Creating value through values workshop mrh congres stockholm may 2008 patrick van aeken
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“Creating Value through Values” Workshop MRH Congres – Stockholm, May 2008 Patrick Van Aeken. Objectives. This workshop allows participants to… : … have a better understanding of how values contribute to employee engagement, cultural change (and thus company performance)

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Creating value through values workshop mrh congres stockholm may 2008 patrick van aeken l.jpg

“Creating Value through Values” Workshop MRH Congres – Stockholm, May 2008Patrick Van Aeken


Objectives l.jpg
Objectives

  • This workshop allows participants to… :

    • … have a better understanding of how values contribute to employee engagement, cultural change (and thus company performance)

    • … explore different practices for aligning values and performances


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Workshop process

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up


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“The best way to do is to be”

(Lao Tzu)

Results :

revenue, profits, welness,…

HAVE

(product)

visibility

leverage

DO

(process)

Behaviours

Mental models : values, beliefs, aspirations

BE

(platform)


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The three dimensions of success

ACHIEVEMENT :

business results, effectiveness, productivity

“IT” - Task

Exceptional sustainable results

ACTUALIZATION :

happiness, health, flow

COMMUNITY :

trust, solidarity, mutual respect

“WE” - Relationships

“I” - Self


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HAVE

DO

BE

Ingredients for a remarkable organization (1)

IT

+

Exceptional sustainable results

WE

I



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Workshop process

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up


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Three main era’s in the AXA history of the last 15 years

AXA sets a global customer centric vision

AXA consolidates and professionalizes

AXA conquers the world

  • Selected external growth

  • Additional focus on organic growth – maximizing value

  • 2012 goal to increase revenues x2, profits x3 and become the Preferred Company among stakeholders

  • Sell off non-core business

  • AXA Way/six-sigma to encourage consistency and reduction of costs

  • Launch of international platforms

The Strategy:

  • Rapid inorganic growth

  • Many large international and smaller acquisitions

  • Becomes #1 in France through acquisition of UAP in 1997

  • How do we honor our mix of cultures and strategies while increasing the value of our Global organization?

  • What is our differentiated value proposition?

  • How do we satisfy customers and engage employees?

  • How do we manage our costs more efficiently?

  • How do we streamline processes?

  • How do we give our businesses freedom to win individually in their markets?

  • Where are the most profitable investment opportunities?

  • How do we bring acquisition staff into the “AXA Family”?

  • How do we integrate the processes of acquired firms?

Key Questions:

1992 – 2000

2001 – 2004

2005 – 2012 (And Beyond)


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Main cultural drivers linked to these era’s

Strategy of cultural integration

Strategy of operational excellence

Strategy of differenciation


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AXA Manager program

  • Objectives

    • To familiarize managers with AXA Management Style and AXA values

    • To enable managers to consider their own management style and the particular improvements they wish to make

    • To promote the exchange of experience between managers

    • To help all managers to get to know AXA better

  • Co-facilitation by consultant and AXA Senior executive !

  • Program logistics

    • A five-day residential program, held throughout the year (4 programs every week !) at one of AXA University’s campuses in Bordeaux

    • Classes of +/- 20 managers, representing at least 8 countries

  • Highly participative pedagogical approach

  • Impact :

    • Scope survey results over the years showed an important improvement in the application of AXA management principles in the workplace

    • “… These sessions have made our fast growth possible… They have been key in bringing people together.” (Françoise Colloc’h, director of HR, communication and Synergies AXAGroup)


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Team Spirit

By unifying his team, the manager achieves results that are greater than the sum of each individual contribution

Intrabusiness

Each business unit must be managed like a small company within the company. Under no circumstances should the unit’s objectives prevail over those of the company or the Group.

Innovating

In many situations we are often held back by our perceptions, by fear of the unknown and by force of habit. Finding solutions often means deviating from the beaten track.

AXAgrams

  • 28 pictograms, being a visual language :

    • To communicate the Group’s core values and management philosophy

    • To promote common understanding of key business concepts among a multilingual and multicultural workforce

  • Used in internal communications, business presentations, training programs


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AXA Way

  • Context : striving for “operational excellence” :

    • Through well known Six Sigma methodology (within AXA re-named “AXA Way”)

    • With a team of internal consultants (called “Black Belts” ; 1 % of the population) leading improvement projects in all departments of the organisation.

