管理咨询-给某移动公司做的相关人力资源报告（英文PPT101.pptx 103页

CHINAMOBILE(HK)LIMITEDHumanResourceStrategyShanghaiFebruary15,200XTHEBOSTONCONSULTINGGROUP CONTENTHypothesesonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs THEEVOLUTIONOFTHEMOBILEMARKETWILLCREATEMAJORSTRAINSONHUMANRESOURCESHistorically,thegrowthchallengehasbeensimpleServepent-updemandwithonebasicproduct“Buildthenetwork,activatesubscribers,collectthepayments”IncreasingcompetitionandnewtechnologiesmeandramaticchallengesTremendousemphasisonmarketingandsalesIntensewarfarerequiringstrategyandtacticsIncreasingimportanceofcustomerrelationshipmanagementandserviceTheneedtodeveloppartnershipsandcreatenewbusinessesIncreasingpressureontechnicalabilities--broaderdefinitionoftechnologyIncreasingpressureonoverallcostpositionandproductivityNeedforcommercially-drivenseniormanagement,workingasateamThesestrainscreateaneedforafundamentalrethinkofHRstrategy WITHOUTBUSINESS-DRIVENINPUT,ANHRSTRATEGYDEVELOPMENTEXERCISEWILLFAILThestrategicchangesinthemobilemarketbringrevolutionarychange,notevolutionarychangeOnedominantfactoristhatthesechangeswillrequiretherapidcreationofentirenewjobfamilies,andrapidchangeintherequirementsofexistingjobfamiliesAsaresult,theoverallpeoplemixofthecompanywillbedramaticallydifferentinthefuturethanitistoday.Themixwillalsobequitedifferentthaneitherthe“typicalPRCcompany”orthe“typicaltelco.”Therequiredpaceofchangewillalsobequitedifferent.AnHRstrategythatfailstotakethisintoaccountwillalsofail.IftheHRstrategyfails,thenthecompanywillfail.WrongskillstofacethefuturecompetitivethreatWrongoverallcoststructureThebestemployeesleavingtojointhecompetitorsMajormissedopportunitiestoformnewbusinessesandpartnershipsAtraditionalHRconsultingfirmwillnothaveaclearviewonthestrategicchangesTheirmodelswillbebasedupon“typicalPRCcompanies”and“typicalglobaltelcos.”Neitherwillbesufficient,andbothwillhavemajorflaws. CONTENTHypothesesonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs ThecellulartelephonemarketinAsia–inparticularinChina–willcontinuetoshowstronggrowthAsaresultofthisgrowth,thedynamicsofthemarketwillbeincreasinglystrongandwillaffecttheHumanResourcestrategyofChinaMobileBCGhasdevelopedanintegratedHRStrategyFrameworkthatwilllinkexternalmarketfactorstotheinternalrequirementsoftheorganizationWehavesubsequentlyoutlinedbothourHRStrategyFrameworkaswellassomeinitialanalysesonthemostrelevantexternalfactors–specificallytheseare:WTOCompetitionTechnologyBusinessMigrationCustomerServiceCHINAMOBILE’SHUMANRESOURCESTRATEGYWILLBEAFFECTEDBYAPOWERFULSETOFMARKETFACTORSSummaryofsubsequentProposalSection Summary STRONGGROWTHINCELLULARTELEPHONYINASIA...Asia-PacificCellularSubscribers,1990-2000CellularSubscribers(M)AnnualGrowth~75%AnnualGrowth~40%Note:TheAsia-PacificregionincludesthecountriesofNortheastAsia,SoutheastAsia,SouthAsia,theislandsoftheWesternPacific,AustraliaandNewZealand.Assumesdecreaseinrevenuepersubscriberof5%perannumbetween1996and2000.Source:InternationalTelecommunicationsUnion,MerrillLynchRevenue(US$B)347111727516889118156Asiaclaims36%oftheworld’scellularsubscribersby2000 ...ANDINPARTICULARINTHEGREATERCHINAREGIONChinaCellularSubscribers,1991-2000CellularSubscribers(Mn)AnnualGrowth~170%AnnualGrowth~86%Source:CCID0.050.1770.6381.573.636.8513.2324.9843.875CellularSubscribers(Mn) GREATERCHINAWILLREPRESENTANINCREASINGLYLARGEANDYNAMICMARKETINASIANote:Sub-regionalgroupingsincludeSouthAsia(India,Pakistan,Bangladesh,SriLanka),GreaterChina(China,Taiwan,HongKong,Macau)andSoutheastAsia(Brunei,Cambodia,Indonesia,Laos,Malaysia,Myanmar,Philippines,Singapore,Thailand,Vietnam)Source:InternationalTelecommunicationsUnionJapanAustralia/NewZealandSoutheastAsiaGreaterChinaKoreaSouthAsia0.28.5370.51777GreaterChina(M)TotalANJTotalAsia-Pacific(M)1.233125DistributionOfAsia-PacificCellularSubscribers NEWBUSINESSCHALLENGES,WITHMAJORHRIMPLICATIONSWILLFACEMOBILEPLAYERSINCHINAUpcomingbusinesschallengeEmphasisonmarketingandsalesandintensewarfarerequiringstrategyandtacticsIncreasingimportanceofcustomerrelationshipmanagementandserviceTheneedtodeveloppartnershipsandcreatenewbusinessesIncreasingpressureontechnicalabilities--broaderdefinitionoftechnologyIncreasingpressureonoverallcostpositionandproductivityNeedforcommercially-drivenseniormanagement,workingasateamHumanresourceimplicationsThecreationofnewjobfamilieswitharangeofnewskillsandtalentsTheneedforaclearviewofhowmanynewemployeesareneededineachjobfamilyoverwhattimeframeAnunderstandingofwhatitwilltaketoattract,train,integrateandretaintheseemployeesAnviewoftheneworganizationalstructuresandprocessesthatareneededAviewontheimplicationsfortheexistingworkforce,intermsofproductivity,changingjobdefinition,andretrenchmentAviewofthenewstrategicroleofHR,andtherequiredHRcapabilities FIVESPECIFICMARKETFORCESWILLCHALLENGETHEHRSTRATEGYGOINGFORWARDPerformancemanagementRequirementdefinitionSourcing&placementEmployeedevelopmentLeadership&cultureWTOCompetitionTechnologyBusinessMigrationCustomerServiceExternalfactorsaffectingtheorganizationBCGhumanresourcestrategyframeworkBCGHRstrategyframeworklinksexternalmarketfactorstointernalorganizationalrequirements21543 DETAILOFMARKETFACTORSIMPACTINGHRSTRATEGYWTOwillfurtheropenthemobilephonemarketDefinedtimetableestablishedNewforeigninvestmentOpenwirelineservicesin6yearsRegionalmarketpositionswillcomeunderpressureRapidintroductionof3GtechnologystandardsTraditionalbordersbetweenbusinesseswillchangeCustomervaluepropositionwillmigrateUnicomalreadygrowingfast3rdoperatorlikelytobeallowedintomarketbygovt.Transitionfrom2Gto2.5Gordirectlyto3GRapidgrowthinwirelessdataservicesWirelessdataallowsgreatershareofwalletTelcoandmediavaluechainsaremigratingChangingsuccessfactorsovertimeBasisofcompetitionshiftstocustomerserviceInternationalHRpracticeswillhavegreaterimpactasforeigninvestmentincreasesIncreasedpressureonemployeeretentionfromentryofnewplayersIncreasedcompetitionfortechnicallyqualifiedstaffNewcapabilityrequirementsaroundserviceandproductdevelopmentIntroductionofcustomerserviceasacoreskillforworkforceWTOCompetitionTechnologyBusinessMigrationCustomerService12345 Externalfactorsindetail CHINA’SWTOAGREEMENTINCLUDESSPECIFICPROVISIONSFORFOREIGNINVESTMENTINTOTHECELLULARMARKETUponWTOaccessionWithin1yearofaccession(originallywithin3yearsunderUSdeal.AcceleratedbyEUagreement)Within3yearsofaccession(originallywithin5yearsunderUSdeal-acceleratedbyEUagreement)BeijingShanghaiGuangzhouChengdu,Nanjing,Xiamen,Chongqing,Ningbo,Xi’an,Dalian,Qingdao,Taiyuan,Fuzhou,Shenyang,Wuhan,Hangzhou,ShenzhenAllregionsUpto25%Upto35%Upto49%MarketwithCMCCpresenceSource:USTraderepresentative,EU,GoldmanSacksreport,BCGanalysisTimelineAffectedregionalmarketsForeigninvestmentallowedForeignplayeswantingtoinvestintheChinesemobileindustryhavetoinvestinexistingoperatorsWTO ATHIRDLOCALPLAYERISLIKELYTOENTERTHEMARKETINADDITIONTOFOREIGNCOMPETITORSCMCCUnicom3rdplayer+IntensifyinternalcompetitiontostrengthenlocalplayerOpeninguptoMNCsCompetitionwillbeintensifiedforCMCCandUnicomevenbeforeforeignplayersenterMNCMarketCNCApprovedCMCCandUnicomtogoIPOinoverseasmarketstoraisecapitalAwardedGreatWall’sassets(formerPLAownedcellularoperator)toUnicomThirdcellularoperatorlicenseisexpectedtobeissuedanditiswidelyanticipatedthatChinaTelecomwillbethecandidatePLA:PeopleLiberationArmyGovernmentactionssofar...Governmentplansgoingforward...WTO TELECOMOPERATORSELSEWHEREHAVEBEENHITHARDASCOMPETITIONINTENSIFIESSource:MerrillLynch,BCGanalysisSmarToneinHongKongCellnetintheUKSmarToneshareofnewsubscribersCellnetshareofnewsubscribers9/966monthslater3/96OneYearLaterImpactedbylaunchofcompetitor’sCDMAserviceImpactedbycompetitor’simprovementofnetworkcoverageandqualityWTO CURRENTLYCMCCDOMINATESTHEMARKETBUTCHINAUNICOMGROWSFAST...CMCCcurrentlytheclearmarketleader...