An Introduction

Listening to Opteon

Problem & Solution

Costing Value

Getting Going

Road Map for Today

Road to the Opteon Contract

Using the Power of Networks24 June, 2011

•Fina Masters Swimming – Perth 2008

•Quantia Strategy Work•Argil Breakfast Melbourne

An Introduction

Road Map for Today

DATE18th November 2010

VENUEThe Sebel Albert Park, Park Room, 1st Floor,

65 Queens Road, Melbourne.

TIME07:00-09:00am

GROWING

YOUR KEY

STRATEGIC

CUSTOMERS

AND

CREATING

AN

INTERNAL

CULTURE OF

DELIVERY

JOIN US FORBREAKFAST

TOANSWER THESE

IMPORTANTQUESTIONS FOR YOURBUSINESS

BUSINESS IMPACTWhat would be the impact on your business if you lost one of your key strategic customers?

What would be the impact on your business ifyou had an effective culture where there was trust, satisfaction, commitment and high performance?

DIFFERENT CONVERSATIONSWhat effective conversations and joint planning

are you currently having with your Key Strategic Customers?

What conversations should you be having with your Customers?

What conversations and joint planning are your competitors having with your Key Strategic Customers?

What kind of conversations are taking place internally with your People?

PLANNING FOR THE FUTUREWhere will you be with your Key Strategic Customers in 3 years time?

Who will be your new Key Strategic Customers in 3 year’s time?Will your organisation’s culture support the delivery required for this planning?

•Fina Masters Swimming – Perth 2008

•Quantia Strategy Work•Argil Breakfast Melbourne

An Introduction

•“This is what I heard” meeting with Opteon

Listening to Opteon

Road Map for Today

“This is what we heard…”

• We asked questions and listened• Planned for a two hour meeting which lasted

for four hours• Andrew (the CEO) also invited his Chairman to

the meeting, head of BD as well as his EA• EA gave us the organisational detail to fill in

the gaps for the proposal

•Fina Masters Swimming – Perth 2008

•Quantia Strategy Work•Argil Breakfast Melbourne

An Introduction

•“This is what I heard” meeting with Opteon

Listening to Opteon •Skype call with John and

Lawson•The Problem Definition and our proposed solution

Problem & Solution

Road Map for Today

8

Our vision is to lead in the innovation and provision of property advice and property services

We need to move from being a supplier to a partner for certain key strategic relationships

We need to talk at the higher levels to understand what the banks really want

We also need the right communication culture

We need a climate where people are prepared to ask for support – not just stay in comfort zone & do what they know

What we heard you

say

Vision Movement & Growth

The Culture

We want to grow new business areas so that residential business is only 25% of our business

We want a shared team commitment to the new business direction

9

OUR UNDERSTANDING OF YOUR

FACTS & CHALLENGES

Shareholders are seen as lacking alignment

How should people support our values?

The average valuator writes 23 residential valuations per week. If this drops to 22 valuations a week (current situation), it is $1 million less profit. Residential business is

currently 70% of our business

We don’t have good conversations with the big players – we deal at

lower level in the banks

Staff complain of mixed messages were plans are not internalised / not

clear

People only seem to support change once it has started

Clients perception of integration is ‘heard it all before’ - tell us

when it’s really happening

10

OUR UNDERSTANDING OF YOUR STRENG

THS

The planned move to the new premises in Docklands will give us a

‘street presence’ and build brand recognition

We have ‘state of the art’ business processes and infrastructure

New staff at Geelong like the 8 to 8 roster

We are #1 in Victoria and #4 Nationally

We collect, analyse and explain data – there are 6/8 other possible

income streams where we can apply this capability e.g. insurance, energy

11

OPPO

RTUN

ITIES

We can change culture at Opteon Victoria – what if national Group

wants to go in a different way

In commercial, the banks have built personal relationships for this workWe see low lying fruit in the

commercial market where investors need more advice

Can shift perception from ‘necessary evil’ to ‘risk manager’

