management meeting november 2-3, 2004 cologne, germany
TRANSCRIPT
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Management MeetingNovember 2-3, 2004 • Cologne, Germany
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Blue Sky
Denise Zutz Vice President, Strategy, Investor Relationsand Communication
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A program focused on our employees and
the environment to benefit our communities.
Blue Sky
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Why Blue Sky?
Aligned with expectations for sustainability
Builds recognition of good works
Provides a strategic approach to community involvement and philanthropic efforts while furthering business goals
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Blue Sky Objectives
Enhance the company image and brand with customers, employees and communities
Provide differentiation from our competitors
Increase employee morale and loyalty
Reinforce global corporate values
Help define and document a culture of leadership
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Where we can make an impact, track our results and actively involve employees
Blue Sky Development
Ranked potential “global cause” issues
Input from global leadership– Alignment with our businesses– Level of global involvement– Existing investments and programs– Uniqueness– Likely employee interest
Output: Focus on two areas– Environment– Leadership
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Blue Sky Focus
Environment Strong alignment with
businesses and values
Many existing activities
Globally applicable
Wide range of external organizations for alliances
Broad potential for employee involvement
Leaders Strong alignment with values
Develops future leaders to support business growth
Helps improve our communities
Launched May 2004
Niche: Resource efficiency (resulting in reduced air and water pollution and reduced waste)
Niche: Leadership skills development, ethics, training, diversity, work experience and community involvement
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Blue Sky Leaders
Leader development strategy– Develop by doing– Take charge– Seek support
Increase visibility of leadership activities
– Communication, public relations
As we develop leaders, we help the community
– Employees give their time and expertise
– Employees gain new skills through volunteerism and community leadership activities
Management roll-out starts today
– Communicate message to your leadership teams
All employee rollout Jan/Feb 2005
– Meetings/open houses– Employees to articulate their
development, past and future
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Partnerships under consideration Big Brothers / Big Sisters Mobile Creches Hope School Special Olympics
Blue Sky Involve
Community partnerships – Locations of employees– Ability for participation and volunteerism
Corporate funding of charitable organizations and activities globally
– Funding via Johnson Controls Foundation limited by law to the United States
– Establishment of new funding mechanism reflects increasing globalization
– Considering options
Launch: Spring 2005
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Blue Sky Advisory Council
Human Resources / Leadership Development Darrell Middleton – CG, North America Christer Bergstroem – AG, Europe Bob Ellis – AG, North America
Environment Paul von Paumgartten – CG, North America Guido Leunens – AG, Europe
Marketing / Sales /Customer Relations Michael Su – CG, Asia Garry Cardwell – AG, Asia Bill Nonnamaker – Battery, North America John Fiori – Europe
Legal Patrick Nettesheim – Battery, Europe
Leadership from across the businesses and the globe
Rebecca Andrew,Manager, Blue Sky
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Blue Sky Success
Launches are just the beginning
Expect leadership to promote and support program and its objectives
More to come as expectations of global companies continue to increase
Objectives• Enhance the company image and brand
with customers, employees and communities• Provide differentiation from our competitors• Increase employee morale and loyalty• Reinforce global corporate values• Help define and document a culture of leadership
Your leadership is essential!