…butChinaUnicomcatchingupfastMarketshare(%)CMCCChinaUnicomOtherSubscribergrowthrate%UnicomCMCCSource:GoldmanSachsReport,BCGanalysisCompetition ...HOWEVER,UNICOMHASNOTBUILTUPANYSIGNIFICANTREGIONALSTRONGHOLDSSOFARMarketshareTotal#ofsubscribersChinaUnicomCMCCGuangdongZhejiangJiangsuLiaoningShandongFujianHenanShanghaiHebeiBeijingGuangxiTianjinHainan18%(1)(1)InCMCC(HK)’smarket,ChinaUnicomtookanaveragemarketshareof12%40%Competition ALTHOUGHTHEPERSPECTIVEOFSTANDARDMIGRATIONISVAGUE,CHINAISFASTAPPROACHING3G2G(28.8K/second)GSM(supportedbyEricsson,Nokia)PDCCDMAone(supportedbyQualcomm)3G(384K~2M/second)TD-SCDMA(supportedbyDaTang,Siemens)WCDMA(SupportedbyEricsson,Nokia,NITDoCoMo)CDMA20003X(supportedbyQualcomm)2.5G(64K~144K/second)GPRSCDMA20001XNow2000/20012001/2002ChinaEuropeJapanUSATechnology WirelessdatagrowthforecastsUSWirelessdatagrowthforecastsEuropeTHEADVENTOFWIRELESSDATAWILLDRIVEGROWTHServiceOfferingsWillBecomeMoreComplexAsaResultUserpenetration%(1)Userpenetration%(1)(1)OfTotalPopulationTechnology EXAMPLE:I-MODESUCCESSINJAPANHASINCREASEDSERVICEANDTECHNOLOGYDEMANDSONHRJava,SSLIMT-200018(Numberofusers,million)1614121086420Mar.31,1999Mar.31,2000Mar.31,2001Mar.31,2002Note:i-modeusersbaseduponDoCoMoforecast,web&e-mailusersfromNikkeiMarketAccessJan.1999Source:NikkeiNetBusinessMar.2000Mar.199920KusersMar.20004.8Musers(Actual)Mar.200110Musers(Estimate)Mar.200215Musers(Estimate)E-mailWebi-modeNumberofi-modeusersexceedthatofwebusersbySpring2001Technology ALONGWITHTHETECHNOLOGYDEVELOPMENTWIRELESSAIMSATALARGERSHAREOFWALLETMarketExample:Sweden(1)ThroughoperatorSource:SCB(SwedishStatisticalBureau);BCGanalysisandestimateOtherCommunicationRecreationHealth,transportandeducationHousingandfurnitureFoodandclothingOtherCommunicationRecreationHealth,transportandeducationHousingandfurnitureFoodandclothingOtherCommunicationRecreationHealth,transportandeducationHousingandfurnitureFoodandclothing1G2G3GOperatorOperatorSpecialserviceprovider(1)OperatorServiceprovidersContentprovidersRetailersMainrecipient:(%)(%)(%)Businessmigration TRADITIONALBUSINESSBORDERSCHANGE...Middlelayer/packagingInfra-structure/distributionNetworkdeviceUserdeviceBroadcasting/MediaTelecommunicationPC/InternetOthersContentFilmWebsite/e-commercePCsoftwareMobilephoneTelephoneGamingVisualAudioPChardwareSet-topboxTransmissionSatelliteCATVTerrestrialMobilecarriertodayPhotographyMappingCar(Navigation/ITS)BooksBroadcastingPortalValueaddedservicesInternettelephonyPBXSwitchLAN•WANequip-mentSecurityECrelatedISPECrelatedRadioLongDist-anceRegi-onalAcc-essBusinessmigration ...ANDTELCO&MEDIAVALUECHAINSAREMERGINGANDDECONSTRUCTINGASARESULTServiceprovisionAccessandtransferNetworkServiceproviderAServiceproviderBNetworkBContentAContentBContentCContentDNavigationNetworkPackagingIntegratedoperatorServiceproviders1G2G3GValuechaindevelopmentTypicalcharacteristicsPackagingNetworkOnesupplierLimitedservices(IN-type)ClosednetworkFewsuppliers(usuallyonecoveringwholerange)Limitedservices(voiceIN,basicvoiceandtextmessaging)MostlyclosednetworkwithsomeinteroperabilitySeparationbetweentransportandserviceinherentinarchitectureMultiplesuppliersineachregionTransportcommoditizedOpencommunicationstandardsbetweennetworksandservicesNetworkASource:BCGexperienceBusinessmigration MARKETSFOLLOWDISTINCTPATTERNSASCUSTOMERPENETRATIONINCREASES*Korea’sexceptionalforecastedgrowthattributabletoaggressivepromotionofCDMASource:InternationalTelecommunicationsUnion,BCGanalysisForecastedAnnualGrowth(1996-2000)(%)CellularPenetration(per100inhabitants)PHASEIHyperGrowthPHASEIIHighGrowthPHASEIIIModerateGrowthIndonesiaCambodiaPakistanChinaVietnamPhilippinesThailandMalaysiaTaiwanKorea*SingaporeHongKongNewZealandAustraliaIndiaCustomerservice ...ANDKEYSTRATEGYISSUESCHANGEOVERTIMECellularpenetrationSubscribergrowth(p.a.)CustomerprofileKeystrategyissues<3%>50%High-valueManagerapidexpansionBuildoutnetworkEstablishbasiccompanyinfrastructureandprocessesCapturemaximummarketshare<10%~40%Medium-valueAcquireandretainthebestcustomersAchieveexcellenceinreliabilityandserviceBegintodifferentiateandsegmentcustomerbaseCultivatethebrand>10%<35%MassmarketIdentifyandownkeysegmentsofcustomerbaseForgestrategicpartnershipsforofferingsthatgobeyondtelephonyUtilizetechnologicalchangestrategicallytoowncustomersPhaseI:HyperGrowth“Getinthegame”PhaseII:HighGrowth“Masterthegame”PhaseIII:ModerateGrowth“Changethegame”Customerservice EXAMPLE:MIGRATIONOFHONGKONGCELLULARMARKETSmarTonewithSignificantCustomerServiceDevelopment(1996-2001)1996GreaterChinaroamingRealEstatemessageMobilefaxPrepaidserviceInternational(88countiesroaming)199719981999CNNnewsPrepaidcardroamingStockexchangeWAPbidGPRstest20002001PrepaidvoicemailAutomaticgreaterChinaroamingNorthAmericaroamingJapanroamingBankaccountmessageStockmessageserviceWAPserviceFutureoptionexchangeserviceMedicalonlineWAPbookstoreInterna-tioanlroamingtollfreeNo.WAProamingTechnicalValueaddedCustomerserviceCustomerservice CONTENTHypothesesonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs BCGHASANINTEGRATEDFRAMEWORKTOHRSTRATEGYTHATWILLBEAPPLIEDTOCHINAMOBILE’SPROJECTSummaryofsubsequentProposalSection HUMANRESOURCEMANAGEMENTMUSTBEDRIVENBYBUSINESSNEEDS...BusinessstrategyImprovedcompetitiveness&marketvalueCoreHumanResourceProcessPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesRequirementdefinitionSizingJobdescriptionOutsourcingSourcingandplacementRecruitmentPlacementTransfersEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTrainingLeadership&culture ...ANDFOLLOWTHROUGHASYSTEMATICPROCEDUREHRPlanningProcessImpactonjobcontentHeadcountplanningWhatimpactdothebusinessgoalshaveontheorganizationalstructure?Whatarethebusinessgoals?Definedgoals/agreedtargetsdowntojoblevelJobdescription,evaluationHRplanningintermsofquantityHRReviewat"other"divisionsAdditionalanddisappearingpositionsRetirementsTransfersTerminationsResourcemanagementHRplanningintermsofqualityWhatrequirementsarethereforthetargetgroup?professionalpersonalHowwilltheserequirementsdevelop?Actualvs.plannedcomparisonTowhatextenthavethepresentandfuturerequirementsbeenmet?EmployeeportfoliosTrackingofnewemployeesEvaluationofpotentialSuccessorplanningCriteriacatalogforrecruitmentevaluation/assessmentResultsoftheevaluationandassessmentWhohaspotential?Forwhichposition(withindivision/cross-divisional)?When?Whichrequirementshavenotbeenmetyet?Whatmeasuresarerequired?Careerintentionofthepotentialcandidates(careerinterviews)ConsequencesTargetgroup-specificdevelopmentprogramsrecruitmentprogramsControllingtheexecutionofagreedconsequencesRecruitmentDevelopmentmeasuresCompensation STEPI:REQUIREMENTDEFINITIONLeadership&cultureAlignworkforceplanningtostrategicrequirementJobcategorySizebycategorySkills,behavior,capabilityrequirementbycategoryOngoingreviewingandaligningqualificationiscrucialSourcingandplacementRecruitmentPlacementTransfersPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesRequirementdefinitionSizingJobdescriptionOutsourcingEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining ALIGNINGQUALIFICATIONSWITHTHESTRATEGICREQUIRE-MENTSISTHEFUNDAMENTALTASKINHRMANAGEMENT1.Whatqualificationsdoestheimplementationrequireofyourstrategytodayandinthedaystocome?2.Whatcapabilitiesdoyouremployeescurrentlyhaveparticularlycomparedtoyourmaincompetitors?3.Doyouknowwhichgapsinyouremployeesqualificationsarecritical?4.Areyouusingsuitablemeasurestobridgeanystrategicgapsintermsofstaffqualifications?Challenge:MatchingstrategicrequirementsCurrentrequire-mentsCurrentqualifi-cationsConstantqualifi-cationsFuturerequire-mentsStrategicrealignmentJobcategoriesKeyquestions