OUR UNDERSTANDING OF YOUR

The Objective of the ProcessCreating Team Commitment to a Shared

Direction

and building the capability of our people to flourish in the new organisation

13

AUGUST +

MAY TO

JULY

APRILON-THE

JOB APPLICATION

Leadership/ Board/ Shareholders Review

of Vision/ Strategy for Commitment

EDUCATION

Leadership Team Briefing

Culture Diagnosis

Building Internal Capability

(2 mixed teams/ diagonal slice)

& Culture Feedback

Building Internal Capability

(5 mixed teams)

DEVELOPING WORKTEAM

EFFECTIVENESS

Developing Executive Team Culture

Developing Team Culture

Divisional Team

Developing Team Culture

Operational Teams

RESULTS

Action Plans around Real Work

Action Plans around Real Work

Communication Plan for Business

Direction

Action Plans around Real Work

•Fina Masters Swimming – Perth 2008

•Quantia Strategy Work•Argil Breakfast Melbourne

An Introduction

•“This is what I heard” meeting with Opteon

Listening to Opteon •Skype call with John and

Lawson•The Problem Definition and our proposed solution

Problem & Solution

•The costing dilemma

Costing

Road Map for Today

15

High level indication of costs:

STRATEGIC & DIVISIONAL LEVELS• Board, Executive Team and

Shareholders• 7 Divisional teams• Est. 60 people at $2400 per

person• Cost $144,450

OPERATIONAL LEVEL• All 120 people at $790 per person• Cost $94,850

Investment for the Process

16

It’s Not A Magic Wand

Requires leadership & commitment from the top team

and key stakeholders

•Fina Masters Swimming – Perth 2008

•Quantia Strategy Work•Argil Breakfast Melbourne

An Introduction

•“This is what I heard” meeting with Opteon

Listening to Opteon •Skype call with John and

Lawson•The Problem Definition and our proposed solution

Problem & Solution

•The costing dilemma

Costing

•How do we measure value?

•Nampak Flexible Case Study

Value

Road Map for Today

18

Ways to Measure Return

Behavioural - R2(WAY PEOPLE BEHAVE)

Operational - R3(IMPACT ON BUSINESS)

19

INDIVIDUAL MEASURES

INDIVIDUAL

BehaviourDecisions RESULTS

AttitudesValuesBeliefs

R2: BEHAVIOUR ON THE JOB

INDIVIDUAL ASSESSMENT

PRE 80%

POST 14%

R3: BUSINESS IMPACT

MANUFACTURING/ SALES RELATIONSHIP

Late delivery issue significantlyreduced in 6 weeks

20

TEAM MEASURES

TEAMS

BehaviourDecisions RESULTS

Normsand

Standards

R3: BUSINESS IMPACT

Dramatic & ongoing increase in market share in a decreasing market as individual team members took responsibility for whole.

DIVISIONAL TEAM

R2:

21

Corporate Culture Survey

Completed on-line, uses eight dimensions of corporate culture:– Authority– Goals & Objectives– Conflict Resolution– Coordination– Critique– Commitment– Productivity and– Standards of Excellence

to bring into the open an objective view of your organization’s culture.

CULTURE DIAGNOSTIC

BehaviourDecisions RESULTS

Corporate Culture

Nampak Flexible Commitment 2008 vs. 2010

26%

9%

9%

9%

20%

19%

16%

9%

9%

11%

9%

29%

11%

14%

2010

2008

Commitment 2008 vs 20109,9 PAT 9,1 1,9 5,5 1,1 OPP

•Fina Masters Swimming – Perth 2008

•Quantia Strategy Work•Argil Breakfast Melbourne

An Introduction

•“This is what I heard” meeting with Opteon

Listening to Opteon •Skype call with John and

Lawson•The Problem Definition and our proposed solution

Problem & Solution

•The costing dilemma

Costing

•How do we measure value?

•Nampak Flexible Case Study

Value•“13 committed directors” “Defer the start for two months” due to budget

•We can’t wait to start and deliver value

Getting Going

Road Map for Today

Lessons Learnt

• It takes time to sell• Networks are important • Probe for decision barriers• Multiple meetings gain clarity• Team meetings add commitment