Make a difference; improve our environment and the lives of our people and our communities
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Stronger Leaders, Stronger CompanyGlobal Leadership for Growth
Susan Davis Vice President, Human Resources
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JCI Growth
$1.4B $6.1B
$26.5B
1984 1994 2004
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Global Presence
30+ countries
500+ locations
Johnson Controls Worldwide Locations
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Session Objectives
Involve you
Explore Leader Development as a Strategic Initiative
Review results of the Johnson Controls Leadership Research
Use the Leader Expectations Model
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JCI Growth
$26.5B
$41.5B
2004 2010
Senior Leaders 225 350
470
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Options: Hire or Develop
Fortune 500
Inside
Outside
Traditional succession plans force organizations to find 75% of successors from outside the organization
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Options: Hire or Develop
Johnson Controls
Inside
Outside
JC finds 75% of successors from inside the organization
Fortune 500
Inside
Outside
Traditional succession plans force organizations to find 75% of successors from outside the organization
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Outside Hiring Constraints
Scarcity of outside talent– Not willing to relocate– Promises re: future– Don’t meet our standards
Expensive to hire outsiders– 2 X first year salary
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Inside Availability Constraints
Johnson Controls success means our people are recruiting targets
Anticipated retirements for experienced senior leaders
Work / Life Balance
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Sales Tell Us Where We Need to Hire
Americas55%
Europe39%
Asia6%
$26.5BSales
2004
Americas56%
Europe31%
Asia13%
$41.5B
2010 Projected
Projected area of greatest global growth
Projected area of greatest global growth
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Strategic Summary
Our growth path means we need to develop more leaders
We have established our leader goal for 2010
We are forecasting a need for 470 leaders to fill 350 positions
Develop more leadersGROWTH
Develop diverse leaders capable of handling increasingly complex jobs
GLOBAL
Commitment
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Blue Sky Leader Development Strategy
DEVELOP BY DOING
TAKE CHARGE
SEEK SUPPORT
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DEVELOP BY DOING
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“The illiterate of the future are not those who
can’t read or write but those who cannot learn,
unlearn and relearn.”
- Alvin Toffler, author Future Shock
DEVELOP BY DOING
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Global Leader Challenges
Today
We recruit global leaders in the countries where we do business
– 47 of top 120 are non US citizens
Senior leaders have expat experiences
– 40 of top 120 senior leaders have been or are currently expats
We require all global leaders to travel and spend significant time around the world
In the past…
Globalization meant training Americans to be global thinkers
DEVELOP BY DOING
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Global Leader Opportunities
Transfers…-between Groups and
-between Groups and Corporate
Benefits...-sharing best practices-first hand knowledge-energizes careers
Results in...-more leader development and a stronger company
Requires...-a new mindset
DEVELOP BY DOING
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TAKE CHARGE
“Do what you can, with what
you have, where you are.”Theodore Roosevelt
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SEEK SUPPORT
FeedbackCoaching and mentoringResources and training
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We All Need Support
Of Top 120 at Johnson Controls 66% in current job under 2 years 33% have NO identified successor who is “ready now” 78% have 5 to 35 years of experience
SEEK SUPPORT
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Leader to Leader Exchange
Share / example– DEVELOP BY DOING– TAKE CHARGE– SEEK SUPPORT
…that had a positive impact on you at Johnson Controls
Reciprocal and balanced Begin with person with longest tenure
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Blue Sky Leader Development Strategy
DEVELOP BY DOING
TAKE CHARGE
SEEK SUPPORT
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eXtreme Learning Program Talent Focus
National Origin of Participants
Total 37US 20UK 3German 3Singapore 1Mexico 1Spain 1China 4Czech Republic 1Italy 2France 1
Job Changes to Date 14
leaders capable of moving
global enterprise-wide representation
Expatriates 11
high potentials
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Leaders with … Greater knowledge of
company New skills and perspectives Expanded network Experience with a tough cross-
company project
Company with … Development for senior high potentials Increased knowledge of high potentials Pool of ready now high potentials Renewed commitment to leaders
developing leaders
Global Leader Development
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Key XLP Program Elements
Personal Assessment & Development
Solving Real Business Problems
Practical Leadership Skills
Business Knowledge & Exposure
Peer Networking
Team Building
Organization & Presentation of Ideas
Manfred Rotterdam
Interiors - Europe
Jose-Miguel Lopez-Ascaso
Battery - Europe
Guy Holden
Controls - Europe
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Developing a Model for Global Leadership
How we built it
What we found
Research
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Project Goals
Clarify expected leadership behaviors Identify the key success factors/behaviors that define
outstanding performance Use Johnson Controls wording to describe both
current and future behavior requirements Involve senior global leaders in the
data collection process
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What do Johnson Controls best leaders do?