SEGMENTATIONANDPRIORITIZATIONOFJOBCATEGORIESKEYPARTOFWORKFORCEPLANNINGCompanyboundaryEachpatternedboxindicatesajobfamilyJobcategoryInternalorganizationExternallaboursourcesManagementEngineersTechniciansOperatorsAccountrepsServicerepsClericalR&DEngineeringOperationsSalesCustomerserviceContractorsTemps SKILLREQUIREMENTDEFINITIONISBASISFORFURTHERHRACTIONPersonalityLeadershipskills•Abilitytolearn•Commitment•Integrity•Stressmanagement•Targetsetting•Problemsolving•Resourcemanagement•RolemodelRecruitingSelectionEvaluationDevelopmentOutplacementSocialskills•Interpersonalskills•OptimisticrealismProfessionalskills•Productknowledge•Salesknowledge•Marketknowledge•EntrepreneurshipSkillrequirements STEP2:SOURCINGANDPLACEMENTRequirementdefinitionSizingJobdescriptionOutsourcingWorkforceplanningandstaffingprocessresultinrecruitingneedsRecruitingshouldconsiderallpossiblechannels/approachesInternalpoolcanbeanimportant/sourceoftalentRecruitingprocesscanberefinedtomatchupwithbestpracticeSourcingandplacementRecruitmentPlacementTransfersLeadership&culturePerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining ASTANDARDIZEDSTAFFINGPROCESSISCRUCIALCharacteristicsStandardizedprocesswithinyearStrategy-basedstaffingprocessBottom-upandtop-downprocessStaffingofhighpotentialsimportantissueEncouragementofindividualtalentsHighlyinteractiveprocessDecisiontakesinaccountBudgetsTalentsTechnology“Session1:Strategy”“Session3:OperatingPlan”“Session4:Compliance”“Session2:Organization/Staffing”“HRVision:Attraction,DevelopmentandRetentionofBestDiverseandGlobalTalent”StaffingprocessmightresultinrecruitingneedSource:InterviewsatGE RECRUITMENTSHOULDCONSIDERALLPOSSIBLECHANNELSPotentialcandidatescoveredbyHRReview?RecruitmentchannelsRecruitmentchannelsInternalrecruitmentExternalrecruitmentResultsoftheHRReview(successorplanningundrecruitmentdecisions)InternalvacancylistYesNoHRReviewresultsforowndivisionOwninformalevaluationofpotentialHRReviewresultsforotherdivisionsDiscussionofpotentialwithotherdivisionsJobadsLaborofficesEducationalinstitutionsHeadhuntersUniversitycontactsInternshipsDoctoratesFoundationsJobexchangesRecommendationsRecruitmentoftemporaryworkersSelectionprocessMethodsPaperscreen/applicationformInterviewsACWorkshopsPresentationsSampleworkTestsPeopleinvolvedLinesupervisorsHRdepartmentCo-workersExternalsAidsCriterialistsInterviewguidesObservationsheetsSelectionmodelRecruitmentmarketingconceptInternalresourceshastobegivenafairchance MISTAKESANDBESTPRACTICEINRECRUITINGTypicaltrade-offsTypicaltrapsBestpracticeGoalFillthejobquicklyvs.taketimetofindthebestcandidateMissidentifyingthecriticalpositionsHirethefirstbestcandidateinsteadofwaitingfortherightoneProvidethenumberandqualityofemployeesneededtomeettheshort-andlong-termbusinessgoalsResourcesIncludetherightpeopleintheselectionprocessvs.investlittletimeininterviewsToomany,andthewrong,interviewerswhocannotcometoadecisionThoseresponsibleforlinemanage-mentalsoresponsibleforrecruit-mentandhiring–HRprovidessupportProcessExtensivesearchvs.restrictionsontimeandfinancesAwakentoohighexpectationsvs.beingtoohonestThemosthighlyqualifiedapplicantvs.theonethatfitsbestOverestimateexternalapplicants,underestimateinternalapplicantsWrongexpectationsleadtothepersonleavingagainsoonNeglect"follow-up"afterofferInternalapplicantshaveafairchanceApplicantsaregivenenoughinfor-mationtoknowwhethertoenterorexittheprocessApplicantsarenotselectedonthebasisofonlyexperienceandqualifications,butalsoonthebasisoftheir"fit"Thewholeprocessisoptimally"orchestrated"IntegrationinHRsystemTakealotoftimeforselectionofemployees,littlefortrainingCandidatesarenotsufficientlyrewardedortrainedSelectionofemployeeslinkedtoplanning,training,...EvaluationTimespentonevaluationvs.valueHighlevelsofinvestmentnotcheckedThesuccessofrecruitmentischeckedregularlySource:BCGanalyses STEP3:PERFORMANCEMEASUREMENTSourcingandplacementRecruitmentPlacementTransfersRequirementdefinitionSizingJobdescriptionOutsourcingLeadership&culturePerformancemeasurementRegularperformancemeasurementsystemtobeinplaceannualappraisal,mid-yearprogressreview360°feedbackPerformancecriteriavaryagainstbusinessobjectives,pre-determinedtargetagainstskillsetLinkpaytoperformanceCompensation/incentiveIncentivecompensationmodelsdifferalongwhoiseligiblebasisofreward;components,mix,targetsettingPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining REGULARPERFORMANCEMEASUREMENTSYSTEMNEEDSTOBEINPLACEOwnassessmentManager’sassessmentYearlycareerdevelopmentdiscussion(1)Eachindividualassesseshis/hercurrentlevelforeachcompetencyThemanagerassesseshis/heremployee’scurrentlevelforeachcompetencyDiscussionofcurrentlevelofcompetenciestoestablishdevelopmentneedscomparedtotargetprofileforcurrentand/orpossiblefuturejob(1)Appropriatealsotousethisoccasiontodiscussobjectives/resultsotherthanthoserelatedtocompetencies(2)Shouldagreementnotbepossible,twodifferentscoresarerecordedOutput:Agreed-uponCompetencyprofilefortheemployee(2)LinemanagementawarenessandownershipofdevelopmentneedsEmployeeinvolvementinowndevelopmentandcareermanagement BESTPRACTICESPERFORMANCEMEASUREMENTANDFEEDBACKObjectivesResourcesGoalsettingPerformancefeedbackEvaluationBestpracticesPerformancemeasurementandfeedbacksystemisdrivenbybusinessgoals-UltimatelystakeholdervaluecreationSystemisownedanddrivenbylinemanagement-HRfunctionsupportswithtraining,guidelines,andtoolsWhileobjectivesneedtobealignedwithstakeholderreturns,theyneedtobesuitableforthelevel/individual-needtobemeasurableandcontrollablebyemployees-needtoidentifyafew,significantobjectivesforeachemployeeGoalsstrikeappropriatebalancebetweenresultsandbehaviour-orientationCombinationoftop-downandbottom-upprocessensureseffectivecommunicationandtranslationofbusinessgoalsWrittenperformancecontractspecifiesafewcriticalgoalstobeusedinformalperformanceappraisalEachemployeeshouldreceiveformalperformancereviewatleastonceayearFeedbackshouldbeongoingandtimely,focusingoncoaching,notcontrolSupervisorsrequiredtosolicitmultiplesourcesoffeedback(upto360°)-self-assessment,supervisor,highersupervisor,subordinates,peers,externalandinternalcustomersNoforcedrankingofemployeesMonitoringofsystemquality,cost,andimpact(surveys,audits)-systemattracts,motivates,andretainsbetterperformance-systemiskeptsimpleanduser-friendlytominimisefullcosts APERFORMANCE-BASEDCOMPENSATIONSYSTEMINCLUDESTHREECOMPONENTS......andtheRequisiteShiftinWeightingComponentsCharacteristicsChangeinthesignificanceLong-termincentiveFocusonindividualcontributiontovaluecreationStockoptions+Short-termbonusFocusonshort-termtargetattainmentandindividualorteamperformancecontributions+BasesalaryToensurestandardoflivingandprovideforretirementOngoingvaluecreationisencouragedbylong-termincentives IndividualCountryspecificNon-financial•Dinner,theatre•RecognitionNon-aggressive•Small%salaryShort-term•MonthlySubjective•Supervisor’sopinionINCENTIVECOMPENSATIONDESIGNREQUIRESANUMBEROFIMPORTANTCHOICESParametersDimensionsCompany-wideOneglobalsystemFinancial•Partofsalary•BonusAggressive•Large%salaryLong-term•AnnualStatistical•Specifictargets-%salesDepartmentTeam/GroupRegionsL/TfocusS/TrewardEvaluationsystemRemunerationGroupUniversalityRewardtypeLeverageMeasurementandrewardtimeframeMeasurement