1. How to grow and manage an
international company
Luc Van Aelbroeck
2. The session on “How grow and manage an international company”, will
take place on November 21st as from 16h00
by Luc Van Aelbroeck (Managing Partner Delaware Consulting
International)
In the first part of this lecture, we will discuss the observations mentioned
in the article “The Economy’s new rules, go GLOCAL”.
From there on we will highlight some important stepping stones for
growing and managing a GLOCAL company, making reference to
Delaware Consulting practices.
Entrepreneurship, company DNA, Vision, Mission, strategy and business
model will be put in perspective, looking for levers to foster the
international growth.
Furthermore, the lecture will elaborate on “the partnership” as a
company format and how it proofs to be an easy and successful way for
growing and managing a GLOCAL company, at least in a business
services landscape.
3. Tags
go GLOCAL
Delaware Consulting
Entrepreneurship
Key to a strong G
Key to a strong L
The Partnership model
Where to start?
8. Go GLOCAL
globalisation
• GLOBALISATION plays a role in business, culture, the
environment, human migration patterns, international
development, politics, science, technology, …
• The case for the benefits of ECONOMIC GLOBALISATION is
mainly about larger, international markets, allowing for more
efficient, effective allocation of limited human, physical and
financial resources.
• summum of ECONOMIC GLOBALISATION might be
“the flat world” (Thomas Friedman),
a single economically interconnected world, where
technology, innovation and free trade erase historical and
geographic boundaries, leading to a world where all
competitors have an equal opportunity
9. Go GLOCAL
a world not that flat & getting bumpier…
• due to foreign wages going up, energy prices and cost of
transport rising, political risk, protectionism, export
restrictions, self-serving regulatory and taxes, emerging
countries getting stronger, global competition, …
10. Go GLOCAL
the economy’s new rules
• Hometown Bankers know best
– Finance ruled the world and greased the wheels of globalisation
– Smaller banks closer to their core business, in support of needs
• Manufacturing matters
– Manufacturing drives growth, R&D and innovation
• Blue collar jobs go high-tech
– One might be better off with highly skilled laborers locally
than with low wage low skilled workers remotely
– Connect educators with companies
• Closer is faster and faster is good
• Local leaders must step up
11. Go GLOCAL
the economy’s new rules
Long live GLOCAL companies…
companies in the global playfield, but where they can,
they source produce and are in business locally
13. Delaware Consulting
summary
History
• Founded in 1981; has been part of Bekaert, Andersen and Deloitte
• Independent partnership since 2003
Today
• 750+ professionals
• US, Belgium, France, Luxembourg, The Netherlands, China, Singapore
Recipe
• Aligning business and technology
• Combining strengths, delivering solutions
Philosophy
• Entrepreneurship, Care, Respect, Team spirit, Commitment
14. Delaware Consulting
a GLOCAL organisation
DCI
Luc Van Aelbroeck, Peter Oyserman (Chairman BoD), Jan Delaere, Wouter Fransoo, Jan Vets, Toon Vermeersch,
Denis Latour, Vincent Lechien, Patrick Andersen, Filip Decostere, Patrick Dassaud, Jean-Philippe Lasbroas, Eric
Hiernaux, Didier Galland, Wim Desmet, Wim Van Eyken, Roel Winter, Jan-Bernard Blaas, Frank van Asten
DUS DBE DNL DFR DCN
Luc Van Jan Delaere Wim Van Eyken Patrick Dassaud Jan Vets