  • Process :

  • Benefits :

    • Culture of “operational excellence” spread through the company

    • A generic quality methodology culturally completely integrated

    • Development track for talents

Black Belt career

30 months

3 to 4 projects /year in different departments

Selection of Black Belts

1 % for each BU

specific competency profile

Development opportunity for emerging talents

Integration in the business

In function of opportunities and motivation

If no solution, mandatory integration in initial BU


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AXA Business approach

  • A vision that encompasses :

    • A core business : financial protection

    • A brand name and promise : “be life confident”

    • A set of values

    • A responsible corporate strategy

  • A strategy that includes :

    • A business model

    • Segment priorities

    • Geographic priorities

    • Operational priorities

  • Our sources of leverage :

    • Developing employee competencies and engagement

    • Strengthening executive leadership

Financial Protection involves offering our customers - individuals as well as small, mid-size and large businesses - a wide range of product and services that meet their insurance, protection, savings, retirement and financial planning needs throughout their lives.

Team Spirit

Integrity

Innovation

Professionalism

Pragmatism.

Product Innovation

Distribution Management

Quality of service

Technical excellence

Productivity


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Think

Feel

Think

Feel

ENGAGEMENT

Act

Act

Scope survey : from employee satis-faction to employee engagement

  • The Scope survey exists already for more than 15 years.

  • Yearly process :

  • Since 2006 we focus on employee engagement, through the following model :

    • A Cognitive dimension : Think

      = Belief in and support for the goals/values of the organization.

    • An Affective dimension : Feel

      = Sense of belonging, pride, attachment to the organization.

    • A Behavioral dimension : Act

      = Willingness to go the extra mile, intention to stay with the organization.

  • Engagement KPI of staff is integrated in performance appraisal of executives.

  • Engagement KPI is rising over the years.

Methodological data processing and analysis

Distribution of results and feedback

Action plans


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Ambition 2012 : becoming the preferred company

To gain the preference, we need to stand outfrom the crowd in these three areas

The third is an outcome of the first two…

2 significant HR initiatives

PASSPORT 2012

A personal and individual pluri-annual document, helping each AXA employee worldwide to clarify his/her contribution to Ambition 2012 and making managers responsible in supporting their employees

.

AXA Miles

Because we were on track towards the Ambition 2012 objectives, AXA awarded every single employee worldwide with 50 bonus shares in 2007, thus making each employee an AXA shareholder.

Another 50 shares are announced for 2009 if results will be on track.


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AXA Brand Spirit : from the “land of promises to the “land of proof” (may 2008)

  • The new Brand Positioning : AXA, the Financial Protection Company that continuously works to prove it is worth trusting

  • The new signature : “redefining / standards”

  • Values remain unchanged…

  • Three core attitudes were identified in a bottom up approach : attentive, available, reliable

If you were a customer what would make you choose AXA tomorrow

Which would make you proud of AXA tomorrow

RELIABLE (34%)

ATTENTIVE (34%)

PROACTIVE (33%)

AVAILABLE (32%)

AVAILABLE (51%)

ATTENTIVE (39%)

RELIABLE (38%)

PROACTIVE (32%)


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It pays off… : financial results 2007 “land of proof”

  • AXA records solid performance in full year 2007

    • Underlying earnings up 27 %

    • Ajusted earnings up 22 %

    • Net income up 11 %

Henri de Castries, CEO :

The reported numbers reflect the combination of a strong organic growth in all our business lines, the successful integration of Winterthur and confirm that our balance sheet is not affected by the subprime crisis


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Workshop process “land of proof”

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up


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4 subgroups questions “land of proof”

  • X

  • X

  • X

  • X


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Workshop process “land of proof”

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up


Workshop process22 l.jpg
Workshop process “land of proof”

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up


Workshop process23 l.jpg
Workshop process “land of proof”

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up


Workshop process24 l.jpg
Workshop process “land of proof”

  • Brief introductionary presentation :

    • A conceptual framework

    • The AXA case

  • Briefing for work in subgroups

  • Working lunch : work in subgroups

  • Presentations by subgroups and discussion

  • Break

  • Wrap up