BalancedfocusLong-termfocusonlyShort-termfocusonlyRewardspeopleinproportiontotheirrelativecontributiontobothshort-termprofitperformanceandlong-termbusinessdevelopmentIntegratesadvantagesofbothshort-andlong-termfocuswhilemitigatingtheirrisksChallengeistofindtherightbalanceBALANCINGOFLONG-ANDSHORT-TERMOBJECTIVESISIMPORTANTEnsuresallemployeesareencouragedtogivetheirbestatalltimesFacilitates“naturalshedding”ofpeoplewhoareineffectiveButwillbusinessbe“harvested”inshorttermanditslong-termviabilitythreatenedEnsuresachievementoflongtermorganizationalobjectivesFostersdevelopmentofculturethatcansustainlongtermbusinessperformanceButdoesbusinesshavebigenough“bank”tosurviveshorttermandreaplongtermrewards? SETTINGVALUE-BASEDGOALSLAYSTHEFOUNDATIONFORINCENTIVECOMPENSATIONSYSTEMSGoalsofvalue-basedincentivesystmesSimplebasicprinciple……acrossalllevelsBreakdownthetargetsystematalllevelsEnsurethatmanagersarehighlymotivatedStrongerfocusonmanagementperformanceLong-termimprovementofshareholdervalueHarmonizinginterestsofmanagementandowners/shareholdersMeasurevaluecreationRewardvaluecreationSetvalue-basedgoalsDecideonbasisofvalueCapitalmarketGroupSBURegion/function/productOperativelevels STEP4:EMPLOYEEDEVELOPMENTSourcingandplacementRecruitmentPlacementTransfersRequirementdefinitionSizingJobdescriptionOutsourcingLeadership&cultureShareresponsibilitywithemployeeforcareermanagementStructurewaysforemployeestounderstandtheirroleandexertinfluenceontheprocessForhighpotentialkeyemployeeTailortrainingtohighperformingemployeeIdentifysuccessorcandidatesinadvanceoftheneedthroughregularreviewofsystem-widetalentPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining PERFORMANCEMEASUREMENTPROVIDESVALUABLEINPUTTOCAREERDEVELOPMENTDECISIONSMaintaincurrentlevelofresponsibilityMaintaincurrentlevelofresponsibilityDevelopskillsforhigherlevelpositionsMovetoapositionoflowerresponsibilityManageoutMaintaincurrentlevelofresponsibilityMovetoamoresuitablepositionIncreaseresponsibilityincurrentpositionMovelaterallyDevelopinrelatedfieldsMovetoapositionofhigherresponsibilityMovetoamoreappropriatepositionthatmatcheshis/hercapabilitiesHighLowPERFORMANCELowHighPOTENTIALSTAGEOFDEVELOPMENTInmatureMature ITMAKESEMPLOYEEDEVELOPMENTBECOMESMOREINDIVIDUAL...Fromnon-differentiationandbroadtraining…Commonprofessionalandtask-orientatedtrainingCulturalchangeIndividualcoaching/Mentoring…toindividualandhighpotentialdevelopmentIndividualizedcoachingIndividualcoaching/MentoringCommonprofessionalandtask-orientatedtrainingCulturalchange TrainingcoursesforservicetechniciansTotaltrainingexpenditureSource:BCGprojectexperience...ALSOHELPSFOCUSINGTRAININGONCLOSINGQUALIFICATIONGAPSHighpriorityAveragepriorityLowpriorityCurrentareascoveredbytrainingBasedonstrategicrequirementsandthesizeoftheresultinggapsinqualificationsTrainingexpend-iture(M$)TodayFutureDiscontinuetrainingcoursesCon-tinueNewtrainingcourses050ServiceprocessSecurityComplaintsmanagementPaymentarrangementsServicequalityProblemsolvingSmallLargeLowHighStrategicimportanceSizeofthequalificationsgaps SUCCESSIONPLANNINGISCAREERMANAGEMENTFORTHECOMPANY’SFUTUREEXECUTIVESCareerplanningstructureNeedtoensureadequatedepthinkeypositionsandmanagementcontinuityMustconsciouslydeveloppeoplefortheserolesHigh-potentialemployeesmustbereadilyidentifiedandmoreconsciouslydevelopedNeedtomaximizeskillsandopportunitiesingeneralCareersmustbeplannedandpreparedforatalllevelsinthefirmSuccessionPlanningStandardCareerPathPlanning(PerformancePlanningAndReviewProcess-PPR)Sources:Holden-HR/40023-03 ALTERNATIVELY,JOBMOVEMENTISALSOAVALUABLEDEVELOPMENTACTIVITYEspeciallyintheAbsenceofPromotionOpportunitiesLateralmovesorjobrotation,toprovidethechancetolearnnewskills......Andevendownwardmovementforemployeeswhowanttoswitchfieldsentirely...Orspecialassignments,tofurtherstretchtheirexperience... STEP5:LEADERSHIP&CULTURESourcingandplacementRecruitmentPlacementTransfersRequirementdefinitionSizingJobdescriptionOutsourcingLeadership&cultureEnsureleadershipisinplaceatvariousmanagelevelstofacilitatetheHRprogramsandpracticeItiskeytoimplementtheHRconceptsItisintegratedaspartofperformancereviewPracticeandcollaborativecorporatecultureintegratetheHRprogramsPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining "GOOD"LEADERSHIPPROMOTESSUCCESSINALLHR-DIMENSIONSDevelopmentconsequencesAssessment/EvaluationIntegrationRecruitingHRPlanningSelectivelychoosingthemostefficientmeasureEnsuringefficientimplementationMonitoringsuccessFairlyandhonestlyassessing/evaluatingPointingoutareasforimprovementOfferinghelpRecognizingandsupportingpotentialCompletelyinformingandhelpingnewemployeewithfamiliarizationBeingarolemodelforleadershipprinciplesSettingcleargoalsCommunicatingresponsibilitesandcompetencesCloselyobservingFairlyandhonestlyevaluatingReliablyassessingthesuitabilityofinternalandexternalapplicantsskillprofilepersonalityprofileRecognizingeffectsofbusinessgoalsonpersonnelrequirementsquantitativequalitativeRecognizingchangesearlySystematicallyrecognizingqualificationneedsControlledHRmeasuresFirstselectionFairstartingchanceClarityImprovingqualificationSecondselectionStruturedsuccessionplanningExploitationofpotentialTargetedandefficientdevelopmentmeasuresTargetedrecruitingSelectionoftherightapplicantForcompanyandemployeeInformationbaseforHRplanningtargetedandefficientdevelopmentmeasurescompensationKeepskillleveluptodateDevelopskillsSelection(terminationofemployment)Demand-orientedprovisionofhumanresourcesWhatis"good"leadership?Whateffectsdoes"good"leadershiphave? LEADERSHIPCAPABILITIESAREINTEGRATEDINTOPERFORMANCEREVIEWSATHIGHPERFORMINGCO.BCGBestPracticeBenchmarksGE:“Walkthetalk”Motorola:leadershipcontractsSupport/trainPromoteEliminateFixoreliminateYesSharevaluesNoNoYesBusinessperformanceSharedvalues/leadershipcharacternecessaryforpromotionKeyingredientinperformanceevaluationUltimatelywillbetiedtoincentivesContract:LegacyPeople/integrityCustomers/competitorsCreativityCounterintuitivethinkingBoldnessHistoricalexamplesMypastexamplesMyfuturecommitmentsMotorolamuseum>$100MAsiainvestmentIridiumsatelliteprojectColoredpagersCellularphones ALONGWITHLEADERSHIP,CORPORATECULTUREISCRUCIALTOINTEGRATEHRPROGRAMSCommonCharacteristicsOfCulturesOfHighPerformanceCompaniesStrongcustomerfocusorientationProactivepursuitofimprovementHightrustbetweenmanagementandemployeesEffectivetopdown,bottomupcommunicationHighemployeeinvolvement/empowermentCollaborationacrossboundaries CONTENTHypothesesonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs THEPROJECTTASKISSIGNIFICANTANDWILLREQUIRESEVERALPHASESOFWORKSummaryofSubsequentProposalSection Specificissuestobeaddressed:ImpactofWTOonChinaMobile’sHRstrategyEffectiveorganizationaldevelopmentjobgradingandcareerdevelopmentstructurerecruitingandjobrotationstrategyappraisalandperformancemeasurementsystemsorganizationalcapabilities,learningandtrainingagendaCreatingacompetitivecompensationsystempayprogramsincentiveschemesbenefitprogramsOURUNDERSTANDINGOFYOURREQUIREMENTSProjectobjective:EnhanceChinaMobile’shumanresourceprogram&practiceDevelopacommittedandcompetentworkforcetoimproveChinaMobile’scompetitiveness SPECIFICPRIORITIESANDCONCERNSYOUHAVERAISEDWhatwehaveheardfromyousofar...