Aelbroeck Peter Oyserman Roel Winter Jean-Philippe
Wouter Fransoo Jan-Bernard Blaas Lasbroas
Jan Vets Frank van Asten Eric Hiernaux
Toon Vermeersch Didier Galland
DEX Denis Latour
Vincent Lechien
Wim Desmet
Patrick Andersen
Filip Decostere
Managing Partner
15. Delaware Consulting 3.0
a GLOCAL organisation
L Leadership
Plan
Governance
L GoToMarket
L People Sales
BP Ownership
L
Capabilities
Teamspirit Account Mgt
Critical Mass
G Development
Accounts L Delivery
G DNA Markets/Verticals Projects
Values Functional capabilities L Results Services
Purpose
G
P&L, Cashflow
Profitable
Sustainable
G Delivery
G Leadership Projects
Vision
Services
Mission
Strategy
Plan
Governance
Business Model
16. Entrepreneurship
• the art of entrepreneurship
• being an entrepreneur
• entrepreneurship as a combination of personality styles
• entrepreneurship as a global core value
• entrepreneurship as a global strength
17. Entrepreneurship
Entrepreneurship is the act and art of being an
entrepreneur or "one who undertakes innovations, finance and
business acumen in an effort to transform innovations into
economic goods". This may result in new organisations or may
be part of revitalizing mature organisations in response to a
perceived opportunity. The most obvious form of
Luc Van Aelbroeck
entrepreneurship is that of starting new business (referred as
Startup Company)
http://en.wikipedia.org/wiki/Entrepreneurship
18. Entrepreneurship
the ART of being an entrepreneur
‘De kunstenaar is als een vergaarbak van waarnemingen die
overal vandaan komen: uit de hemel, van de aarde, van een
voorbijrennend figuur of een spinneweb. We moeten dat
zoeken wat we voor ons werk kunnen gebruiken, overal
vandaan, alleen niet uit ons eigen werk. Ik deins er voor terug
om mezelf te kopiëren. Maar als iemand mij een map met
oude tekeningen overhandigde, zou ik er niet voor
terugdeinzen om daar alles uit te halen wat ik kan.’
(Pablo Picasso)
19. Entrepreneurship
being an entrepreneur
Probably all personality profiles can be entrepreneurs of some
kind. Whatever global, local or glocal setting you will be part of,
take it from who you are.
20. Entrepreneurship
being an INFJ entrepreneur
Luc Van Aelbroeck
18/02/62 – married, 3 children – IR KMS, McSc VUB, BIR Vlerick School
INFJ – ‘protector & idealist’
“As an INFJ, your primary mode of living is focused internally, where you take
things in primarily via intuition. Your secondary mode is external, where you deal
with things according to how you feel about them, or how they fit with your
personal value system.
INFJs are gentle, caring, complex and highly intuitive individuals, artistic and
creative.
INFJs place great importance on having things orderly and systematic in
their outer world. They put a lot of energy into identifying the best
system for getting things done, and constantly define and re-define the
priorities in their lives.
25. Entrepreneurship
a global core value
Global Delaware Consulting values:
Entrepreneurship Commitment Care Teamwork Respect
Entrepreneurship:
As its partners have committed never to sell the company,
Delaware Consulting is a framework to build value for the next generations.
Management and employees are each other's partners,
making an appeal for each individual’s creativity and entrepreneurship.
Therefore every member of the Delaware family must try to strengthen the company.
Sustaining a culture of diversity in thinking,
Delaware people add value to the company
by showing initiative and constructive criticism.
