1. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 1 The Communication Director The coherent, consistent storyline Spearheads a move from informing and explaining to involving and challenging. The prime mover in opening up the corporate wisdom.

2. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 2 Inspiration – How can we engage and affect? Business strategy and content – Hoe can we act upon and add to the content? Leadership – Hoe can we coach our leaders? Empowerment – Hoe can we help middle management as a ‘communications tool’ ? Internal communications: what we need

3. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 3 Roadmap 1.All about sustained profitability 2.Management Beyond Control 3.Creating Strategic Alignment 4.The new CEO example 5.The full process example 6.Conclusion

4. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 4 Sustained Profitability = Financial Results x Strategic Alignment

5. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 5 A company is strategically aligned when the leadership team and its key people decide that quality of the organizational capabilities meets their expectations and enables them to execute the strategy. The performance of a company might be measured in financial results but depends on the capabilities it develops and sustains with its people.

6. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 6

7. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 7

8. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 8 - The world and companies are getting more and more complex - Change is not only constant but accelerating - Reality will transform itself faster than most human beings or companies can handle - Business models are becoming fluent

9. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 9

10. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 10

11. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS LeadingLargeCorporationsTodayLeadingLargeCorporationsToday a New System needed ?

12. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 12

13. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 13 Management Beyond Control What: Give the same attention to the ‘finish line’ as shown in the financial results as the company’s ability to get there, its strategic alignment How:Transparency - face the brutal facts Accountability - both for financial results as well as capabilities Integrity - we deliver what we promise Involvement - management by ‘pull’ and ‘push’

14. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS Leading Large Corporations European Chief Executive Officers Leading Large Corporations European Chief Executive Officers

15. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 15

16. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS SUCCESSFUL LEADERSHIP MANAGING RESULTS ANDCAPABILITIES SUCCESSFUL LEADERSHIP MANAGING RESULTS ANDCAPABILITIES

17. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS LEADERSHIP STYLE & SYSTEM “PULL & PUSH” “CORPORATE DIALOGUE” LEADERSHIP STYLE & SYSTEM “PULL & PUSH” “CORPORATE DIALOGUE”

18. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS Corporate Dialogue Creating a TransCountable Alignment System Corporate Dialogue Creating a TransCountable Alignment System IOngoing measurement of the status of the organizational capabilities IICreating and sharing a common agenda with key executives IIIManaging a structured, continuous interaction with these executives for initiation and follow through of improvement initiatives. III III

19. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS Areas for improvementAreas of alignment Corporate Branding Renewal / Innovation Internal communications A Supportive Culture Strong Management Competencies Empowered Executives Corporate Citizen QC Quality of the company CO Culture of the organisation IO Image of the organisation QB Quality of your boss PE Personal empowerment PD Personal development BR Benefits& rewards

20. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS cynical complacent excellentready to change

21. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS Company Monitor - Highest Gaps - Incorrect structure for innovation - Too much top down decision making - Lack of cooperation - Lack of customer intimacy - Lack of entrepreneurial spirit Strategic Questions - Highlights - Growth - Customer Orientation - Synergy between OpCo’s divisions - Innovation - Quality of our people - Clarify the intent - Rethink the synergy approach - Strengthen customer focus - Improve Innovation capacity - Improve communication and cooperation - Stimulate entrepreneurship Strategic Alignment Agenda Company Strategic Agenda - Customer Value Creation - Clear Intent - Transparent Communications - Dynamic Industry Player - Entrepreneurial Measuring & Matching The Strategic Alignment Agenda Measuring & Matching The Strategic Alignment Agenda

22. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 22 Measure Manage Match New CEO, new strategic focus, new organizational structure: Support for change Support for change ? Top 350 expressing aspirations and assessing current performance using Company Monitor Organizational Capability Scan. Does Senior management share the Boards assessment? Do they support the new strategic focus? What are the internal priorities? CASE I ABN AMRO – NEW CEO

23. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 23

24. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS Managing The Executive Dialogue Center Managing

25. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 25

26. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 26

27. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS How to Manage Beyond Control and create astrategicallyalignedcompany How to Manage Beyond Control and create astrategicallyalignedcompany

28. 21 st CENTURY LEADERSHIP FOR LARGE COMPANIES STRATEGIC ALIGNMENT & CORPORATE DIALOGUE 21 ST CENTURY LEADERSHIP FOR LARGE ORGANIZATIONS 28 The Communication Director The coherent, consistent storyline Spearheads a move from informing and explaining to involving and challenging. The prime mover in opening up the corporate wisdom.