Continuous Learning: A framework for Developing a Workplace Essential Habitpersonal story of CNI’s journey
Kenny OngCNI Holdings Berhad
Contents:
1. Introduction
2. Strategy example
3. Personal Reflection
About: CNI Holdings Bhd
1. 17 years old
2. Main Board Public Listing: August 2005
3. Products: Consumer Goods and Services
4. Core Business: MLM
5. Others: Contract Manufacturing, Export/Trading, eCommerce
6. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines
7. Staff force: ± 500
8. Distributors: ± 250,000 Malaysia
Intro:
Learning
Culture
Habits
Intro: Learning
ProcessInput Output
LearningInput Application
‘Learning’ in the business context must be a practical concept.
If it cannot be used to improve business results, ‘Learning’ is useless.
Intro: Habits/Culture
• Habits
“You cannot eliminate a habit. You can only replace one habit with another habit”
Intro: Habits/Culture
• Why focus on Habits?1. Start Early!2. Small differences in return matter. A lot!3. Don't squander your inheritance on sex, drugs
and rock'n'roll4. Over time, regular saving of quite small
amounts can build up an astonishing sum of money.
5. Time and patience are the friends of compounding and, therefore, of investing.
© Copyright 1998-2005, The Motley Fool Limited.
Intro: Why?
Before we start…
“Is Learning Culture really a desirable characteristic for business?”
“Are you sure?”
Key: Sustainable business performance
*Refer: “The Fifth Discipline” by Peter Senge for basic knowledge on Learning Organizations
Intro: How does it look like?
In the old days of training…• Average training hours per staff• % of staff attending training• # of training programs• % of training programs conducted• Training needs analysis conducted• Competency models developed• Training budget as % of payroll
What’s wrong with this picture?
Intro: How does it look like?
1. Innovation
2. Open discussions
3. Admission of mistakes
4. Integrated problem solving
5. Dissatisfaction with self
6. A lot of questions
7. More vocal and demanding
8. Sharing
9. Maturity of leaders
10.Keep on changing even if painful
11.Documentation of lessons learned
12.A lot of projects
Intro: How does it look like?
13.Read more14.Training participation15.Process
improvements16.Concern for
Customers17.Self confidence18.Run out of Positions
to promote19.More Headhunting
victims
20.Less dependent on external Trainers
21.Increased participation in projects
22.Improved productivity
23.Mentoring
24.Training Dept and Consultants become less important
Intro: How does it look like?
Moral of the story…
1. Innovation:– Business models– Products– Services
2. Market Leadership
3. Competitive differentiation
Get the picture?
Intro: Q&A
• Questions?• Comments?
Strategy: Problems
1. Malaysian Education system
2. Parents
3. Business short-term thinking
4. Punishing mistakes
5. Lack of career drive
6. L.C. = HR
7. L.C. ≠ Business
8. Comfort
9. Laziness as human nature
10.Underestimating process (habits) & overestimating events
11.Leaders
12.Not technology-ready
13.Pushed by Consultants
14.MNC case studies
Strategy: Buy-in
WIIFM
Company
Employees
Leaders HRM
Strategy: Modern Learning
1. JIT
2. Self controlled
3. Multiple sources
4. Multiple styles
5. Social networks
6. Small pieces (modular)
7. Flexible
8. Customized
9. Short
Strategy: Framework
• Family
Strategy: Framework
Culture
Corporate
ObjectiveCorporateCorporate
StrategyStrategy
StructureResources
Leadership
Person
Strategy: Corporate Strategy
Culture
Corporate
ObjectiveCorporate
Strategy
StructureStructureResourcesResources
LeadershipLeadership
PersonPerson
1. Balanced Scorecard
2. Market Disciplines
Financial
“To satisfy our stakeholders, what Financial objectives must we accomplish?”
Internal Process
“To satisfy our customers, in which internal business processes must we excel?"
Customer
“Who are our target customers?
What is our value proposition?”
Learning & Growth
“What capabilities and tools do our employees require to help them execute our strategy?
