CEE Strategy barometer
description
Transcript of CEE Strategy barometer
P&P Strategy Barometer 2011
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Basic information
Available for clients between Sept 5 and Sept 263 Questions1358 CEOs/ Top Managers contacted throughout
P&P RegionOverall response rate: 29% (394 responders)
Top countries BG (90%! Response rate) HR (68%) AL (56%)
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Sample group
Country Total contacts Responders Response Rate
AL 36 20 56%
BG 20 18 90%
CZ 86 31 36%
HR 99 67 68%
HU 168 55 33%
RO 120 55 46%
SLO 52 16 31%
SK 75 27 36%
SRB 62 16 26%
AT 440 89 20%
Total 1358 394 29%
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Corporate Strategy
Increasing customer satisfaction
9,8%
Gaining access to new markets
9,1%
Expanding further9,0%
Cutting costs8,6%Focussing on core
competences8,6%
Expanding product / service portfolio
8,2%
Winning strategic partners8,0%
Stabilising the company7,6%
Improving quality4,8%
Creating lean structures4,0%
Optimising processes13,7%
Further becoming environmental-friendly
1,0%
Strengthening corporate social responsibility
0,9%
Investing in research & development
2,3%
Re-positioning the company2,9%
Outsourcing services1,4%
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Corporate strategyTop three issues
Top issue over all CEE:„Optimizing processes“ – 13.7% SLO: 23.1% AT: 16.9% SK: 14.9% CZ: 14.3%
„Increasing customer satisfaction“ – 9.8% “Gaining access to new markets” – 9.1% “Expanding further” – 9.0%
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Corporate StrategyOther important topics
„Cutting costs“ - 8.6% „Focusing on core competences“- 8.6% „Expanding product/ service portfolio“ - 8.2% „Winning strategic partners“ - 8% „Stabilizing the company“ - 7.6%
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Corporate StrategyTop issues vary greatly throughout CEE
HU: „stabilizing the company“ & „cutting costs“ beats „optimizing processes“ by far (13.0% each vs. 6.5%)
Countries that rate „Optimizing processes“ top (SLO/ 23.1% and AT/ 16.9%) rate „cutting costs“ at lowest (SLO/ 2.6% and AT/ 3.4%)
Stabilising the company
13,0%
Cutting costs13,0%
Optimising processes
6,5%
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Core messages 2 types of companies
2 major groups of companies in CEE: Focus of strategies lies outward (37.1%):
Increasing customer satisfaction (9.8%) Gaining access to new markets (9.1%) Expanding further (9%) Expanding service/ product portfolio (8.2%)
Focus on internal issues (46.5%) Optimizing processes (13.7%) Cutting costs (8.6%) Focusing on core competences (8.6%) Winning strategic partners (8.0%) Stabilizing the companies (7.6%)
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Corporate StrategyGreat spread in „growth drivers“
“Gaining access to new markets” Most important in HU (14.6%) Among top 3 in HR (12.9%), BG (10.7%) Minor interest in SRB (4.3%) Zero in SK
“Increasing customer satisfaction” Top rated in SK (14.9%) as counterbalance to above (?) HU: only 4.9%
“Expanding further” focus issue in SRB (15.2%) Also in BG (14.3%)
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Strategic HR Issues
Personnell-, team- and organisational development
16,1%
Further developing leadership competence
12,9%
Improving working climate/ staff commitment
11,2%
Establishing / expanding Performance management
10,5%
Supporting entrepreneurial thinking
10,5%
Establishing/ improving performance oriented
salary system8,3%
Talent Management7,7%
Strengthening employer branding
5,2%
Sustainability Management
4,8%
Succession planning, defining career paths in
the organisation4,3%
Lean Management3,0%
Gender / Diversity Management
0,6%
Health Management1,8%
Optimising fringe benefits3,0%
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Personnell-, team- and organisational
development16,1%
Further developing leadership
competence12,9%
Improving working climate/ staff commitment
11,2%
HR strategyTop three issues
“personnel, team and organizational development” - 16.1% Above or at slightly below average
importance in all countries except HU (9.8%) and SLO (7.7%)
“further developing leadership competence” - 12.9%
“improving working climate and staff commitment” - 11.2%), and
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HR StrategyOther important topics
“establishing or expanding the performance management” - 10.5%
“supporting entrepreneurial thinking” – 10.5% “Establishing/ improving performance oriented salary
systems” – 8.3% “Talent Management” – 7.7%
The rest is negligible (5.2% and below)
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HR StrategyNo unique opinions
Talent Management Comparably important in SLO, HR, BG, SRB, AT Of absolutely minor importance (3.5% and below) in
AL, RO, CZ Improving work climate/ staff commitment
Very important in SK, AL, RO, HU, SK Of absolutely minor importance (7.1% and below) in
BG, HR, SRB
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What makes an effective CEO ?
