Constraints Holding You Back from Growing Your SME to Greatness

Scaling & Growth

Roshan Thiran

roshan.thiran@leaderonomics.com

www.facebook.com/roshanthiran.leaderonomics

MALAYSIA HAS VERY FEW GLOBAL ORGANISATIONS...

The Problem Statement:

Gro

wth

Time

My “Growth & Scaling” Moments

10. Johnson & JohnsonIndustry : HealthcareFunction: HRGlobal Role

9. GE Asia PacificIndustry : MultiFunction: HRAsia Role

7. GE AircraftIndustry : AviationFunction: FinanceCFO & ED 8. GE Crotonville

Industry : MultiFunction: HRLearning Role

6. GE CIGIndustry : MultiFunction: ITProject Mgmt Global

5. GE CapitalIndustry : Financial ServiceFunction: Finance/SourcingEurope Leader

4. NBC UniversalIndustry : MediaFunction: FinanceProduct Leader

1. GE InvestmentsIndustry : Investment BankingFunction: Business DevIndividual Contributor

3. GE GCSIndustry : Oil & GasFunction: FinanceInventory Mgmt

2. GE InternationalIndustry : MultiFunction: FinanceAnalyst Global

12. LeaderonomicsIndustry : MultiFunction: CEOBusiness leader

11. Star Media GroupIndustry : MediaFunction: CEOBusiness leader

WHY DO MALAYSIAN SMEs STRUGGLE TO SCALE AND GROW INTO GLOBALORGANISATIONS?

Because of people la…

The only person who likes change is

a wet baby.

Attributed to Mark Twain

Quote

70% of all Change or Transformation programmes

Our research on Change has the following findings on transformation projects:

• 100% of all “Successful” projects had a good technical solution/approach to it

• 98% of all “Unsuccessful” projects had a good technical solution/approach to it

Because most people are frustrated with change !

Frustrated with CONSTRAINTS imposedThese constraints ensure they remain disengaged & unproductive

Constraints Frustrating SME EmployeesTHE 4 CONSTRAINTS PREVENTING SCALE & GROWTH OF YOUR ORGANISATION

Note: The 4 constraints model is based on the work of

Roshan Thiran who spent more than 20 years studying

various successful and failed organisations. The model is

copyrighted to him and has been used in many successful

organisational growth, transformation and scaling projects

Transformation

Above all,

a leader / change

agent must be _________.

Transformation

Above all,

a leader / change

agent must be

clear.

Time

Where are we today? What’s the reality at your SME?Ab

ilit

y/A

ch

ieve

me

nt

SME Vision & Dream

3 Leadership Clarity needs for your team. . .

Are you changing?

Are you executing?

What’s the

PLAN?KR1

KR3

KR2

Mission Clarity

Vision Clarity

Reality Clarity

Constraints Frustrating SME EmployeesTHE 4 CONSTRAINTS PREVENTING SCALE & GROWTH OF YOUR ORGANISATION

Note: The 4 constraints model is based on the work of

Roshan Thiran who spent more than 20 years studying

various successful and failed organisations. The model is

copyrighted to him and has been used in many successful

organisational growth, transformation and scaling projects

Jack

Welch

… and his Six Sigma failure at NBC

Talent development is A PROCESS

Leadership is A PROCESS

Finally – Culture:THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS

Note: The 4 constraints model is based on the work of

Roshan Thiran who spent more than 20 years studying

various successful and failed organisations. The model is

copyrighted to him and has been used in many successful

organisational growth, transformation and scaling projects

Root of many issues

Culture is the

Has to be

intentional

Beliefs & experiencesdetermine results

New York city in 90s …

The broken window theory

What drives Key Results?

MINDSET

Model Extracted from PIL Results Pyramid

Driving Effective Key Results is constrained by . . .

