The Future Looks‌: Who’s Saying This? Years of experience in company 20 18 16 14 12 10 8 6 4 2 0
Number of respondents
Average 7.2 years
Years of experience in current position 1 - 5 years 5 - 10 years 10-15 years >15 years
12
Average 2.5 years
10
Number of respondents
< 1 year
8 6 4 2 0 < 1 year
1 - 2 years 2 - 3 years 3 - 5 years
5 years
Triggering Quest: Our Value Generation Quest for Global Value Generation 5.29
making strategic choices that are aligned with creating and capturing value capturing value in terms of profitability
5.10
making decisions that provide a return to shareholders that is consistent with the risk
5.07 5.03
managing negative publicity in a timely manner where ever it occurs in the world engaging the supervisory board in contributing to value creation
4.96
understanding where costs are incurred across the organization
4.91
involving partners contributions in the value creation process
4.75 4.60
understanding all of the key relationships in our eco-system
4.29
involving suppliers contributions in the value creation process creating internal data transparency and reporting that is useful for making decisions
4.26 0
1
2
3
4
5
6
7
Anchoring Quest: Our Leadership Development Quest for Global Leadership Development demonstrating the commitment to leadership development though active involvement of the top team
5.10
identifying and focusing on developing the key leadership competencies which will help us achieve our strategy
5.07
investing in the development of global leaders and executives
5.00
evaluating talent for global leadership positions
4.93
aligning our HR processes and systems to support leadership development
4.87
linking our leadership development approach to our strategy
4.76
building leadership capability at the team level
4.76
encouraging a culture of feedback to identify & build upon strengths and minimize weaknesses
4.65
creating development opportunities across domains by rotating individuals through a series of projects, functions, lines of business or geographies
4.51 3.85
building diversity in executive level positions
0
1
2
3
4
5
6
7
Altering Quest: Our Global Presence Quest for Global Presence 5.29
maintaining our â&#x20AC;&#x2DC;wayâ&#x20AC;&#x2122; of operating as we expand globally managing a multicultural and geographically diverse organization
5.21
providing opportunities for face to face interaction to build trust and share experiences
5.07
placing the best people in positions regardless of origin
5.03
pursuing expansion with a strategic global perspective rather than opportunistically country by country
4.97
listening and acting on ideas from other people across the entire organization
4.79
pacing our international expansion so that it is adequately resourced
4.79
achieving a balance between global integration and local responsiveness at the same time
4.57
using digital technology to bring key populations together effectively
4.28 4.18
sharing local learning about business practices globally
0
1
2
3
4
5
6
7
Altering Quest: Our Global Solutions Quest for Global Solutions building and fostering long term customer relationships
5.47
challenging our offerings to create meaningful value for customers
5.06 4.79
pricing our offering based on the customers willingness to pay recognizing team based efforts in developing and selling solutions which is reflected in the performance management system
4.72
ensuring sales people have the right skills and capabilities to sell solutions
4.68
understanding the full costs of the customer solution offering
4.65
understanding customerâ&#x20AC;&#x2122;s profitability in addition to our own
4.65
creating offers where we integrate products/services into a single offer
4.57
performing the diagnostic work up-front for selling solutions
4.50
aligning the reward and incentive system to the solution offering
4.46 0
1
2
3
4
5
6
7
Altering Quest: Our Global Agility Quest for Global Agility developing a culture of continuous improvement
5.06
sensing changes in the environment so we can act in a timely way
4.84
evolving our business to adapt to the market or competition without having to change our organization significantly
4.81 4.74
building a top leadership team with diversity of styles, perspectives and skills using prototyping to develop new insights or ideas fast
4.37
moving faster than our competition to capture opportunities
4.35
governing operations without being too bureaucratic
4.28
managing back-office integration with front-line activities
4.00
sharing data and information seamlessly across the organization
3.90
controlling the spread of unnecessary duplication
3.87 0
1
2
3
4
5
6
7
Altering Quest: Our Global Sustainability Quest for Global Sustainability embedding the sustainability strategy into the overall corporate vision and strategy
4.82
demonstrating leadership commitment to our sustainability agenda
4.72
creating a corporate purpose that is inspiring to employees, shareholders and other stakeholders
4.60
sharing successful sustainability initiatives across different parts of the organization
4.59
using appropriate metrics to internally assess progress and celebrate success of our sustainability agenda
4.56
building the capabilities required to take action on our sustainability initiatives
4.51
adapting our business model to incorporate our sustainability strategy
4.37
embedding sustainability across the organization in decision making, processes and systems
4.34 4.32
leveraging our view of sustainability as a source of competitive advantage using sustainability initiatives to attract and retain talent
3.96 0
1
2
3
4
5
6
7
Altering Quest: Our Global Co-Innovation Quest for Global Co-Innovation maintaining some level of internal R&D to ensure we have the capability to provide input for co-innovation
5.00
deciding which partners to collaborate with in finding a solution to a particular problem
4.60
fostering an environment where individuals can develop the trust with each other to collaborate effectively
4.56
making clear choices on what types of co-innovation we will pursue
4.46
assimilating external knowledge or insights in our thinking
4.38
linking up with external partners to create new technologies and offerings
4.35
fostering a mindset that places responsibility for innovation with the entire organization
4.35
agreeing upfront with partners on how to deal with problems and how to escalate problem solving
4.16
defining the problem that we will collaborate on with others at the beginning and breaking it down so that we ask the right questions
4.13
finding he right ways of rewarding contributors for their time and efforts (e.g., financial incentive, IP ownership, recognition and external visibility)
4.03 0
1
2
3
4
5
6
7
The Seven Quests: Our Pattern Rank
Journey
Overall*
Aggregate**
1
Value
4.83
4.75
2
Leadership
4.75
4.63
3
Presence
4.82
5.22
4
Solutions
4.75
4.84
5
Agility
4.42
4.56
6
Sustainability
4.48
5.15
7
Co-innovation
4.40
4.74
34 Respondents. *Overall is for 1-item Survey Questions. **Aggregate is for 10-item Survey Questions.
The Seven Quests: Benchmarking CRF vs. CCTJ IMD Partners Global Presence 6
Global Sustainability
Global Value Generation
5
4
3
Global Leadership Development
Global Co-innovation
Global Agility
Global Solutions Co-Creating
CRF