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On the street I meet 3 bricklayers – I ask them what are you doing? The first says I am laying bricks. The second says I am building a wall. The third.

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Presentation on theme: "On the street I meet 3 bricklayers – I ask them what are you doing? The first says I am laying bricks. The second says I am building a wall. The third."— Presentation transcript:

1 On the street I meet 3 bricklayers – I ask them what are you doing? The first says I am laying bricks. The second says I am building a wall. The third says I am building a cathedral.

2 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard BLAINE CALLARD MANAGING DIRECTOR HARVEY NORMAN EUROPE d.o.o

3 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard HARVEY NORMAN QUICK INTRODUCTION Founded 1972 Market Capitalization of over € 2.1 Billion EURO 300 Harvey Norman stores worldwide Turnover €3,25 billion EURO Number one retailer of furniture, electrical, and computer equipment in Australia and New Zealand. Property portfolio valued at over €940 Million Euro GERRY HARVEY

4 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard OUR BRANDS Joyce Mayne

5 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard HARVEY NORMAN SLOVENIA LJUBLJANA RETAIL SQM 9214 EMPLOYEES 104 KOPER RETAIL SQM 5100 EMPLOYEES 55 GROUP TOTAL RETAIL SQM EMPLOYEES 159 PLUS PLANS FOR 3 NEW STORES 2009

6 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard

7 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard OUR BUSINESS MIX... Furniture Electrical Bedding Computers Electrical

8 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard GERRY HARVEY Self-made millionaire Successful promoter Risk Taker Strong Interpersonal skills Unusual business style Open and accessible Business Genius – problem solver CULTURE OF THE FOUNDER CULTURE OF THE COMPANY

9 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard WHO AM I ? Born in Australia Years with Harvey Norman Degree in Law and Arts (Psych) Marketing and problem solving are my areas of experience Helped with many broken businesses I am a plain talker – no pie charts – no research papers – no theories - just brain food

10 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard BUSINESS CANCER Unmotivated Unappreciated Unempowered Uninformed Fear everywhere Weak leadership Coming to work with their brains turned OFF

11 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard BUSINESS IS CHANGING Markets are becoming ultra competitive Global competition = shrinking margins Competitors are not sleeping Instant information age Shorter life cycles Less customer loyalty Bureaucracy is growing Shareholders demand growth

12 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard INNOVATION IS THE KEY Drucker (1964)– principle of abandonment Innovation is not... It’s about PEOPLE Are your people innovating –Customer Innovation –Product Innovation –Process innovation –Strategic Innovation CORRECT ENVIRONMENT + CORRECT PEOPLE

13 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard THE INNOVATION DEPARTMENT? “INNOVATION IS FOR THE R&D DEPARTMENT” THIS IS AN INCORRECT AND DANGEROUS ASSUMPTION INNOVATION DOESN’T NEED COMPLEX PROCEDURES OR EXPENSIVE CONSULTANTS? CAN YOU STRUCTURE INNOVATION? IT IS A CREATIVE ORGANIC PROCESS WHAT WOULD YOU HEAR IN YOUR COMPANY IF YOU PUT A MICROPHONE IN YOUR CAFE? MANY SOLUTIONS TO COMPANY PROBLEMS. EVERYONE IN A COMPANY CAN INNOVATE All you need is the correct soil, and innovation will grow

14 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard IN YOUR COMPANY... A QUICK AUDIT... are many people unhappy at work? is management open to new, unusual, or crazy ideas? do top managers spend most of their time at their desk? can any employee speak to the boss? what happens to people who try something and fail? can people make decisions without permission? do most employees know your profit or sales results for the last 12 months? do people work only for money?

15 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard PEOPLE ARE PEOPLE “Isn’t most work boring?” Most people want to succeed and do well – to be valued People are not machines People need PRAISE and RESPECT Ideas take time People want to be in winning teams People need leadership People give 100% when they want to IDEA ONE

16 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard BREAK LARGER BUSINESS INTO SMALLER PIECES Smaller teams can help Independent manager of each team = THE LEADER Teams must be empowered People feel safer in small teams Intimacy with boss for idea sharing Run like a small business Eg. Skunkworks (Lockheed Martin) IDEA TWO

17 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard SHARE THE REWARDS Alignment of goals – company and staff Share the profit Not just money – recognition and respect Grow the pie, don’t fight over the slices People will take ownership... Reward ideas not just profit IDEA THREE

18 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard RISK TOLERATING CULTURE GET A SECOND CHANCE... Why do people who have the answers stay quiet? Remove the fear – starts at the top Core to the culture Tolerate risk NOT incompetence People learn from mistakes Basic safety nets encourage INNOVATION “Better to seek forgiveness than ask permission” Rules can be “guidelines” IDEA FOUR

19 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard ORGANIC NOT MECHANIZED Does your company have too many procedure manuals? Central control, authority, defined tasks – all create rigid and uncreative environments People assume things in writing are fact - dangerous Procedures stifle innovation – they control freedom & time Organic companies can adapt Share best practice... Quickly Make sure you have FUN in your workplace IDEA FIVE

20 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard TRANSPARENCY OF INFORMATION People must be INFORMED Trusted staff feel valued Micro Innovation at every level Information teaches Information allows self measurement Information helps CHANGE ACCEPTANCE Commercial awareness – BIG PICTURE (Like the Bricklayer story) IDEA SIX

21 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard THE VALUE OF EXCELLENCE Measure performance Celebrate success Constant Improvement Talk about the competition – create the TRIBE People seek Spectacular Success IDEA SEVEN

22 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard PROTECT THE CULTURE The most important job of TOP MANAGEMENT Culture is the key Talk about the values Open door management – listening (HN) Promote from within Hierarchy or Status not so important F.I.G.O. (Fit In or Get Out) CULTURE IDEA EIGHT

23 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard GET THE RIGHT PEOPLE Many traditional companies PUSH OUT UNUSUAL PEOPLE IDEA NINE

24 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard CHARACTERISTICS OF INNOVATORS? STRONG COMMUNICATORS VERY PRIVATE RISK TAKERS COMPETITIVE AMBITIOUS HIGH LEVEL SELF CONFIDENCE DRIVEN BY IDEAS NEED INFORMATION WORK BETTER ALONE CHALLENGED BY FAILURE PROBLEM SOLVERS EASILY BORED DIFFICULT TO WORK WITH WANT SPECTACULAR SUCCESS VERSATILE LIKE TO BE THE BOSS CAN MULTI-TASK TAKE OWNERSHIP RULE BREAKERSSTRANGE

25 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard GET THE RIGHT PEOPLE Tolerate variety Hire people who have travelled Positive people Playful people – mental flexibility Background not experience Education is not everything IDEA NINE

26 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard TREAT PEOPLE LIKE PEOPLE BREAK BUSINESS INTO SMALLER PIECES SHARE THE REWARDS TOLERATE RISK LESS PROCEDURE MANUALS TRANSPARENCY OF INFORMATION VALUE EXCELLENCE PROTECT THE CULTURE GET THE RIGHT PEOPLE SOIL FOR INNOVATION SUMMARY OF IDEAS

27 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow. Rupert Murdoch Rupert Murdoch

28 MANAGING FOR MOTIVATION & INNOVATION Blaine Callard THANKYOU


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