These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics

1. Constraints Holding You Back from Growing Your SME to Greatness
Scaling & Growth
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

3. MALAYSIA HAS VERY FEW GLOBAL ORGANISATIONS...
The Problem Statement:

4. Growth
Time
My “Growth & Scaling” Moments
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

5. WHY DO MALAYSIAN SMEs STRUGGLE
TO SCALE AND GROW INTO GLOBAL
ORGANISATIONS?

6. Because of people la…

7. The only person who likes change is
a wet baby.
Attributed to Mark Twain
Quote

8. 70% of all Change or Transformation programmes
Our research on Change has the following findings on
transformation projects:
•100% of all “Successful” projects had a good technical
solution/approach to it
•98% of all “Unsuccessful” projects had a good technical
solution/approach to it

9. Because most people are
frustrated with change !

10. Frustrated with
CONSTRAINTS
imposed
These constraints ensure
they remain disengaged &
unproductive

11. Constraints Frustrating SME Employees
THE 4 CONSTRAINTS PREVENTING SCALE & GROWTH OF YOUR ORGANISATION
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

12. Transformation
Above all,
a leader / change
agent must be
_________.

13. Transformation
Above all,
a leader / change
agent must be
clear.

14. Time
Where are we today? What’s the reality at your SME?
Ability/Achievement
SME Vision & Dream
3 Leadership Clarity needs for your team. . .
Are you changing?
Are you executing?
What’s the
PLAN?KR1
KR3
KR2
Mission Clarity
Vision Clarity
Reality Clarity

15. Constraints Frustrating SME Employees
THE 4 CONSTRAINTS PREVENTING SCALE & GROWTH OF YOUR ORGANISATION
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

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

17. Talent development is A PROCESS
Leadership is A PROCESS

18. Finally – 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

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

20. New York city in 90s …
The broken window theory

21. What drives Key Results?
MINDSET
Model Extracted from PIL Results Pyramid

22. Driving Effective Key Results is constrained by . . .
M1
M1
1
Model Extracted from PIL Results Pyramid

23. Growing & Scaling Leaderonomics
My Personal Journey
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

24. Part 1 – Destroy yourself first (leadership)
• Are you the right leader to scale your organization?
• Do you have the right skills to lead the organization
into this new era?
• Do you have “beliefs” about
the way the organization
should be run that will hold
you back from scaling?
• You have to UNLEARN
everything and RELEARN
everything

25. Part 1b – Establish Clarity
Vision Clarity
Growing people into leaders; building communities of
love; transforming the nation

26. CORPORATE SERVICES
Trusted talent growth partner of companies
from multiple industries
COMMUNITY
Leadership development for kids, youth,
university students and NGOs
MEDIA
Engaging content in text, audio and video and
interactive mediums
Part 2 – destroy Biz Model
1. Move from “Pharmacy” to “Hospital”
2. Build Digital business to DESTROY our core business

27. Red Ocean
Product selling
(‘Pharmaceutical
company’)
Diagnosis
(‘Hospital’)
99.9% of
training/learning
organisations
Blue Ocean
CUSTOMER VALUE PROPOSITION 1
What did we change?

28. CUSTOMER VALUE PROPOSITION 2
The Other Significant Change
Blue Ocean
Content Based
Training
(‘Theoretical Classroom’)
99.9% of
training/learning
organisations
Context Based
Training
(‘Experiential practices’)
Why Change?
- Real Learning is thru
doing & Teaching
Why Change?
- Trainer dependant
- Outdated

29. Part 3 – Eliminate Old “Processes” and structures and
create new ones for scale
1. Revamped entire value chain – 1 person per account to scalable processes with
center of expertise in each area
2. Create digital infrastructure and leverage technology for consistent processes

30. 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 retain talent, 2 key factors:
1. Internal motivations (comp/ben,
engagement
2. External factors (company brand
& mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp &
Ben)
External Perception of the
Organisation & Leadership
Culture of Organisation
Hire The
Leaderonomers
Develop
Leaderonomers
to Greatness
Retain &
Develop
Leaderonomists
Leaderonomics Winning
People Processes
Leaderonomers – Even They Are A Process!

31. Profound Statement
“The kind of learning and development that
really makes a difference in talent management
has little to do with attending training
programmes. But it has everything to do with the
informal process that goes on within companies
in the form of feedback, coaching, teaching and
mentoring and peer learning.”
www.leaderonomics.com

32. Destroy Our “Naughty” But “Nice Culture”
Part 4 – Destroy Your Culture to renew it

33. With Our New BE Culture

34. Creating A Culture of Putting the Fish on the Table
Being Courageous to Have Hard Conversations

35. Creating A Culture of 20,000 interactions each day
(Video)

36. Creating A Culture of 20,000 interactions each day

37. LEADERONOMICS
New “Beyond Expectations” Culture
• I actively seek out and lead
collaborative opportunitiesBe Synergistic
• I take personal ownership to deliver
on all expectations entrusted to me
Be Accountable
• I am open to honest and authentic
conversations and feedbackBe Courageous
• I find opportunity in all circumstances
and will adapt myself to thrive in
them
Be Agile
• I accept challenges and exceed
expectations in all that I doBe Excellent

38. “For performance to go any higher, the limitation is not competency,
…it is culture.” – Joseph Tan

39. 39

40. 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

41. 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

42. 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

43. Are you ready to grow & scale
your business? It is very possible
Question

44. INTRODUCING...
In partnership with:

45. PROGRAMME ELEMENTS