(1)Corporatepriorities:HRdesigntoreflectmarketdynamicsandexternalpracticesHRdesigntofocusongeneralframeworkorbackbonestructureHRdesigntobepracticalConcernsofcurrentHRpracticeIncreasingturnoverofqualitytechnician?IncreasingneedsofmarketingandservicecapabilitiesCareerpathsnotclearenough?Trainingmaynotalwaysalignedwithdevelopmentneeds?...andhowweintendtoaddresstheissue(1)ThroughinitialconversationwithChinaMobileHRDepartmentThroughbothourglobalHRaswellasourglobaltelecomstrategyexpertiseandresourcesProposalfocusisaHRstrategy,withdetailingandimplementationtobedoneinsubsequentphasesOurHRpracticehasbothconceptualandoperationalexpertiseinallrelevantareasCurrentandpotentiallyfurtherspecificconcernswillbeembeddedintotheprojectplanuponcompletionofStrategyReview BCGWILLINITIALLYFOCUSONTHEHRSTRATEGYDEVELOPMENTPHASEOFTHEPROJECTRoll-outandimplementationHRstrategydevelopment&implementationpreparationDevelopmentofdetailedHRpolicies3monthstbd.tbd.Reviewexistingbusinessstrategy,deriveHRimplicationDesignoverallHRstrategyandpolicyframeworkDefineorganizationalresponsibilitiesandhigh-levelimplementationplansReviewofcurrentHRfunctionandpossiblerestructuringDetailedHRpoliciesbyBUandindividualemployeegroupCompensationstructureCareerdevelopmentplans...DesigntoolkitandHRpoliciestosupportimplementationPlanningofimplementationphasingandpotentialpilotprogramsOn-sitemonitoringandfacilitationofindividualHRprogramsandmeasurestoberolledoutTrainingandcommunicationprogramBCGprojectscopeImplementationpreparationStrategyreviewHRpolicyandprocess PROPOSEDPROJECTFRAMEWORKHRStrategyDevelopmentandImplementationPreparationImplementationpreparationStrategyreviewImpactofWTOentryExistingChinaMobilestrategyStrategicHRimplicationsPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesRequirementdefinitionSizingJobdefinitionOutsourcingSourcingandplacementRecruitmentPlacementTransfersEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTrainingLeadership&cultureConductHRauditOrganizationalresponsibilitiesRequiredimplementationstepsOrganizationcommunicationHRpolicyandprocessReviewofbusinessstrategy321 SUMMARYOFKEYDELIVERABLESBYPHASEKeydeliverablesFormatStrategyreviewandHRimplicationsReviewofChinaMobileHRpractice-GapofexistingpracticeandHRrequirementWrittendocumentPresentationManagementdiscussionStrategyreviewRequiredworkforcedefinitionRecruitingchannelsandprocessPerformancemeasurementsystemEmployeedevelopmentsystemWrittendocumentWorkshopHRpoliciesandprocessRoleofHRImplementationroadmap(ofselectedHRinitiatives)TrainingmaterialonnewHRconceptWrittendocumentPresentationImplementationpreparation123 PROPOSEDOVERALLPROJECTTIMELINEIndividualProjectPhasesMayVary1WeeksStrategyreviewHRpolicyandprocessImplementationpreparationCommunication3weeks5-6weeksSteeringCommitteeSteeringCommitteeSteeringCommittee3-4weeksSteeringCommittee23456789101112Kick-off PHASEI:KEYACTIVITIESStrategyreviewReviewofbusinessstrategyStrategicHRimplicationsConductHRauditKeyactivitiesAnalysisoftheimpactofWTOChinaMobile’sbusinessstrategyReviewofcurrentChinaMobilestrategywithkeymanagersStructuredworkshopwithkeymanagersandBCGtelecompracticeexpertsSummarizeandprioritizeHRstrategyimplicationsDefinefutureHRneeds(highlevel)basedonmarketforcesandbusinessstrategyIdentifygapbetweenstatusquosandfuturesrequirementsLocateandprioritizemainareasofconcernAssesscurrentHRpracticesandprogramsConductmanagementinterviewsonleadership,organizationandcultureConductpreliminaryHRauditMapexistingworkforcebyjobfamilyReviewavailableinformationregardingstaffcapabilitiesReviewexistingHRdepartmentfunctions1 PHASEI:DETAILEDPRELIMINARYWORKPLANWeek123ReviewofbusinessstrategyResearchandanalyzeimpactofWTOEngageBCGtelecompracticeexpertsStructuredinterviewswithChinaMobileseniormanagementonvisionandbusinessstrategyKeyworkstepsConductHRauditWorkwithHRDepttounderstandcurrentHRprogramsexistingworkforcebyjobfamilycurrentstaffsizeandcapabilitycurrentrecruitingpracticeandprocesscurrentpayprogramcurrentHRmanagementprocessInterviewkeyHRmanagementanddepartmentheadtounderstandemployee’ssatisfactionanddissatisfactionoftheHRprogramprioritiesofthedesiredHRprogramsroleofHRintheorganizationStrategicHRimplicationsSummarizeandprioritizeHRstrategyimplicationsDefinefutureHRneedsIdentifygapsandlocate/prioritizeareasofconcernDiscussresultswithkeymanagementModuleIModuleIISynthesis PHASEII:KEYACTIVITIESPerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentivesRequirementdefinitionSizingJobdefinitionOutsourcingSourcingandplacementRecruitmentPlacementTransfersEmployeedevelopmentJobgradingCareermanagementSuccessionplanningTrainingLeadership&cultureHRpolicyandprocessKeyactivitiesDefinitionofstaffingrequirementsStaffinglevelsforkeyemployeegroupssizeandtimingofrequirementRequiredcompetencies-...whatskillsandknowledgeisrequired-...bylevel,overtime-...high-leveljobdescriptionsDevelopmentofsourcingandplacementframeworkGapassessmentofactualvs.desiredworkforceIdentificationofkeyfactorsforattractingrequiredpeopleDefinitionofoptimalsourcingandplacementchannelsDefinitionofperformancemanagementsystemCompensationstructuredefinitionDefinekeyperformanceindicatorsbybusiness,introducebestpracticeexamplesDevelopmentoflinksbetweenperformance&incentiveschemes-fixedvs.variable,cashvs.stockoption,etc.DevelopmentofasystemicperformanceappraisalprogramOutlineofemployeedevelopmentprogramCareerplanningandmanagementdevelopmentscheme-defineclearjobgradingandsuccessionplanning-developflexibleortailoredcareerpathsTrainingandcoachingprogram-individualizeddevelopmentprogramstailoredtoneeds-trainingcourseswithfocusonclosinggaps,basedonstrategicrequirementsAlignleadership&culturevaluesAlignleadershipatvariousmanagementlevelAligncompanycultureandHRstrategyDevelopcommunicationandculturalchangeagendas2 PHASEII:DETAILEDPRELIMINARYWORKPLAN(I)Week4DefinitionofstaffingrequirementsIdentifyjobfamiliesandestablishprioritiesbasedonstrategicdrivers(usingstrategicworkforcedevelopmentmethodology)BenchmarkagainstbestpracticeandengageBCGtelecomexpertstodefinesizeandcapabilityofeachpriorityjobfamilyIteratewithChinamobilemanagementtoreachconsensusonpriorityjobfamiliesHighleveljobdescriptionofpriorityjobfamiliesDevelopmentofsourcingandplacementframeworkIdentifyinternalandexternalsourcingneedsbasedonthegapanalysisofcurrentandfuturejobfamilyneedsIdentifysourcingandplacementchannelsofpriorityjobfamiliesOptimizerecruitingprocessKeyworksteps56789DefinitionofperformancemanagementsystemCompensationstructuredefinitionDefinekeyperformanceindicatorbybusinessunitbasedonvaluecreationdrivertreeBenchmarkagainstbestpracticetodevelopsystematicappraisalprogrambymanagementlevelIteratewithChinamobilemanagementtoagreeontheKPIandappraisalprocessModuleIModuleII PHASEII:DETAILEDPRELIMINARYWORKPLAN(II)Week456789Developmentoflinksbetweenperformance&incentiveschemesDefinecomponentsandmixofcompensationforselectedkeypositionsDevelopshort-termandlong-termincentives(underrestrictionsofcurrentPRCregulation)Benchmarkcompetitorsonpaylevel&incentivesDiscusswithmanagementtoformagreementonthecompensationdesignDefinemethodologytodevelopvalue-basedtarget-settingKeyworkstepsOutlineofemployeedevelopmentprogramDefinejobgradingandsuccessionplanningforkeypositionsProvidecareerdevelopmentoptionstomeetwithemployee’sneeds,skillsetandpotentialDefinetrainingneedsbasedoninputfromperformancemeasurementandfuturecapabilityrequirementAlignleadership&culturevaluesBenchmarkbestpracticeoncultureandleadershipDefinedesiredleadershipbymanagementlevelandculturecharacteristicsforChinaMobileInterviewwithmanagementtoidentifygapstobeclosedModuleIIModuleIII PHASEII:KEYPROJECTMETHODOLOGIESMethodologiesandtoolstobeusedStrategicworkforcedevelopmentRequirementdefinitionKeyactivitiesSourcingandplacementCapabilityrequirementmatrixSkillassessmentdatabasePerformancemanagementValue-creationdrivertreeIncentivenavigatorEmployeedevelopmentSkillassessmentdatabase