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Continuous Learning:  A framework for Developing a Workplace Essential Habit personal story of CNI’s journey Kenny Ong CNI Holdings Berhad
Contents: ,[object Object],[object Object],[object Object]
About: CNI Holdings Bhd ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Malaysia
Intro:  ,[object Object],[object Object],[object Object]
Intro: Learning  Process Input Output Learning Input Application ‘ Learning’ in the business context must be a  practical  concept.  If it cannot be used to improve  business results , ‘Learning’ is useless.
Intro: Habits/Culture ,[object Object],[object Object]
Intro: Habits/Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Copyright 1998-2005, The Motley Fool Limited.
Intro: Why? ,[object Object],[object Object],[object Object],[object Object],*Refer: “The Fifth Discipline” by Peter Senge for basic knowledge on Learning Organizations
Intro: How does it look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What’s wrong with this picture?
Intro: How does it look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Intro: How does it look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Intro: How does it look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Get the picture?
Intro: Q&A ,[object Object],[object Object]
Strategy: Problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy: Buy-in WIIFM Company Employees Leaders HRM
Strategy: Modern Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy: Framework ,[object Object]
Strategy: Framework Culture Corporate  Objective Corporate Strategy Structure Resources Leadership Person
Strategy: Corporate Strategy ,[object Object],[object Object]
Strategy: Corporate Strategy Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?
Strategy: Corporate Strategy Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
Strategy: Corporate Strategy Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Corporate Strategy
Strategy: Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Corporate Strategy
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Structure
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Resources
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Leadership
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Person
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],Culture
Mistakes We Made ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy: Practical start-up ,[object Object]
Strategy: 10 Practical start-up steps ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy: 10 Practical start-up steps ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy: Q&A ,[object Object],[object Object]
Personal: C.L.O. Job Description ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personal: How about me? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personal: How does it look like? ,[object Object],Strategy CEO Pfizer Importance of T&D
[object Object],CEO, Anonymous
Personal: How does it look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personal: How does it look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personal: Q&A ,[object Object],[object Object]
Last Words ,[object Object],[object Object]
To learn more… ,[object Object]
Thank You. soft copy of slides:  [email_address]

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Continuous Learning: A framework for Developing a Workplace Essential Habit - Atcen Conference

  • 1. Continuous Learning: A framework for Developing a Workplace Essential Habit personal story of CNI’s journey Kenny Ong CNI Holdings Berhad
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  • 5. Intro: Learning Process Input Output Learning Input Application ‘ Learning’ in the business context must be a practical concept. If it cannot be used to improve business results , ‘Learning’ is useless.
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  • 15. Strategy: Buy-in WIIFM Company Employees Leaders HRM
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  • 18. Strategy: Framework Culture Corporate Objective Corporate Strategy Structure Resources Leadership Person
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  • 20. Strategy: Corporate Strategy Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?
  • 21. Strategy: Corporate Strategy Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
  • 22. Strategy: Corporate Strategy Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
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  • 46. Thank You. soft copy of slides: [email_address]