Leading in a global environment - Hay · PDF file · 2012-03-19Leading in a global...
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Leading in a global environment What Thai Leaders Can Learn from the Best Companies for Leadership 16 March 2012 Bundit Chamrastarangkool
Transcript of Leading in a global environment - Hay · PDF file · 2012-03-19Leading in a global...
Leading in a global environment What Thai Leaders Can Learn from the Best Companies for Leadership
16 March 2012 Bundit Chamrastarangkool
2 © 2010 Hay Group. All rights reserved
Agenda
1
2
Latest survey findings
Global trends and best practices
Key insights for Asia and Thailand
Conclusions: What we can learn from the best
3
4
Latest survey findings
01
4 © 2010 Hay Group. All rights reserved
The study results apply to all organizations
3,769 individuals participated in the study
Regional distribution
Region Per cent
Europe/Middle East/Africa 27.5
North America 26.6
South America 23.7
Asia 19.7
Pacific 2.6
Total 100.0
Source: 2010 Best Companies for Leadership study
Revenue distribution
Annual revenue in US$ Per cent
Under 500 million 32.0
501 million to 1 billion 13.5
1 billion to 5 billion 16.4
6 billion to 10 billion 6.6
Over 10 billion 31.5
Total 100.0
Source: 2010 Best Companies for Leadership study
5 © 2010 Hay Group. All rights reserved
Top 20 Best Companies for Leadership
1 General Electric
2 Procter & Gamble
3 Intel Corporation
4 Siemens
5 Banco Santander
6 The Coca-Cola Company
7 McDonald’s Corporation
8 Accenture
9 Walmart
10 Southwest Airlines
11 ABB Ltd
12 Microsoft
13 PepsiCo
14 Goldman Sachs
15 Hewlett-Packard
16 Unilever
17 Cisco Systems
18 FedEx
19 Pfizer Inc
20 BASF
Brown = Consumer Goods and Services
Blue = Technology
= New this year
6 © 2010 Hay Group. All rights reserved
Top 5 Asia’s Best Companies for Leadership
1 Samsung Electronics
2 HSBC Holdings
3 Tata & Sons
4 Infosys
5 Nissan Motors
Hai-er Group
Huawei Technologies
Lenovo Group
LG Corporation
Singapore Telecommunications
Honorable
mentions
Launching of 2012 Thailand BCL
Twenty-minute online survey in Thai
language starting in Q4 this year
7 © 2010 Hay Group. All rights reserved
The best companies for leadership outperform others over the long run
8 © 2010 Hay Group. All rights reserved
14.42
(2.17)
6.17
1.27
13.84
(6.77)
(0.17) (0.76)
(10.0)
(5.0)
0
5
10
15
20
Pe
r c
en
t
Top 20
S&P 500
Top 20 produce better shareholder returns than S&P 500
Top 20 vs S&P 500
3 year total return 5 year total return 10 year total return
Source: S&P Compustat data as of 7/30/2010
1 year total return
9 © 2010 Hay Group. All rights reserved
100 100 100
69 69
49
63 66
39
73 69
42
0
10
20
30
40
50
60
70
80
90
100
Leadership development programs enable employees to deliver on goals/strategies
All employees have the opportunity to develop and
practice the capabilities needed to lead others
There are a sufficient number of internal
candidates ready to assume open leadership positions
Pe
r c
en
t o
f re
sp
on
de
nts
Top 20
Asia
Thailand
Rest of World
Best Companies for Leadership create better leaders
Source: Hay Group 2010 Best Companies for Leadership study
Develop
and enable
Include all
employees
Ensure
successors
Global trends and best practices
02
11 © 2010 Hay Group. All rights reserved
Increasing challenges and opportunities for organizations
Globalization
Shift in the global economy
Need to operate in global markets with local anchoring
Leading virtual teams from different cultures
Operating in a flatter, more matrixed environment
Managing across functions and geographies without authority
Increased use of technology
Driving innovation while reducing costs
Collaborating/partnering with outside constituents
Focusing on initiatives that will provide the greatest value
12 © 2010 Hay Group. All rights reserved
Increasing challenges and opportunities for organizations
New trends and demographic changes
China and India will contribute an increasingly significant proportion of global talent
Women make up over half of the global educated workforce
Key leadership skills will be lost from the workplace as boomers exit the workforce
There is a growing number of inexperienced young managers, who need to assume
senior leadership roles without the requisite leadership skills, particularly the case in
emerging economies
Employees expect more from organizations
Purpose driven leadership – more than just generating profits
Work/life balance while meeting the needs of the organization
13 © 2010 Hay Group. All rights reserved
What organizations value most in leaders
Source: Hay Group 2010 Best Companies for Leadership study
20
20
10
30
35
40
45
60
60
33
37
64
3
27
37
2
12
36
35
39
15
25
24
54
Inspiring leadership
Ethics 16
Strategic thinking
Teamwork
Decision making
Execution
Technical competence/expertise 23
Capacity to learn 5
Social responsibility
Global Top 20
Thailand
Asia
Large gaps
14 © 2010 Hay Group. All rights reserved
Focus in the attraction and development of future leaders
Source: Hay Group 2010 Best Companies for Leadership study
10
15
35
55
90
100
15
23
13
39
27
66
73
38
42
10
32
23
75
66
38Fast track promotion
Higher pay and
bonus opportunities
Mentoring programs
International opportunities
Stretch assignments
Targeted leadership training
and development
Early long-term
incentive opportunities
Asia
Thailand
Global Top 20
Focus of Top 20
Popular in the past
Key insights for Asia and Thailand
03
16 © 2010 Hay Group. All rights reserved
Pitting Asia’s best against the global top 20
79
939297
65
87
44
79
0
10
20
30
40
50
60
70
80
90
100
Pe
rce
nt
of
res
po
nd
en
ts
Succession planning Purpose driven
leadership
Authority &
delegation of power
Openness to
new ideas
Asia Top 5
Global Top 20
Large gap
17 © 2010 Hay Group. All rights reserved
Openness to new ideas
9595100
71
8582
59
81
73
54
7672
0
10
20
30
40
50
60
70
80
90
100
Pe
rce
nt
of
res
po
nd
en
ts
Rest of World
Asia
Global Top 20
Asia Top 5
Employees are encouraged
to learn in areas outside of
their area of expertise
Ideas that come from
subsidiary leaders are just
as likely to be implemented
as those from headquarters
Local leaders are
encouraged to participate
in decisions made at
headquarters
Large gaps
18 © 2010 Hay Group. All rights reserved
Authority & delegation of power
9095
50
38
47
19
59
77
0
10
20
30
40
50
60
70
80
90
100
Pe
rce
nt
of
res
po
nd
en
ts
Asia Top 5
Rest of World
Asia
Global Top 20
You are expected to lead even if
you do not have a formal
position of authority
Subsidiary leaders have
the autonomy to decide on
local key functional issues
Critical difference
Conclusions: What we can learn from the best
04
20 © 2010 Hay Group. All rights reserved
Depth of our research and data base
7 years of Best Companies for Leadership
14 years of Fortune World’s Most Admired Companies
60 years of R&D
8 thousand organizations
40 thousand executives assessed
5 million assessments in data base
Question?
22 © 2010 Hay Group. All rights reserved
Additional resources: Best Companies for Leadership
01
02
Micro site www.haygroup.com/BestCompaniesforLeadership
Questions? (Client) [email protected]
03 Questions? (Media) [email protected]