EXAMPLEOFPROJECTMETHODOLOGY(I)StrategicWorkforceDevelopmentStep1:AssessdriversIdentifyandevaluatebroaderdriversofchangeinthework-forceStep2:SegmentIdentifyjobfamiliesandestablishprioritiesStep3:DefineneedsForeachpriorityjobfamily,definecurrentandfutureneeds•Skills•Size,mix•Groupcapabilities•BehavioursStep4:EvaluateapproachesEvaluateapproachestoachievingneededjob-familycapabilities•Recruiting,training,jobsandcareerstructuring,outsourcing,etc.Assesseffectiveness•Cost,timeliness,easeofimplementationStep5:DefinestrategySynthesisebestmixofapproacheswithinandacrossjobfamiliesDeveloprecommendationsforoverallwork-forcestrategyStep6:InitiateactionDevelopanactionplanandestablishaccountabilityforimplementationandresultsPhaseIPhaseII EXAMPLEOFPROJECTMETHODOLOGY(II)CapabilityRequirementMatrixAreasofrequiredchangeresultinsourcingandplacementneeds(1)Basedonoverallskillcomposite-40-30-20-10010203040OperatorsPurchasingagentsOperationsmgt.MaintenancetechsEngineersTechnicians-1SalesrepsCustomerservicerepsComputerprogrammersClerksNochangeReducedskillsIncreasedskillsRelativechangeinrequiredskills1990-2000(1)Technicians-2Changeinsize(%,1990-2000)500employeesin1990Sourcingneeds EXAMPLEOFPROJECTMETHODOLOGY(III)SkillAssessmentDatabaseHiringintheSkillAvailabilityCost/efficiencyofscreenFitwithotherrecruitingTimerequiredvs.urgencyofneedChurnrateinexistinggroupOutsourcingtheSkillAvailabilityMonitorabilityCostTaskinterdependenceConfidentialityTrainingintheSkillTrainable?EmployeetimeTrainingresources,costsTaskinterdependenceWorkforcesize,mixEmployeeskillsOut-sourcingHiring/recruitingRetentionPerform-ancemeasure-mentCompen-sationTrainingCareermanage-mentSizingJobdefinitionsRewardsPlacement/transfersSuccessionplanningSourcingandplacementPerformancemanagementEmployeedevelopmentRequirementdefinition EXAMPLEOFPROJECTMETHODOLOGY(IV)IncentiveNavigatorKeyelements•Measurement•Referencebaseofvaluecreation•Valuecreationmix•Definitionofvaluecreation•Sizeofprofit•Sizeofloss•Profit/lossdevelopment•AmountofinvesmentLeveloftheincentive•Strikeprice•Minimalinterest-bearingperiod•Paymentbyinstallments•Extensionofinvestmentperiod•ImportanceoftaxprogressionPaymentValuecreationOptionsOnlyinternalvaluecreation(CVA)Onlyexternalvaluecreation(stockmarket)InternalandexternalvaluecreationAbsolutevaluecreationRelativevaluecreationtolong-termvaluecreationRelativevaluecreationtoindexOnlybusinessareasOnlygroupGroupandbusinessareasPriceincreaseDividendsPriceincreaseanddividendsNocapWithcapLoss=investmentLoss>investmentLoss>investmentwithfloorProportionaltovaluecreationHigherthanvaluecreationLowerthanvaluecreationFixedVariablewithinternalvaluecreationVariablewithexternalvaluecreationFixedVariablewithinternalvaluecreationVariablewithexternalvaluecreation3years5years10yearsX%peryearFreechoiceFreechoiceNoinstallmentsNoextensionNotimportantImportantVeryimportant PHASEIII:KEYACTIVITIESImplementationpreparationKeyactivitiesDefinerolesofHRdepartmentandlinemgt.insupportingthenewHRagenda(initiativesandprograms)DefinespecificleadershipaccountabilityatvariouslevelsoforganizationtodriveinitiativeandchangeCommunicateanddiscussnewHRagendaandstrategywithkeymanagementCreatehigh-levelimplementationplansDefinecriticalmilestonesandtrackingmeasuresPrioritizeimplementationsequenceanddefinepotentialpilotregions/departmentsorprogramsDefinecommunicationagendaandcommunicationtimelineDesignandconductspecificcommunicationworkshopandtrainingwithprojectteamandselectedseniormanagementDefineorganizationalresponsibilitiesforHRagendaDetailrequiredimplementationstepsInitiatecommunicationofnewHRprogramswithinorganization3 PHASEIII:DETAILEDPRELIMINARYWORKPLANWeek101112DefineorganizationresponsibilitiesforHRagendaDiscusswithHRmanagementandselectedlinemanagementtounderstandissuesandchallengesDefineresponsibilityandaccountabilityforHRdepartmentandlinemanagementinHRinitiativeimplementationDefinespecificleadershipaccountabilityatvariouslevelsoforganizationtodriveinitiativeandchangeKeyactivitiesDetailrequiredimplementationstepsCreateimplementationplansforeachHRmeasureand/orprogramDefinecriticalmilestonesandtrackingmeasures(KPI’s)PrioritizeimplementationsequenceDiscusswithChinaMobilemanagementpotentialpilotregions,departmentsorprogramsIntegrateoverallimplementationplanModuleIModuleIIInitiatecommunicationofnewHRprogramswithinorganizationDesigntrainingmaterialonnewHRmanagementmethodologyandstructureConductinterviewsandworkshopswithkeymanagement,theHRdepartmentaswellastheprojectteamoncommunicationofnewHRstrategyModuleIII PROPOSEDOVERALLPROJECTSTRUCTURESteeringCommitteeBUManagers(tbd)JiWeiAdelineLawJohnP.Wong/JimHemerlingProjectmanagementChinaMobileteamleaderBCGManagerBCGSpecialists(1)GuntherSchwarzMaryBarlowJuttaFrankeDavidC.MichaelTelecom100%ProjectTeamChinaMobileteammembersBCGProjectLeaderBCGconsultants100%300%(1)SpecialistscanbebroughtintotheprojectonspecifictopicforadefinedperiodBCGPracticeGroupsOrganizationTelecommunicationsCorporateDevelopmentResearchSupportHR PROPOSEDPROJECTSTRUCTUREBYPHASEImplementationpreparationStrategyreviewHRpolicyandprocessSteeringCommitteeProjectTeamChinaMobileBCGProjectLeaderBCGconsultantsBCGconsultantstructuredalong#ofstrategicissuesProjectmanagementSteeringCommitteeProjectmanagementWorkforceplanningChinaMobileBCGPerformancemanagementChinaMobileBCGOrganizationdevelopmentChinaMobileBCGSteeringCommitteeProjectTeamChinaMobileBCGProjectLeaderBCGconsultantsBCGconsultantstructuredalong#ofHRinitiativesselectedandtobeimplementedProjectmanagement123 OURWORKINGSTYLEWorkingCloselyWithClientsRegularmeetingswithtopmanagementtoreviewproject,discussresultsandobtaininputCloseworkingrelationshipwithallrelevantbusinessunitmanagersParticularlyforbusinessstrategy,organizationstructure,HRpolicesandprocess,etc.andotherrelevantinformationAprojectleaderfromCMCC(50%timecommitment)wouldbeveryhelpfulFullparticipationofrelevantmanagementininterviewsandworkshopsPresenceActiveparticipation CONTENTHypothesisonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproach,structureandbudgetBCGqualificationandexperienceAppendixSelectedCVs BCGiswidelyrecognizedasaleaderinstrategicmanagementconsultingBCGbringsinnovativethinkingandextensiveexperienceinbothHumanResourcesandTelecommunicationsAsanearlyentrant,BCGhasstrongpresenceandlong-termcommitmenttoChinaWehaveoutlinedBCGqualificationsinthissection:BCG’sglobalandlocalpresenceHumanResourcesqualificationClientassignmentsforHRstrategyandmobilephonestrategyBCG’scaseexperienceinChinaBCGHASSIGNIFICANTQUALIFICATIONSINBOTHHUMANRESOURCESANDTELECOMMUNICATIONSSummaryofsubsequentProposalSection BCGISWIDELYRECOGNIZEDASALEADERINITSFIELD"TheBostonConsultingGroupisthemostinfluentialsourceofstrategicadviceworldwide."FinancialTimes"ThemostprofoundconceptualinnovationinmanagementconsultingoverthelastdecadeswasinitiatedbyBruceHenderson,founderofTheBostonConsultingGroupin1963."TheEconomist"Ilikesomeconsultants:thosewhomakeyouthink.TheBostonConsultingGroupisthemostinterestingoftheconsultingcompanies,becausetheyquestionfundamentallywhat’sgoingon."TomPetersAuthorof"InSearchofExcellence" Ourvaluesare:IntegrityRespectfortheindividualClientscomefirstThestrategicperspectiveAddingvaluefortheclientWorkingwiththeclientExpandingtheartofthepossibleTrustInsightImpactTohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformanceTosparkbreakthroughideasforourclients,businessenterprise,andsocietyatlargeToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowth–therebyforgingalifelongbondOurmissionis:Theessenceofourbusinessis:OURCORECOMPETENCEISSTRATEGYDEVELOPMENT