M1

M 1

1

Model Extracted from PIL Results Pyramid

Growing & Scaling Leaderonomics

My Personal Journey

Roshan Thiran

roshan.thiran@leaderonomics.com

www.facebook.com/roshanthiran.leaderonomics

Part 1 – Destroy yourself first (leadership)

• Are you the right leader to scale your organization?

• Do you have the right skills to lead the organization into this new era?

• Do you have “beliefs” about

the way the organization

should be run that will hold

you back from scaling?

• You have to UNLEARN

everything and RELEARN

everything

Part 1b – Establish Clarity

Vision ClarityGrowing people into leaders; building communities of

love; transforming the nation

CORPORATE SERVICESTrusted talent growth partner of companies

from multiple industries

COMMUNITYLeadership development for kids, youth,

university students and NGOs

MEDIAEngaging content in text, audio and video and

interactive mediums

Part 2 – destroy Biz Model

1. Move from “Pharmacy” to “Hospital”

2. Build Digital business to DESTROY our core business

Red Ocean

Product selling(‘Pharmaceutical

company’)

Diagnosis(‘Hospital’)

99.9% of

training/learning

organisations

Blue Ocean

CUSTOMER VALUE PROPOSITION 1What did we change?

CUSTOMER VALUE PROPOSITION 2The Other Significant Change

Blue Ocean

Content Based

Training(‘Theoretical Classroom’)

99.9% of

training/learning

organisations

Context Based

Training(‘Experiential practices’)

Why Change?

- Real Learning is thru

doing & Teaching

Why Change?

- Trainer dependant

- Outdated

Part 3 – Eliminate Old “Processes” and structures and create new ones for scale

1. Revamped entire value chain – 1 person per account to scalable processes with center of expertise in each area

2. Create digital infrastructure and leverage technology for consistent processes

Principle

Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize

potential and grow

Process and Tools

Succession Planning

Performance Mgmt

Career Paths

Talent Pools

Leadership Development Programmes

Learning Curriculum

Talent Acceleration Programmes

Feedback & Reflection

Principle

Identify & select leaders that have the passion, desire and ability to make a difference

in your organisation

Process and Tools

Entry Level Leadership Program

Competency Model/Values

Enterprise Assessment System

Interviews & Assessments

On-boarding

Cultural Assimilation

Principle

To retain talent, 2 key factors:

1. Internal motivations (comp/ben, engagement

2. External factors (company brand & mktg perception)

Process and Tools

External Branding initiatives

Mentoring Programmes

Engagement Programmes

Total Rewards Structure (Comp & Ben)

External Perception of the Organisation & Leadership

Culture of Organisation

Hire The Leaderonomers

Develop Leaderonomers to Greatness

Retain & Develop Leaderonomists

Leaderonomics Winning People Processes

Leaderonomers – Even They Are A Process!

Profound Statement

“The kind of learning and development that

really makes a difference in talent management

has little to do with attending training

programmes. But it has everything to do with the

informal process that goes on within companies

in the form of feedback, coaching, teaching and

mentoring and peer learning.”

www.leaderonomics.com

Destroy Our “Naughty” But “Nice Culture”

Part 4 – Destroy Your Culture to renew it

With Our New BE Culture

Creating A Culture of Putting the Fish on the Table

Being Courageous to Have Hard Conversations

Creating A Culture of 20,000 interactions each day

(Video)

Creating A Culture of 20,000 interactions each day

LEADERONOMICSNew “Beyond Expectations” Culture

• I actively seek out and lead collaborative opportunities

Be Synergistic

• I take personal ownership to deliver on all expectations entrusted to me

Be Accountable

• I am open to honest and authentic conversations and feedback

Be Courageous

• I find opportunity in all circumstances and will adapt myself to thrive in them

Be Agile

• I accept challenges and exceed expectations in all that I do

Be Excellent

“For performance to go any higher, the limitation is not competency, …it is culture.” – Joseph Tan

Are you ready to grow & scale your business? Chase The Dream

Question