Strategy: Corporate Strategy
Financial
Learning & Growth
Internal Process
Customers / Distributors
Revenue Growth
ProductivityMarket Value
Department Operations
Supplier & Alliances
External Involvement
Target Markets
Products/ Services
Channel Strategies
Human Resources
Technology
Information & IntelligenceSystems &
Processes
Strategy: Corporate Strategy
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Strategy: Corporate Strategy
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Strategy: Corporate Strategy
• Operational Excellence• Move know-how from top performing
units to others• Benchmark against best in class• Ensure operations training for all
employees• Use disciplines like TQM for continuous
learning to reduce costs and improve quality
Strategy: Corporate Strategy
Strategy: Corporate Strategy
• Customer Intimacy• Capture knowledge about customers• Understand customer needs• Empower front line employees• Ensure that everyone knows the
customer• Make company knowledge available to
customers
Strategy: Framework
• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Job Challenge• Management Systems
Structure
Strategy: Framework
• Tools• Physical facilities• Peer support• Information• T&D Programs• Mentors• Guides• ICT• OJT
Resources
Strategy: Framework
• Role modeling• Mentoring & Feedback• Leadership Style• TTT methodology• Job Design• Know How• Barriers• Support & Encouragement• Decision making
Leadership
Strategy: Framework
• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)• Learning how to Learn• Learning Styles• Mistakes = Experience
Person
Strategy: Framework
• Understand personal Demographic histories: organization, race, nationality, profession, family, peers, <Flow with and exploit existing culture>
• Emphasize natural learning• Relationships and work dynamics• Freedom to Think• Freedom to Act
Culture
Mistakes We Made
1. Decentralized T&D funds
2. Too focused on Training
3. No linkage with staff Performance gaps
4. Too focused on Weaknesses
5. Failed to differentiate Leaders vs. Specialists
6. Started too complex and too much
7. No modern learning
8. ISO as control system, not learning system
9. Failed to differentiate culture of CNI vs. EMQP
10.Directly incentivized project work
11.No S.P. for HODs12.Hiring & Selection
criteria didn’t contain ‘Learning Attitude’
13.Too focused on soft skills
Strategy: Practical start-up
• “Start small, grow fast, make money”
Strategy: 10 Practical start-up steps
1. Link training objectives to business strategy.
2. Address the corporate culture.
3. Focus on outcomes.
4. De-emphasize training.
5. Demand similar changes from Training suppliers
Strategy: 10 Practical start-up steps
6. Create an obsession
7. Learning resources
8. Learning goals
9. Diverse assignments
10.Mentoring
Strategy: Q&A
• Questions?• Comments?
Personal: C.L.O. Job Description
1. Create access to training whenever and wherever employees need it
2. Make learning an inherent part of jobs
3. Breakdown knowledge-sharing barriers
4. Create learning opportunities
5. Ensure workforce has information and skills to move company forward
6. Sourcing and injecting new ideas from outside
7. Make people independent through self-sustaining systems
8. Push learning initiatives that have financial impact
9. Create sharing and collaboration platforms
Personal: How about me?
1. Get invited to multi disciplinary committees
2. Invite other disciplines into your teams & meetings
3. Find a Mentor & shadow him everywhere
4. Read broad based books, magazines
5. Study the company’s business plan
6. Write down how the work you do supports those plans
7. Volunteer to serve on a strategic planning committee or task force.
8. Read more Case Studies
9. Attend more ATCEN courses
Personal: How does it look like?
• “Be careful of using ROI to measure the effectiveness of LC”
Strategy
CEO
Pfizer Importance of T&D
“…in the past 18 months, we have heard that profit is more important than revenue,
quality is more important that profit, people are more important than profit,
customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our
performance is inconsistent"CEO, Anonymous
Personal: How does it look like?
1. Innovation
2. Open discussions
3. Admission of mistakes
4. Integrated problem solving
5. Dissatisfaction with self
6. A lot of questions
7. More vocal and demanding
8. Sharing
9. Maturity of leaders
10.Keep on changing even if painful
11.Documentation of lessons learned
12.A lot of projects
Personal: How does it look like?
13.Read more14.Training participation15.Process
improvements16.Concern for
Customers17.Self confidence18.Run out of Positions
to promote19.More Headhunting
victims
20.Less dependent on external Trainers
21.Increased participation in projects
22.Improved productivity
23.Mentoring
24.Training Dept and Consultants become less important
Personal: Q&A
• Questions?• Comments?
Last Words
“Be careful how you sell Learning Culture.
You may be better off selling Training & Development if you are
not ready”
To learn more…
• For more information and education regarding Learning Culture and Strategic Training & Development, please refer to ATCEN trainers and courses