WEAREBOTHGLOBALANDLOCALFOROURCLIENTS48Offices:2,500ProfessionalsTorontoBostonNewYorkAtlantaDallasLisbonMadridParisLondonMilanZürichMunichFrankfurtHamburgMoscowHelsinkiStockholmAmsterdamBrusselsDüsseldorfBangkokKualaLumpurSingaporeJakartaShanghaiSeoulTokyoAucklandSydneyMelbourneBuenosAiresChicagoOsloWashingtonWarsawBudapestStuttgartViennaSãoPauloCopenhagenMumbaiMexicoCityMonterreySanFranciscoLosAngelesHongKong MostarelargeandsuccessfulMajorityamongthelargest1,000intheworldButverydiverseFromtheworld’slargestenterprisestofamily-runbusinessesSingle-businesstoconglomeratesGlobaltolocalCoveringvirtuallyallindustriesWithonethingincommon:desiretoimprovecompetitivepositionandachieveworldclassstatusintheirfieldIncluding:SixoftoptenairlinesworldwideTwooftopthreepharmaceuticalcompaniesThreeoftopfourautomobilemanufacturers(U.S.andJapanese)TwooftopfiveelectricalengineeringcompaniesSeveraloftoptentelecommunicationsandelectronicscompaniesTwooftopfivebanksTwooftopfivelifeassurancecompaniesFouroftopsevenforestproductscompaniesOURCLIENTSARELEADERSINTHEIRFIELD Organization/HumanResourceOperationalEffectivenessInformationTechnologyCorporateDevelopmentEnergy&UtilitiesHighTech/TelecomsIndustrialGoodsHealthcareConsumerGoodsandRetailFinancialServicesFunctionally-focusedIndustry-focusedE-CommerceINTERNATIONALPRACTICEGROUPSSUPPORTCLIENTWORKWITHFOCUSANDEXPERTISE 33.544.533.54WEDELIVERQUALITYANDRESULTSIndependentAssessmentofLeadingManagementConsultingFirmsActualqualitydelivered(1-5Scale)Source:KennedyInformationResearchGroup1999clientsurveyof558consultingteamsatover100firms.Perceivedquality(1-5Scale)ResultsexceedexpectationsResultsbelowexpectationsBCGATKDeloitteMcKinseyHewittKPMGHayE&YAAACBAHTowersPerrinMercerPWCBainADL WECOMBINEBUSINESSWITHHREXPERTISETODELIVERRESULTSBCGbringsthebusinessperspectiveintoHRmanagementCriticalinensuringthatpeoplepracticesarealignedwithstrategyEnsurebottom-lineimpactBCGapproach"hardens"the"soft"issuesassociatedwithHRStructuredmethodology,withquantitativebiasandanalyticalrigorWorkingcloselywithclienttogenerateownershipIdentificationofstrategicoptionsbasedonabetterunderstandingofbusinessdemandsandHRcompetenciesBCGspeedsupchangeandrealignmentprocessesPragmaticapproachtodeliverrapiddecision-makingprocessesApplyproprietarymethodologiestodiagnoseanddesignchangesNospecificHRaxetogrindBCGfocusesonbiggestopportunitiesandneedsforchange WEBRINGINNOVATIVETHINKINGANDEXTENSIVEEXPERIENCEINORGANIZATIONAL/HRSTRATEGIESPublicationofBCG’sthoughtsonorganization“CompetingAgainstTime”“CompetingonCapabilities”“ManagingChange:TheArtofBalance”“TheEncoreOrganization”“TheCasefortheCorp.Center”“ReengineeringandBeyond”“GettingItDone:NewRulesforSeniorExec.“TheActivistCenter”“TheMythoftheHorizontalOrganization”“OrganizingtheGlobalCompany”SBUsInitialprocessmanagementprojectsGlobalreengineering>250reengineeringassignments>150postmergerintegrations>75structuralassignmentsRoleofthecorporatecenterLargestpharmaPMIEst.organizationpracticeareaManagingoverlayorg.RoleofthecenterbenchmarkingStrategicleverageofHR:TheHRwheelValueaddedarchitectureHighlightsofBCGcaseworkBCGorganizationtoolkitOrganizationtoolkitStrategicworkforcedevelopmentChangemanagementtoolkitManagingcomplexity1970s1980s1990s SELECTEDRELEVANTWORLDWIDECLIENTASSIGNMENTSServicedeliveryimprovementCostreductionValuemanagement-basedcompensationReorganizationE-commerceDistributionStrategyBusinessstrategydevelopmentCostreductionDecreasingrevenuesCareerdevelopmentCorporateleadershipre-designCorporatecultureGrowthopportunityImproveCFROIProcessimprovementCompetitorbenchmarkingProcessre-engineeringB2BsupplychainintegrationStrategicworkforcedevelopmentCustomerserviceimprovementRe-engineeringprocessesValue-basedcompensationsystemReorganizationProcessimprovementPostmergerintegrationPMIGrowthopportunitiesProcessreengineeringBusinessstrategyStrategy/organizationDistributionstrategyReorganizeHRfunctionSupportimplementationstrategyReviewofcorporateservicesPMIProcessreengineeringRe-designofdistributionsystemRe-designofcompensationsystemIncreasetotalshareholderreturnDecliningmarketshareU.S.U.S.U.S.FranceU.S.U.S.U.S.U.S.JapanU.S.JapanAustraliaUKAustraliaU.S.U.S.U.S.U.S.U.S.GermanyU.S.GermanyJapanFranceUKU.S.U.S.UKCanadaUKUKGermanyAustraliaMalaysiaGermanyU.S.U.S.UKU.S.333333333333XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXIndustryCountryClientissuesRequirementsdefinitionSourcingandplacementPerformancemanagementEmployeedevelopmentHRstructureandfunctionPeopleplatformelementsTelecommunicationsHightechAirlinesIndustrialUtilities&EnergyPharmaceuticalMedicalFinancialServicesConsumerGoodsPublishing333333333XXXXXXXXXXXXX SELECTEDCLIENTASSIGNMENTOFORGANIZATIONANDHRSTRATEGIESINASIAClientProjectDescriptionAstartupformedbyaleadingAsiaTelcoAleadingChineseconglomerateAmajorHKindustrialcompanyAChinesepolicybankEvaluatecompany’sorganizationstructureDevelopincentivecompensationmodelDesignjobdescriptionofmanagementacrossorganizationDevelopanewcomprehensiveperformancemeasurementsystemDesignincentivecompensationschemeforseniorexecutivesincludingbasesalary,annualcashbonusandlong-termstockgrantDevelopperformancemeasuresystemandannualappraisalprocessInitiateimplementationoflaunchingnewcompensationschemeDevelopaneworganizationstructureandmanagementprocessDefinejobdescriptionofkeyexecutivesanddepartmenthandsDevelopkeyperformanceindicator DEEPKNOWLEDGEOFTHEASIAMOBILEPHONEMARKETSelectedCaseAssignmentForMobilePhonePlayersInAsiaClientProjectDescriptionAsianincumbentTelecomserviceproviderElectronicsconglomerateMobileoperatorElectronicsconglomerateMobileoperator3GstrategyUMTSlicensebidsupportGeneralstrategyworkwithmobilecommerceoverviewasoneofstrategicinitiativesM-portalstrategy(includingm-commerce)TwodaymanagementworkshoponthefutureofwirelessbusinessincludingmobilecommerceLaunchstrategyofwirelessmusicdistributionjoint-venture(JVwithNTTDoCoMo)StrategyfordemandcreationinthecorporatemobilecomputingmarketBranddevelopmentinmobilecomputingmarketforallhardware,software,andcontentcompaniesDetailedstrategyforwirelessdatafromanmiddlelayerfunctionorientationStrategyandbusinessplanforwirelessISPPrioritizeoptionsinmobilemultimediaspaceAlliancestrategyforfindingpartnerstocooperateinlargewirelessservicesofferingBusinessstartupofvisualmobilephoneserviceandofmobileservicesrelatedtolocationandGPStechnologiesIdentificationofnewserviceofferingsforhigher-speedwirelessdatanetworkSales/marketingstrategyfornewlineofthinserversandRAS BCGhasbeenworkinginChinasincetheearly1980sandestablisheditsfirstprojectofficeherein1987.OurHongKongofficeofficiallyopenedin1990Today,BCG’sGreaterChinapracticeconsistsofmorethan70professionalsplusmorethan50supportstaffinourHongKongandShanghaiofficesBoththeHongKongandShanghaiofficesaremanagedasanintegratedGreaterChinasystemforprojectstaffingandresearchThemajorityofourprofessionalstaffareChineseBCG’sChinapracticeisfullyintegratedwiththerestofBCG’sinternationalnetwork,buildingonourone-firm/one-partnershipbusinessmodelRoutinelyworkwithotherBCGofficesonvariousengagementsCanbringworldwideexperience,expertise,andintellectualcapitaltobeartoanyprojectinHongKongortheChinesemainlandLONGTERMCOMMITMENTTOCHINAANDHONGKONGBCG’sGreaterChinaOrganizationandResources BCGISANEARLYENTRANTINTOCHINAFirstConsultingFirmGrantedFullOperatingLicense798090BeganworkwithChineseenterprisesandgovernmententitiesBeganmajorassignmentsforChinesebusinessentities85BeganworkformultinationalcorporationsFormalopeningofShanghaioffice(firstmajorinternationalconsultingfirmwithlicense)InitialBCGvisitstoChinaExtensivecontactswithChineseofficials27professionalsinShanghaiOffice42professionalsinHongKongOffice9596Intensiveperiodofclientservice.Over100engagementstomultinationalcorporationsandlocalenterprises30-40%localenterprises60-70%MNCs979899BCGgrantedWOFEstatusinChina