talent programme

8/10/2019 Talent Programme

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our3modules

1.ChangingOrganisationalCulture

2.StrategicPlanning&Execution

3.21stCenturyLeadership

Copywrite redpill consulting. 2013. All rights reserved.

Ourtalent programhelpsdevelop futureleaders

who are able to Change

organisational cultureand execute strategy

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redpill peopleredpill clients & projectswhyredpill?


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Clients

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Kevin Brownsey

has 28 years experience in the UK and international markets. He has heldmanagement Board positions as Commercial Director, Sales Director, MarketingDirector and HR Director in companies as diverse as Coors Brewers, KompaniaPiwowarska (SABMillerPoland) and Kellogg.

Maria Tykalowicz.is a very experienced HR leader. Maria has held HR director roles at Nivea Polska andboth Kronospan and Harper Hygienics on an interim basis. Maria was latterly Director

of Talent management and Organizational Development at Kompania Piwowarska(SABMiller-Poland).

redpill is a consultancy & training partnership that helps leaders and organisationschange. We are specically focused on changing organisational culture and leadershipbehaviours to enable execution of strategy and improved performance.

We believe,as organisations expand internationally, the biggest challenge theywill face is successful execution of strategy due to the increasingly complex culturalenvironment their business operates in. An Organisations ability to create a culturethat supports their strategy, whilst adapting practices and leadership behaviours thatrecognise diverse cultural needs, will ultimately enable it to perform best.

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Four reasons to choose redpill !

We use fexible

frameworks thatadapt to your way

of working

We have a combined

52 years experiencedoing real jobs in real

companies

We will challenge yourtalent group & their

way of thinking

We have a strong trackrecord of developing

international talent

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Module 1In module 1 we look at the increasingly complex business world and help your leadersoperate more effectively in an international environment. The program brings thebiggest value to organisations that require from their leaders:

- the ability to balance global strategy with the reality of local markets and cultures - to effectively operate in matrix, local and regional structures - a culture change to enable execution of strategy

In our work with participants we will refer to the Hofstede 5 Dimensional model andapply culture types in a business context. We will use our on-line survey, CultureQ, tohelp participants understand their own cultural preferences and the pros and cons oftheir preference in different business situations.

Benefits:u Building empathy, appreciation and sensitivity towards different cultures

u Gain insights into personal cultural preference and watch-outs regardinginteractions with different cultures

u Understanding of own organisational culture and how it helps or hinders yourstrategic execution

u Understand cultural clashes and their business implications

u Learn ways of making communication and co-operation in international

environments seemlessCopywrite redpill consulting. 2013. All rights reserved.

1. Changing Organisational Culture

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1. Changing Organisational Culture

Day 1u Current culture of your business. Who are we? What do we believe is the right and

wrong way to do things?

u Introduction to the redpill 6 dimension culture model

u Organisational culture types (typology advantages/ disadvantages)

u CultureQ feedback for group & individual reports

Day 2u Individual insights - how do I fit? What can I offer?

u Aspirational culture defined by local leadership - who do we need to be?

u Key changes in practices & behaviours using redpill 6D model & Ace of Diamondsu Change Challenge - Delta/ Fix the 6 - the WHAT & the HOW

u Commitments/ Actions (SPEKs)/ Follow-up

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2. Strategic planning & execution


Module 2In module 2 we ask why strategy is rarely executed well in todays complex world.Participants will use a case study or real data provided by you to look at issues suchas cross-functional alignment and ensuring execution priorities are consistent withstrategic intent.

We will use our strateic planning framework, SPEKs, to help participants identifywhere gaps exist in strategic thinking, planning & execution and how to set goals

and targets with clear individual & team accountabilities. We will also help themrecognise the responsibility they have to support others in the achievement of theirgoals.

BenefitsuThe ability to align goals with high level strategy and set the right targets

uParticipants will learn the fundamentals of analysing markets, assessing

opportunities and developing strategic intent with plans to support

uHow to build cross-functional alignment and resolve conflicts

uDevelop problem solving and effective team skills

uEffective communication of strategy deep in the organisation

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2. Strategic planning & execution


Day 1u Situation analysis - Market review/ Competitior assessment/ SWOT

u Opportunity assessment - Value pools/ SWOT

u SPEKs principles - Vertical & horizontal alignment/ Strategy definition/ Cultural alignment

u Case study introduction - Situation analysis/ Opportunity assessment workshop

Day 2u Defining Strategic intent - What are our pillars? Shift from AS-IS?

u Articulating the plan - How will we deliver the strategy? Are processes clear?

u Execution priorities & responsibilities - Goals & targets

u Consequences for Performance Management - KPIs/ Accountabilities

SPEKs

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Module 3In module 3 we will look at leadeship from an organisational and an individualperspective. Using the ACE of Diamonds tool, participants will be answering thequestion WHY shared leadership behaviours & organisational practices are so criticalfor successful execution of strategy.

At an individual level the participants will be using our LeaderQ application, helpingthem understand their own leadership style & expectations from boss/ peers/

subordinates.

During the program we will challenge your leaders to consider leadership situationallyand culturally, with the basic assumptions that one perfect leadership style does notexist and that tolerance of anti-behaviour can destroy a positive leadership culture.

Benefitsu Clarity on how leadership behaviours impact organisations and how they can help

or hinder the execution of strategy

u Understanding of leadership behaviours through cultural experience anddefining the leadership behaviours necessary for strategic execution

u Understanding of individual leadership style and ability to lead change

u Gaining support of coach / mentor on individual development journeys

3. 21st Century Leadership

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3. 21st Century Leadership

Day 1u LeaderQ review of group profile/ culture types

u Our leadership (AS-IS) compared to strategic goals

u Delta (TO-BE behaviours) for organisation

u Introduction to leadership types one 2 one (situational); one 2 group (team); one 2 many (cultural)

Day 2u ACE (Behaviours) feedback session

u redpill Change leadership model

u Organisational change agenda

u Personal Delta - Commitments/ Feedback

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redpill contact

redpill consultingwww.redpillconsulting.eu

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Kevin

m: +48 535 050 947e: [email protected]

Majam: +48 603 050 947

e: [email protected]
mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=

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