There is much work that has been done on high performance teams. At the recent Malaysia HR network, Roshan shared this presentation that building high performance teams requires efforts in driving business model, leadership, culture and also structure/processes. And he deep dives into a process that has long been disregarded by HR - employer branding. For more info on the Leaderonomics process of building high performance teams, email info@leaderonomics.com

1. In This Competitive World
Developing High Performance teams
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

2. Growth
Time
My “High Performance Team” Experiences
10. Johnson & Johnson
Industry : Healthcare
Function: HR
Global Role
9. GE Asia Pacific
Industry : Multi
Function: HR
Asia Role
7. GE Aircraft
Industry : Aviation
Function: Finance
CFO & ED 8. GE Crotonville
Industry : Multi
Function: HR
Learning Role
6. GE CIG
Industry : Multi
Function: IT
Project Mgmt Global
5. GE Capital
Industry : Financial Service
Function: Finance/Sourcing
Europe Leader
4. NBC Universal
Industry : Media
Function: Finance
Product Leader
1. GE Investments
Industry : Investment Banking
Function: Business Dev
Individual Contributor
3. GE GCS
Industry : Oil & Gas
Function: Finance
Inventory Mgmt
2. GE International
Industry : Multi
Function: Finance
Analyst Global
12. Leaderonomics
Industry : Multi
Function: CEO
Business leader
11. Star Media Group
Industry : Media
Function: CEO
Business leader

3. Key question: Why do some companies always
have high performance teams?

4. My Research on High Performance Orgs
THE 4 CONSTRAINTS SUFFOCATING PERFORMANCE in MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

5. Zooming in – Culture:
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

6. Root of many issues
Culture is the
Has to be
intentional
Beliefs &
experiences
determine results

7. What drives Results?
MINDSET
Behaviours/
Action
What we feel, hear, perceive)
Adapted from “Culture Drives Results” (Forbes) and Results Pyramid from PIL

8. New results is constrained by culture!
M1
M1
1
Adapted from “Culture Drives Results” (Forbes) and Results Pyramid from PIL

9. 9

10. Case Study: GE’s Transformation under Jack Welch
1981 2000
$27.2B
1.6B
404,000
9 - 11
1 - 2%
$130 B
12.9B
• Revenues
• Net Income
• Businesses
• Worldwide
Employment
• Management
Layers
• Productivity
- 45 Businesses
- 350 Product Lines
- 2 Global Bus.
• Divested 30% of ‘80 Sales
• Invested $21B in
Acquisitions
• 20+% Avg. Annual Yield for
Shareholders
• Net result of Acquisitions/
Divestitures/Rationalizations
• Reshaping the Decision
Making Process
• Six Sigma
• Work-Out
• Best Practices
• Boundaryless Behavior
- 11 Unique
Businesses
- All Global
270,000
4 - 5
8.5%
Extracted from GE Field Book by Robert Slater

11. Case Study: History of Transformation under Jack
GE’s success a result of Driving Cultural
Change!
Structural Revolution
Fix, Sell, Close
• 350 Business Units
• 400 000 Employees
• US - based
• Stagnant stock price
• Bureaucratic
Cultural Revolution
Speed, Simplicity, Self
Confidence
• 11 core business
• 276 000 Employees
• Global – 42% revenues int’l
• Double digit growth
• “Boundaryless”
The
80’s
The
90’s
Extracted from GE Case Study – Harvard Business School Case

12. Stages of Jack’s “Mindset” Change
Time
^ New Product Introduction
Quick Market Intelligence
Order to Remittance
Supplier Partnership Extracted from GE Field Book by Robert Slater
Work-Out / Town Meetings/Action Workout:
Mindset: empowerment, bureaucracy busting, action vs wait for boss for instructions
“Copy Shamelessly” Initiative: QMI, NPI, SP, OTR
Mindset: looking outside GE vs all great ideas are in GE
Bullet Train:
Mindset: continuous improvement vs improve when requested
Change Acceleration Process:
Mindset: Change can be fast and successful vs slow & painful
Globalisation Strategic Initiatives:
Mindset: The world is our market vs US is our market
Making Customers Winners:
Mindset: Customers are key vs customers are a pain
Six Sigma Quality
Mindset: Data driven decisions vs gut-feel
Digitization
Mindset: Value People vs People are dispensable
high
low
Intensity
of
Change
Innovation

