1. Strategic HR Driven
Organization Growth

2. Contents
A. Background
B. Processes and Tools
C. Critical Success Factors

3. Growing Pains

7. Results
 Strategy
 Execution
 Culture
 Structure
 Talent
 Leadership
 Innovation
 M&A
Total Return to Shareholders
943% (Winners) vs 62% (losers)
Sales
413% (Winners) vs 83% (losers)
Operating Income
326% (Winners) vs 22% (losers)
Return on Invested Capital (%)
+5.45% (Winners) vs -8.52%
(losers)
Engagement
Talent
Productivity
Profit

8. Background
The Evergreen Project
200 well-established management
practices within 160 companies over a
10-year period (1986-1996)
Prof Nirtin Nohria from Harvard Business
School has pointed out that companies
which consistently follow this formula of
4 + 2 have a 90% chance of sustaining
superior business performance.
Engagement
Talent
Productivity
Profit

9. Four Needs of Organization
Sustainable Growth Model
Business Profit
Strategy
Leadership Dev
Productivity
Execution
Innovation
People Development
Talent
Engagement
Culture
Structure
M&A

10. HR and OD Tools and
Processes

11. HR Involvement
12HR Driven Business Sustainable Growth Model
Process
Development
Organisation Development
Talent
Development
Productivity
Profit
Talent
Culture
Strategy Management
Corporate Culture
Effective Org Structure
Talent and
Leadership
Productivity
Innovation

12. Overview of Tools and Processes
 Strategy
 Execution
 Culture
 Structure
Strategy Planning and Review
Strategy Communication and alignment
Strategic Learning
Process Improvement Tools
Lean
Core Business Competencies
Customer Relations
Corporate Culture
Employee Engagement Survey
Team Bonding and Planning
Onboarding
Learning and Development
Organization Structure Review

13. Overview of Tools and Processes
 Talent
 Leadership
 Innovation
 M&A
Talent Management
Competency Development
Technical Advancement
Management Development
Senior Leadership Development
Succession Planning
Management Competencies
Continuous Improvement Culture

14. Strategy
Whatever your strategy, whether it is low prices or innovative products,
it will work if it is sharply defined, clearly communicated, and well
understood by employees, customers, partners, and investors.
• Build a strategy around a clear value proposition for the customer.
• Develop strategy from the outside in, based on what your customers,
partners, and investors have to say—and how they behave—not on gut feel or
instinct.
• Continually fine-tune your strategy based on changes in the marketplace—
for example, a new technology, a social trend, a government regulation, or a
competitor's breakaway product.
• Clearly communicate your strategy within the organization and to
customers and other external stakeholders.
• Keep focused. Grow your core business, and beware the unfamiliar.

15. Execution
Develop and maintain flawless operational execution. You
might not always delight your customers, but make sure
never to disappoint them.
• Deliver products and services that consistently meet customers'
expectations.
• Put decision-making authority close to the front lines so employees
can react quickly to changing market conditions.
• Constantly strive to eliminate all forms of excess and waste;
improve productivity at a rate that is roughly twice the industry
average.

16. Culture
Corporate culture advocates sometimes argue that if you can make the
work fun, all else will follow. Our results suggest that holding high
expectations about performance matters a lot more.
• Inspire all managers and employees to do their best.
• Empower employees and managers to make independent decisions and to
find ways to improve operations—including their own.
• Reward achievement with pay based on performance, but keep raising the
performance bar.
• Pay psychological rewards in addition to financial ones.
• Create a challenging, satisfying work environment.
• Establish and abide by clear company values.

17. Structure
Managers spend hours agonizing over how to structure
their organizations (by product, geography, customer, and
so on). Winners show that what really counts is whether
structure reduces bureaucracy and simplifies work.
• Simplify. Make your organization easy to work in and work
with.
• Promote cooperation and the exchange of information across
the whole company.
• Put your best people closest to the action.
• Establish systems for the seamless sharing of knowledge.

18. Secondary 4 Factors
Master two of the four secondary
management practices:
(5) Talent: hold on to talented employees
and find more.
(6) Innovation: make industry-transforming
innovations.
(7) Leadership: find leaders who are
committed to the business and its people.
(8) Mergers and acquisitions: seek growth
through mergers and partnerships

19. Talent
Winners hold on to talented employees and develop more.
Fill mid- and high-level jobs with outstanding internal talent
whenever possible.
Create and maintain top-of-the-line training and development
programs.
Design jobs that will intrigue and challenge your best performers.
Keep senior management actively involved in the selection and
development of people.

20. Innovation
An agile company turns out innovative products and
services and anticipates disruptive events in an industry
rather than reacting when it may already be too late.
• Relentlessly pursue disruptive technologies to develop
innovative new products and services.
• Don't hesitate to cannibalize existing products.
• Apply new technologies to enhance all operating
processes, not just those dedicated to designing new
products and services.

21. Leadership
Choosing great chief executives can raise performance
significantly.
Closely link the leadership team's pay to its performance.
Encourage management to strengthen its connections
with people at all levels of the company.
Inspire management to hone its capacity to spot
opportunities and problems early.
Appoint a board of directors whose members have a
substantial stake in the company's success.

22. Mergers & Acquisitions
Internally generated growth is essential, but companies that
can master mergers and acquisitions can also be winners.
• Enter new businesses that leverage existing customer
relationships and complement core strengths.
•
• When partnering, move into new businesses that make
the best use of both partners' talents.
• Develop a system for identifying, screening, and closing
deals.

23. Developmental Phases
24
Process Improvement
0 6 month 12 month 18th Month 24th Month
Creativity
Acct Mgn
TWI
ProductivityProfitDev
Lean
Culture
Training
Career Dev
Soft Skills
Competency
Structure
Culture
Team
Engagement
Leadership
KPI
Strategy
Coaching
Talent Mgn
Customers

24. Career
Portfolio
Laurence Yap

25. Career
Portfolio
Laurence Yap
Training and Development
Talent Management
Organization Development
Kuala Lumpur, Penang, Shanghai,
Singapore, San Jose, Omaha,
Tempe, Perrysburg
18 Years of Professional Experience

28. Strengths
• Innovate and simplify current
processes
• Research online to access to
best practices worldwide
• Adapt best practices for
organization growth
• Create new models for
organization effectiveness
• Leading and Inspiring teams to
transform organizations
• Cross cultural communication
Global Exposure
Singapore
Shanghai
San Jose
Omaha
Perrysburg
Tempe
Kuala Lumpur
Penang

29. Competencies
Organization
Development
Facilitate Corporate Strategies, Change
Management, Team Development, OD
Interventions, Facilitation, Process
Improvement, Lean Manufacturing and Career
Development
Talent Management
Talent Review, Talent Development, Talent
Evaluation, Talent Actions, Succession
Planning, Bench Strength Measurement,
Leadership Development, Senior Leadership
Team Development
Training and
Development
Strategic corporate learning, Learning and
Development, Corporate University or Learning
Academy, Learning Technology and LMS,
Training Audit, Policies and Manuals, Annual
Training Plan, TNA and Evaluation, Training
Marketing, Promotion and Exhibition,
Department Budget and Training Investment,
Partnering Skills, Virtual Team, , Multimedia,
Management of Stakeholders and Business
Leaders, Training Council, Management of
Training Curriculum Training Delivery and
Instructional Design
Strategic OD, Talent
& Learning
Tactical Tools &
Methodologies