The Johnson Controls
profile
Develop Johnson Controls
Leader Expectations
Model
Develop Johnson Controls
Leader Expectations
Model
Project Steps
Interview Senior Leaders
Interview Senior Leaders
On-line Survey Senior Leaders
On-line Survey Senior Leaders
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Research Findings
Demonstrates Integrity
Drives Accountability
Focuses on Customer
Shows Respect for Others
Develops Employees
Inspires Others
Builds Teams
Influences Others
Thinks Analytically
Thinks Strategically
Drives for Results
JOHNSON CONTROLS INTERVIEW & SURVEY
Most Frequently Needed
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What do Johnson Controls best leaders do?
What do other world-class leaders do?
The Johnson Controls
profile
Develop Johnson Controls
Leader Expectations
Model
Develop Johnson Controls
Leader Expectations
Model
Project Steps
Global Leader Profiles
Global Leader Profiles
Interview Senior Leaders
Interview Senior Leaders
On-line Survey Senior Leaders
On-line Survey Senior Leaders
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Research Findings
Demonstrates Integrity
Drives Accountability Focuses on Customer Shows Respect for Others Develops Employees Inspires Others Builds Teams Influences Others Thinks Analytically Thinks Strategically Drives for Results Organizational Awareness
Information Seeking
Self Confidence
Initiative
JOHNSON CONTROLS INTERVIEW & SURVEY
GLOBAL FORTUNE 500 COMPANIES Most Frequently Needed
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Research Findings
Johnson Controls leaders value UNIQUE behaviors that are not observed frequently in other global companies
Demonstrates Integrity“Doing the right thing”
Shows Respect for OthersShowing humility and treating others with dignity
Drives AccountabilityTaking personal ownership and creating a discipline in others to do the same
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Research Findings
Johnson Controls leaders value the following behaviors STRONGER than other global leaders
Drive for ResultsGetting energized by the challenge and getting the job done personally
Builds TeamsEnlisting others in the quest for solutions
Thinks AnalyticallyAttacking problems and looking for ways to improve performance
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Research Findings
Johnson Controls leaders value these leadership behaviors LESS FREQUENTLY than other global leaders
Thinks StrategicallyTaking a long-term, multi-functional, multi-geographic perspective to business challenges
Influences OthersInfluences Others without direct authority – demonstrating the ability to work across a global matrix
Develops EmployeesHaving a sense of urgency to develop bench strength and devote significant time and energy to mentoring/coaching others
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JCI Leaders Share Common Experiences
Stretch assignments
Mentors and role models
Trust in senior management
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Overall Themes
Outstanding leadership
Demonstrates integrity
Shows respect
Drives accountability
Customer oriented
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Leadership Expectations ModelA product of our current leaders
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Leader Expectations Model
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Demonstrates Integrity
Susan Davis
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Drives Accountability
John Barth
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Focuses on Customer
Susan Davis
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“Radical innovation is innovation that has the power to change customers expectations,
alter industry economics and redefine the basis for competitive advantage.”
- Leading the Revolution by Gary Hamel
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Shows Respect for OthersJohn Kennedy
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Develops EmployeesSteve Roell
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Builds TeamsSusan Davis
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Thinks StrategicallyKeith Wandell
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Leader to Leader ExchangeWith a Partner; Disclose and Discuss
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How Will We Use It?
Succession planning
Selection
Development planning
Performance management
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Leaders Developing Leaders P R E V I E W
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Feedback
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Stronger Leaders, Stronger CompanyGlobal Leadership for Growth
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Management MeetingNovember 2-3, 2004 • Cologne, Germany
Break
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Management MeetingNovember 2-3, 2004 • Cologne, Germany