13. Zooming in – Structure & Systems:
Why Behaviour is highly dictated by the Eco-system we create as HR leaders
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

14. Jack
Welch
… and his
Six Sigma
failure at
NBC

15. Talent development is A PROCESS
Leadership is A PROCESS
Building High Performance Teams
is A PROCESS

16. Principle
Talent needs to be MANAGED
& DEVELOPED. This includes
enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development
Programmes
Learning Curriculum
Talent Acceleration
Programmes
Feedback & Reflection
Principle
Identify & select leaders that
have the passion, desire and
ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership
Program
Competency Model/Values
Enterprise Assessment
System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To engage talent, 2 key factors:
1. Internal motivations
(comp/ben, feeling a part of a
bigger purpose etc)
2. External factors (including
their family and important
elements that are significant to
them)
Process and Tools
Family Events – I.e youth camps
for employee kids
Involvement in university
campuses/events
Engagement Programmes
Total Rewards Structure (Comp &
Ben)
Culture of Organisation
HR’s Role in Building High Performance
Teams – Are we focused on the right areas?
High Performer
Acquisition
High Performer
Development
High Performer
Engagement
High Performer
Branding
Principle
Talent needs to be BRANDED
and made to feel like they are
special and mean something to
the organisation and its
mission. They also want to
work for someone that is
known and stands for
something
Process and Tools
External Branding initiatives
Stories about the organisation
that includes them
External Perception of the
Organisation & Leadership
External brand of the
CEO/leaders in the company

17. High Performer Branding
Employer Branding
Leadership/CEO Branding
Awareness of Internal Measures
Impactful Community Engagement
Media Coverage
Zooming in on the right side of the Framework
1. Reinvent your HR person into your chief
Marketer of your internal initiatives and stories
2. Focus on 1 key area you would like to
consistently talk/brand about your organisation
(like GE, Google)
3. Brand your CEO/leaders – Ensure they are
human and accessible to all
4. Tell stories about the roles and jobs in your
organisation – you have cool jobs! Yes you do
5. Highlight lessons learn (good and bad) that your
organisation has learnt from
6. Really impact the community and families so
more stories are told

18. Your Story – Are you telling your
“high performance” story?
Real stories
Branding employee initiatives,
leadership, culture in your
organisation

19. Your Story – Are you telling the same story but told in many,
many ways and channels?

20. Is Your Story affecting the eco-system?– Dr. Peter Vint’s
Research for US Olympians and Premiership Football Clubs
Kids Camps For Your Employee’s Kids?
Enhance employee engagement & appreciation to you – kids are their treasures
Platform for youth leadership & building brand engagement with future generations
DoingGood & nation building… and still adding value to your employee Brand

21. Is Your Story from the Grassroots?– Employee involvement in
Universities and growth opportunities for both
Malakoff L-Club in universities
Building the Malakoff brand and presence in campus by simply funding a leadership
club in a university

22. Is Your Story Being Told by Others– Employee Branding & Story
Telling Campaign
Your employee brand and
theme is the talk of town
Be clear about your what your employee
brand and themes are and keep
highlighting them
Brand Your Roles
“A Day in the Life of”
Brand Your CEO and
what he/she stands for
“My First Job”
“Dare to Fail”
Brand Your Culture
“Life @ YourOrganisation”
Brand Your People
“Highlight promos and top
talent”
Brand HR initiatives
Showcase the good work that
you and your team are doing

23. Huge Opportunity for HR
To move from Administrator to Business Leader
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

27. www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.leaderonomics.com