009麦肯-新员工培训手册.ppt

Appendix This appendix contains: HPO bulletins Glossary of 7-S framework Organization transformation triangle Energizing elements All these tools and activities were focused on achieving a new level of excellence in the core skill of VBSS that the company knew was critical to its strategy. With a clear vision and leadership settled, the company decided on a problem solving process that involved six multinational skill teams, each with a credible leader. Their performance measures were narrowed to two aspects: in terms of input, they measured account plans created and number of plans created and number of people trained; in terms of output, they measured price and market share. To communicate the message, the president embarked on a “road show” to manufacturing and sales locations; the senior managers attended workshops; and a newsletter/bulletin about VBSS was begun. The organizational infrastructure was modified to establish account teams, global account managers, and an account planning function. On the people development front, an “ action learning” program was begun to teach people more about account planning. A packaging company applied these energizing elements as they built the skill they called value-based systems selling (VBSS): Account-based “action learning” program Multinational skill teams with 6 credible champions Pilot effort with leadership to get buy-in and advice The leader skill for becoming $1 billion President as sponsor Input Account plans People trained Outputs Price Share Awareness building – President’s road show Skill building through workshops Reinforcement through VBSS network bulletins Account teams Global account managers Account planning Performance measurement Communications Vision and leadership Problem solving process People development Organizational infrastructure VBSS Associates will often step up to manager roles on engagements that address organization issues and/or implement change. These engagements often involve multiple