h

STR

ATE

GIC

Instilling change, values & behaviors


What we heard

There needs to be more focus on

developing employees and making

their jobs at CEMEX more fulfilling.

…for the past two years the motivation

and engagement has been lost due to

lack of professional development and

growth opportunities.

Provide development tools to

employees by creating an

environment of professional growth

and open communication.


LEAD Program for Executives A strategic approach to design our program

Learning Path Timeline 2012 - 2013

Reinforcement

and Reconnects Ongoing

Application and

Networking

Session 1:

Leading with

Influence

Reinforcement and

Reconnects


Our marketing plan Establishing a strong marketing campaign for our program


Building the hype Defining a strong leadership development brand via email

https://www.dropbox.com/s/lh68borhk2ujajr/LEAD Session 3 & 2013 Annual Meeting Invitation.mp4

https://www.dropbox.com/s/lh68borhk2ujajr/LEAD Session 3 & 2013 Annual Meeting Invitation.mp4


Creating a lasting impact Anecdotes from LEAD


Impact of LEAD

Networking and working with my people from other

functional areas. Being able to break down the barriers and have candid conversations

The need to develop talent at the next

level was certainly highlighted and I will

work harder to put the concepts in play at

the levels below me

Participants believe LEAD will have a significant impact on increasing productivity, quality and sales, decreasing costs, improving

customer and employee satisfaction

97% of participants think LEAD

aligns with the business priorities and goals of CEMEX USA

95% of participants said LEAD is a worthwhile

investment in their career development and

would recommend the LEAD Program

96% overall satisfaction with

LEAD Program

94% of participants said they will be able to

apply the knowledge and skills learned in LEAD to

their job

99%

Actual results and experiences

Collaboration

is so frequent

now, [this] is a

direct result

of LEAD

LEAD is paying in

ways I would not

have originally

thought.


how we continue to support our talent

EMBEDDING NEW BEHAVIORS ON THE JOB

OUR ONGOING SUSTAINMENT

Sustaining our behavior change


Instilling & Sustaining Behavior Change

Sr. Executive Management Team Support & Involvement

– CEMEX USA President and his direct reports, our EVPs and

Regional Presidents participated as co-facilitators

President’s personalized hand-written notes to all LEADers

– Values & Behaviors acrylic plaques

– Welcome Cards to 1st LEAD session

– Strategic Business Portfolio Diagrams

– Personal Leadership Journey Stories

Reinforcement of LEAD through different communication channels

– E-mails, web casts, team meetings, learning session talks, etc.

Strategic Portfolio Business Priority – incorporated into everyone’s

Performance Scorecard for 2013

Computer Screen Savers with company values


The LEAD Execution Framework

CEMEX

Values and

Behaviors

CEMEX

Business

Priorities

LEAD:

Executing Our

Business Priorities

Delivering

Our Results

• Ensure Safety

• Creatively Grow the

Business

• Increase Price of Products

• Promote Usage of

Products

• Grow Aggregate Footprint

• Operate Cost Efficiently

• Passionately Adopt Values

and Behaviors

• Demonstrate Ethics

• Have fun

CHANGE OWNERSHIP INFLUENCE


This is the first program that I've

been to that I left feeling totally

charged up, rather than beat

up. Even in the good years

2004-2006, I felt wondering if

this is where I want to be, I left

this year thinking "this is

exactly where

I want to be!"

Closing Comment


Takeaways for today

Insights on the challenge of behavior change: why it’s

important and hard

Practical tips for high-impact learning plans that

really drive behavior change

An example of how one organization saved their

company through behavior change

1

2

3


At Forum, we help our clients develop their leaders, managers and sales

teams to realize specific business objectives faster and more effectively. We

are proud to provide award-winning, comprehensive training solutions backed

by in-depth research to clients throughout North America and around the

world.

[email protected]

forum.com

Questions?

CEMEX is a global building materials company that provides high

quality products and reliable service to customers and communities

throughout the Americas, Europe, Africa, the Middle East, and Asia.

We produce, distribute, and sell cement, ready-mix concrete,

aggregates, and related building materials in more than 50

countries, and we maintain trade relationships in approximately 102

nations

cemexusa.com


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Thank You

On behalf of TrainingIndustry.com, thanks to:

Today’s Speakers: Andrew Shapiro, Marla Roberson & Josue Basave Aguiar

Today’s Sponsor: Forum

All of you for attending

Questions or Comments?

Please contact Nabeel Jaitapker: [email protected]

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