Strategic thinker21,7%
Results oriented9,6%
Decisive7,5%
Communication skills7,0%
Authenticity5,3%Drive, power
6,4%
Integrity5,7%
Change Agent6,9%
Interpersonal skills5,2%
Analytical skills4,7%
Charisma5,4%
Creativity4,9%
Inspiring pionieer3,5%
Intellectual agility2,1%
Courage2,3% Tolerance for risk
1,6%
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What makes an effective CEO ?Top results
„Strategic thinker“ unanimously top (21.7%) After this very diverse
Results oriented - 9.6% Decisive – 7.5% Communication skills – 7.0% Change Agent – 6.9%
Rest (11 options) below 6.5%
Remarkable: „Tolerance for risk“ extremely low Maximum in BG with 3.3% Average 1.6% Zero in AL, SRB
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What makes an effective CEO ?Results orientation
AL – 15%, against decisiveness (5%)RO – 13%, rest in averageSLO – 12.8%, against communication skills (5.1%)HR – 11.5%, rest in average
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What makes an effective CEO ?Decisiveness
Most required BG (16.7%) HU (13.1%) AT (12.3%)
Zero in SRB5,0% 6,0%5,7%
13,1%
8,0%
2,6%
5,9%
0,0%
12,3%
7,5%
16,7%
0,0%
6,0%
12,0%
18,0%
AL BG CZ HR HU RO SLO SK SRB AT CEE
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What makes an effective CEO ?Communication skills
CZ (10.7%), AT (10.3%) SK (3.9%) – more focus on integrity, change agent BG (3.3%) – more focus on decisiveness, analytical skills and
results orientation
Communication skills
8,3%
3,3%
10,7%
7,5%
5,4%
7,4%
5,1%3,9%
8,3%
10,3%
7,0%
0,0%
2,0%
4,0%
6,0%
8,0%
10,0%
12,0%
AL BG CZ HR HU RO SLO SK SRB AT CEE
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What makes an effective CEO ?Change Agent
Change Agent
5,0%
3,3%
13,1%
5,2%
8,5%
4,3%
10,3%11,8%
4,2%3,3%
6,9%
0,0%
2,0%
4,0%
6,0%
8,0%
10,0%
12,0%
14,0%
AL BG CZ HR HU RO SLO SK SRB AT CEE
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What makes an effective CEO?Inhomogeneous results in several areas (1)
Authenticity Comparably high scores in
HU (12.3%), AT (10.7%), SLO (10.3%), SK (9.8%)
Very low scores in SRB (2.1%), CZ (1.2%), zero in AL, BG, RO
Drive HR (12.1%), CZ (10.7%),
SRB (10.4%)
Vs AL, BG (3.3%), HU (1.5%)
Authenticity
0,0%0,0%1,2%
6,9%
12,3%
0,0%
10,3%9,8%
2,1%
10,7%
5,3%
0,0%2,0%4,0%6,0%8,0%
10,0%12,0%14,0%
AL BG CZ HR HU RO SLO SK SRB AT CEE
Drive, power
3,3% 3,3%
10,7%12,1%
1,5%
4,3%
7,7%5,9%
10,4%
4,5%6,4%
0,0%2,0%4,0%6,0%
8,0%10,0%12,0%14,0%
AL BG CZ HR HU RO SLO SK SRB AT CEE
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What makes an effective CEO?Inhomogeneous results in several areas (2)
Integrity SK (11.8%)Vs SLO (2.6%), CZ (0%)
Interpersonal skills SRB (12.5%), AT (10.7%)Vs CZ (3.6%), BG (3.3%), HU (2.3%), SK (2.0%), AL (1.7%)
Creativity AL (11.7%), SRB (10.4%)Vs AT (1.6%), HR (0.6%), SLO (0%)
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Conclusions
Leadership development should comprise: Strategic thinking Decision making Communication skills
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