EXPERIENCEINCHINAACROSSEVERYINDUSTRIALSECTOROverviewofClientWorkInGreaterChinaForLast3YearsFinancialServicesOneof2StockExchangesinChinaMajorChinesecommercialbanksandNationalbanksOneoftheleadingglobalbanksTelecom&Hi-TechOneoftheleadingtelecomsinChinaMajore-commerceandtelecomplayerinHongKongOneoftheleadingfinancialwebsitesOneofthemajore-commerceincubatorsIndustrialGoodsLargeShanghai-basedappliancemanufacturerOneoftheleadingChineseautomanufacturersMajorglobalmanufacturers’branchesinChinaOneofthetop3cementcompaniesintheworldPharmaceutical&Health-CareTwoofthemajorglobalpharmaceuticalcompaniesforwesternmedicineEnergy&UtilitiesOneofthelargestindependentpowerproducersinChinaInternationalpowercompanyfromNorthAmericaConsumerGoodsLeadingconglomeratesinChinaLeadingglobalconsumergoodscompanyfromEU&USinChinaGlobalspiritcompany CONTENTHypothesisonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproach,structureandbudgetBCGqualificationandexperienceAppendixSelectedCVs JOHNP.WONGSeniorVicePresidentandDirectorJohnWongisaseniorvicepresidentandinBCG"sHongKongoffice.HejoinedBCGinBostonin1982wherehewaselectedtovicepresidentin1989.Mr.WongmovedtoHongKongin1995wherehemanagesBCG"sGreaterChinaPractice.Mr.WonghasworkedacrossabroadrangeofindustriesintheU.S.andChinaincludingindustrialandconsumergoods,andhealthcareHehaslednumerousprojectsfocusingprimarilyoncompetitivestrategy,technologyevaluation,new-productdevelopment,organizationaleffectiveness,andcorporatedevelopmentMr.Wonghasalsoworkedextensivelyinimprovingtheoperationsofcompaniesinnewproductdevelopment,ongoingprocessimprovement,andlargeorganizationalchangeHehasalsoconductedseveralcostbenchmarkingstudiesincludingtwoonaglobalbasisinthemetalsfabricationbusinessesBeforejoiningBCG,heworkedinR&DinspecialtychemicalsdevelopmentforMillikenandCompany,alargetextilesandchemicalscompanybasedinSouthCarolinaMr.WongreceivedaBSinChemicalEngineeringwithFirstClassHonorsfromImperialCollege,LondonUniversity,anMSinChemicalEngineeringfromMassachusettsInstituteofTechnology,andanMBAfromHarvardBusinessSchool BCGCHINALEADERSHIP:JIMHEMERLINGVicePresidentandDirectorJimHemerlingisavicepresidentanddirectorinBCG’sShanghaiOffice.HejoinedBCGinTorontoin1990andbecomeavicepresidentin1997Mr.HemerlingisaleaderinBCG’sconsumerande-commercepracticesandisafrequentconferencespeaker.Hehasconsultedtoabroadrangeofindustries,buthasprimarilyfocusedonconsumergoodsincludingFMCG,durablesandretail.Recentconsultingengagementsinclude:Developingane-commercestrategyforaleadingNorthAmericanretailerincludingconcept,developmentbusinesscaseandlaunchplanDevelopingachannelstrategyforaglobalconsumerdurablecompanyincludingchannelsegmentationandchannel-specificgrowthstrategiesDevelopingbrandstrategiesforseveralcountryandglobalconsumerbrandsincludingpositioning,portfolioalignment,brandvaluemanagementandmarketingDevelopingandimplementingamajorsales-forceeffectivenesschangeprogramforaleadingU.S.retailerDevelopingasupplychainstrategyincludingprocurement,manufacturinganddistributionforabrewingcompanyMr.HemerlingholdsbachelorsandmastersdegreesinengineeringfromtheUniversityofBritishColumbiaandanMBAwithdistinctionfromtheUniversityofWesternOntario DavidC.MichaelisaBCGVicePresident,basedinthefirm"sHongKongoffice.HeisoneoftheleadersofBCG’sTelecomandE-commercePracticesinAsia-Pacific.Hehasadvisedclientsinthetelecommunications,electronics,andfinancialservicesindustries,amongothers.RelevantexperienceinNorthAmericaandAsiaincludes:ForamajornewentranttelecomplayerinGreaterChina,ledefforttodevelopandimplementanentrystrategyforfixedsatellitecommunicationsservices;effortledtosuccessfulgrantingoflicensefromtherelevantgovernment,withthelicensebidrankedfirstoutof26applicantsForashanghai-basedinternetcompany,developedoverallbusinessplanForamajortelcoinSoutheastAsia,developedanintegratedElectronicCommercestrategyForamajorconsortiuminGreaterChina,developedafixednetworkentrystrategyForamajorASEANtelecomplayer,ledteamefforttodevelopandimplementacompetitivefixednetworkbusinessmarketentrystrategyForamajorASEANwirelesscompany,developedstrategicplanandcreatedacustomer-orientatedmarketingstrategyPrincipalauthorofaninternalstrategystudyentitled“WinninginCellularinAsia”PrincipalauthorofaHarvard-sponsoredstudyentitled“AsianTelecomCompetitiveness”Foraglobaltelecomequipmentvendor,accessedwirelessequipmentmarketanddevelopedentrystrategyinIndonesia,Philipines,SingaporeandThailandForalargeEuropeanelectronicsandtelecomequipmentcompany,ledmultimediastrategydevelopmentforJapan,China,HongKongandTaiwan;advisedaparalleleffortinIndiaandThailandMr.Michael"spriorworkexperienceincludesservingasbusinessdevelopmentanalystforAmocoChemicalAsia-PacificinHongKong.HeholdsaB.A.inEconomicsMagnaCumLaudefromHarvardUniversityandanMBAfromStanfordUniversity,wherehewasawardedtheErnestW.Arbuckleawardastheoutstandingclassmember.Mr.MichaelwasalsoaRotaryScholarattheChineseUniversityofHongKongduring1989-1990DAVIDC.MICHAELVicePresidentandDirector DR.GUNTHERSCHWARZVicePresident,Düsseldorf,GermanyDr.SchwarzstudiedEconomicsattheUniversityDortmundwithafocusonStrategyandHumanResources,andholdsaPhDinEconomicsfromUniversityofGieBen.HisthesisfordoctoratewasHRstrategiestoenableculturalchangePriortojoiningBCG,Dr.SchwarzwasAssistantProfessorforOrganizationandHumanResourcesManagementattheUniversityofGieBenHehasalsoworkedasanindependentconsultantfororganizationandhumanresourcesDr.Schwarz’scaseexperienceincludesreorganizationofworldwideHRactivitiesforaPharmaceuticalcompany;theHRstrategyofaleadinguniversalbank;andseveralHRstudiesforinsuranceandre-insurancecompaniesHeisamemberofBCG’sOrganizationandFinancialServicesPracticeGroups;andisaworldwidetopicleaderforHumanResourcesManagementtogetherwithStephenBungay MARYBARLOWOrganisationalPracticeAreaSpecialistMaryisanorganisationalspecialistfocusingontheareasofleadership,executiveteamwork,changemanagement,culturechangeandstrategicHR.Maryhashadabroadrangeofexperienceinmajorchangeprojectsandhasworkedforclientsacrossabroadrangeofgeographies.HighlightsofMary’sexperienceinclude:LeadingthechangemanagementaspectsofanacceleratedchangeprojectforoneofthemajoroilcompaniesinNewZealand(MaryiscurrentlysupportingasimilarprojectforthesamecompanyinGreece)WorkingwiththetopmanagementgroupofamajorThaifinancialinstitutiontoenhancetheirleadershipcapabilitytoeffectivelyexecutelargescalechangethroughouttheorganisationDesigningandsupportingimplementationofaculturechangeprogramfortwoAustralianfinancialinstitutionsSupportingamajorchangeprojectforoneofMalaysia’slargestcompanieswheretenjointclient/BCGteamswereredesigningthebusinessforfuturesuccessSupportingamajorchangeprojectwithaNewZealandstate-ownedenterpriseoveran18monthperiodDesigningandsupportingaculturechangeprogramforanAustraliangovernmententityspanning18monthsDevelopingandimplementingbehaviouralmeasuresofperformanceinamajorAustralianfinancialinstitutionMaryhasjustcompletedaninternalBCGprojectaimedatenhancingBCG’schangemanagementcapabilityglobally.Background:MarycommencedhercareerteachingMathematicstoAppliedScienceandEngineeringstudents.Sheworkedforanumberofyearsasapsychologistbeforeenteringconsultingin1988.MaryhasaBachelorofSciencefromMelbourneUniversitywhereshemajoredinPureandAppliedMathematicsandPsychologyandaDiplomaofEducationfromMonashUniversity.Sheisaregisteredpsychologist. 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