27. Key to a strong G
build on your DNA
build on a vision, mission, strategy & business model
go step by step and think ahead of plan
•
27
28. a GLOCAL organisation
Key to a strong G
L Leadership
Plan
Governance
L GoToMarket
L People Sales
BP Ownership
L
Capabilities
Teamspirit Account Mgt
Critical Mass
G Development
Accounts L Delivery
G DNA Markets/Verticals Projects
Values Functional capabilities L Results Services
Purpose
G
P&L, Cashflow
Profitable
Sustainable
G Delivery
G Leadership Projects
Vision
Services
Mission
Strategy
Plan
Governance
Business Model
29. Build on your DNA
Entrepreneurship Commitment Care Teamwork Respect
30. Build on your DNA
DLW, a company driven by friendship
Friendship
Entrepreneurship Commitment Care Teamwork Respect
31. Build on your DNA
DLW, a company driven by leadership
Leadership Friendship
Entrepreneurship Commitment Care Teamwork Respect
32. Build on your DNA
DLW, friendship x leadership
Leadership Friendship
having a plan multiply strengths
reaching out for the plan blue ocean
governance
(legal, operational, G2M/BP)
Entrepreneurship Commitment Care Teamwork Respect
33. Build on your DNA
friendship x leadership x care = responsibility
Responsibility
Leadership Friendship
Entrepreneurship Commitment Teamwork Respect
Care
34. Build on your DNA
DLW, driven by responsibility
Responsibility
LT more important than ST
Grow as a GLOCAL organisation
along the DLW Vision/Mission
Pass-DLW-on to the Next Generation
Entrepreneurship Commitment Care Teamwork Respect
35. Build on a vision, mission, strategy & business model
Vision
we believe in a global, connected world
with local entrepreneurship
and corporate social responsibility
where technology inspires people
36. Build on a vision, mission, strategy & business model
Mission
to be the long-term, committed
partner for organizations and people,
aligning business and IT,
creatively applying world-class technology,
fostering collaboration, realizing synergies
37. Build on a vision, mission, strategy & business model
Strategy
Sustainable growth by combining strengths
beyond team, company and country borders,
while protecting the Delaware Consulting identity
Geography Geography
• geographical relevancy in 3 time zones
Market
• expand to LE via functional solutions
• expand to SME via vertical solutions
Functional Market Vertical
• enrich existing verticals
• develop new and micro-verticals
Delivery Model
• maintain project focus
• strengthen Application Management
Services
Delivery Model Vertical • integrate Software as a Service
Functional
• deepen & broaden functional solutions:
ERP, CRM, SCM, BI/PM, IS, e&mCommerce
38. Build on a vision, mission, strategy & business model
Business Model
40. Go step by step
DLW 1.0 = SKILLS 1.0 2.0 3.0
> SAP
> software engineering
3.0
> process knowledge + DLW vision
> project management + DLW mission
> business consulting + DLW strategy/plan + DCI Int’l partnership
> account management + DLW portfolio/ABC + 3 time zone relevance
(1981-2003) (2003-2009) (2009-2014)
41. Go step by step
and think of ahead of plan
1.0 2.0
3.0
1.0
3.0 … 11.0
a gLocal platform for entrepreneurship
along the DLW values & vision
still passing on
to the next generation
42. Key to a strong L
Harbin, Suzhou, Shanghai, Singapore, Lyon, Lille, Paris, Nantes,
Kortrijk, Antwerp, Waver, Den Bosch, Eindhoven, Luxembourg,
Dallas, Auburn, Atlanta, …
…
is a strong L Leadership
and strong people
43. Key to a strong L
standard way to grow the business
New
1 3
Business
Existing
Business 2
Existing Country New Country
44. Key to a strong L
best way to grow the business
New
1 1
Business
find the right
Local leadership
Existing
Business 1 1
Existing Country New Country
45. a GLOCAL organisation
Key to a strong L
L Leadership
Plan
Governance
L GoToMarket
L People Sales
BP Ownership
L
Capabilities
Teamspirit Account Mgt
Critical Mass
G Development
Accounts L Delivery
G DNA Markets/Verticals Projects
Values Functional capabilities L Results Services
Purpose
G
P&L, Cashflow
Profitable
Sustainable
G Delivery
G Leadership Projects
Vision
Services
Mission
Strategy
Plan
Governance
Business Model
46. The partnership model
• the Partnership as an “in-between” company model
• put agreements in writing
• leading by example
51. Partnership as a company model
put agreements in writing
act as “a big one”, from day 1
amongst shareholders, financial parties, …
even amongst friends
and for sure in an international playfield
52. Partnership as a company model
Partners, leading by example
• Duties of Partners
– Accountable
– Exclusive (IP)
– Non-Compete (IP)
– Adhere to the Partnership Agreement
• Admission decided by a 2/3 decision of the General Meeting
– Fit with the vision mission strategy and values
– Entrepreneurship
– Leadership
– Results
53. Tags
ü go GLOCAL
ü Delaware Consulting
ü Entrepreneurship
ü Key to a strong G
ü Key to a strong L
ü The Partnership model
Where to start?
