4 What is Hilti ? A Snapshot Hilti holds a leadership position world wide in the specialized field of fastening and demolition systems for the construction industryHilti holds a leadership position world wide in the specialized field of fastening and demolition systems for the construction industryWhat is Hilti ? A SnapshotMeasuringDistance measuring, Leveling & aligning, detectingDrilling & DemolitionInsulation & ProtectionDrilling & chiseling, Diamond systemsFoams Systems, Fire StoppingCutting & GrindingProfessional ServicesCutting, sawing, sanding, Diamond systemsFull Service, Calibration, Fleet Management, Financial Service, Anti-theft protectionFastening & InstallationPlanning & SpecifyingAnchoring Direct fastening Screw fastening InstallationSpecification, Consulting, Engineering, Software
5 Where is Hilti ? EVERYWHERE !! AsiaEurope 3North AmericaEurope 2Europe 1Africa, Nearand Middle EastLatin America
6 Who is Hilti? Mr. Hilti and family Founded in 1941Martin Hilti ( ) as Hilti oHG - a mechanical workshop in Schaan, Principality of Liechtenstein, with five employees1971 Acquisition of a production plant at Kaufering, GermanyStep-by-step setting up of an international sales network with independent sales organizations and local representatives- Construction of the parent plant in Schaan1972 Founder – Health Issues1964 Addition of a drilling and anchoring line to the sales program1948 Start of development of a powder-actuated fastening system
7 1985 Creation of three divisions: drilling and demolition, powder-actuated fastening and anchor technology1989 Development and initial implementation of Strategy 20001979 Inauguration of headquarters for North and Latin America at Tulsa, Oklahoma, USA1986 Innovation (INNO) – Work/Life Balance1994Our people and company culture are not soft-strategyelements, but key drivers of our company’s success, one of our biggest secrets to living our purposeMichael Hilti – Chairman of the Board of Directors1987 Entry into construction chemicals market1985 Leadership Makes a Difference – Culture Statement1982 Entry into diamond coring and cutting market, and launch of first breaker
8 1996 Revision of corporate strategy 2003 Operating in more than 120 countries, 110 Home Depots and the Internet with 9 manufacturing plants, and app. 14,100 employees.1994 Founding of Hilti Asia Ltd. in Hong Kong and relocation of Asia market region management from Schaan to Hong Kong1996 Revision of corporate strategy2003Global Rollout1998 Step-by-step implementation of "Champion 3 C" strategy1995Introduced to HNA Executive Management Team as culture initiative not program of the month
9 Acquisition of Unirac in North America 2010Acquisition of Unirac in North AmericaLaunch of Aluminum Solar Flat Roof Systems2011Achieved highest GEOS rating in Hilti’s history2008Creation and launch of full recognition awards for customer based as well as peer nominations2013Next decade… ERA of the Journey Evolution!!!2012Wellness initiativelaunchedTotal employees globally over 20,0002010 Revision of corporate strategy –Vision 2020 introduced2009 Purchased Diamond B, Inc. and rebranded to Hilti DPC
11 Secret Recipe – 3 secrets of Gung Ho Spirit of the Squirrel:Worthwhile WorkWay of the Beaver:In Control of Achieving the GoalGift of the Goose:Cheering Each Other On
12 Our Culture Journey Principles First PrincipleWe do Worthwhile WorkThe Mirror – See the “Ideal Hilti”Serving a Higher PurposeLiving Core ValuesBecoming Best AtHaving Shared GoalsHaving a Balanced LifeOutstanding ResultsSecond PrincipleWe take Self-Response-Abilityto Achieve Our GoalsThird PrincipleWe Encourage Each Otherand Recognize ResultsDefining the Playing FieldDevelop Your PotentialSharing Leadership & TeamworkEnabling EmpowermentAligning Structures, Processesand SystemsEncourage CourageMonitoring & Measuring the RightThings RightRecognizing & RewardingAligning Recognition & RewardSystemsFocus – Energy Disciplined Action
13 Ms. C’s Doom Loop Disappointing Results Reaction, No Buildup; without UnderstandingNo Buildup;No AccumulatedMomentumNew Direction,Program, Leader,Event, Fad orAcquisitionMs. C could make her entrance at this point????
14 Many camps along the Journey… Design and Implement
15 Team Camps – global and vertical We discuss selected topics on a global and vertical plane in a bi-annual (18 – 24 month cycle) rhythm, called Team CampsAll team leaders participate twice in a team campAs member of a management teamWith their own teamThe Team Camps are facilitated by internal people in the local language, called “Sherpas” (Strategic, Team Leader and Spirit)
16 The Team Camps of Our Culture Journey Desired Hilti Culture Vision 2020The Team Camps of Our Culture JourneyRubiconPit StopOne VoiceMini PitMoment ofTruthWhy Not?The die is castTraps of busynessFeedback ceremonySlow down to Speed up!BeaconsIdeal TeamRoad to the SummitReflect onPositioningPrioritize & Action PlanningTeam DynamicsUnique customer experience!Seamless process ’’extra mile’’FoundationFocus – Energy &Disciplined Action to achieveOutstanding ResultsCore Purpose & ValuesSelf-Response-AbilityEncouragement & Recognition
17 TC1 Overview: Foundation– Orientation / BTS Day TWO A.M.2nd Principle “We take Self-Response-Ability to Achieve Our Goals”Reflect on DramaEmpowermentHilti LeadershipEnabling Structured Processes - DiSCDay ONE A.M.Desired and Current Culture StatusIntroductionSession OverviewSHERPA ExerciseNeeds ActivityLifelinesDesired Culture StateBrutal Facts (HWH)Tower of Power / Enabling Elements of GreatnessOverview of Our Culture JourneyHilti MovieLunchDay ONE P.M.Day TWO P.M.Enabling Structured Processes (Cont’d.)SL2 (w/Context Video)PMP/Red Thread w/ SL2Disciplined Action (DA) Personal3rd Principle “We Encourage Each Other & Recognize Results”Reflection on Key PointsPlanet Hilti Reward / Recognition SystemsDisciplined Action (DA) PersonalRecap & ReviewLeading ChangeTeam CampsWho Moved My Cheese? Movie*1ST Principle “We do Worth-while Work”Hilti Core PurposeHilti Core ValuesMission Statement CommitmentBest At StatementShared Goals ApproachMaking a Personal Connection to Worthwhile WorkDisciplined Action (DA) Personal (Work/Life Balance)Fish! Worthwhile Work in Action Movie*Team Spirit“Rite of Passageto Greatness”Ms. CLunch
18 Painting the Team’s Purpose TC2 Overview: 2+ Day Team Camp RubiconThe BeginningDay 1Day 2 (conclude ~5:00pm)Feedback as a GiftDrama: Team CourageTeam Development / Managing Team ConflictsEmbracing & Leading ChangeDA IndividualThird Principle:“We Encourage EachOther and Recognize Results”DA’s Team – Consolidation & PrioritizationDesired Culture StateBrutal Facts-Organization-TeamDefine Team’s RubiconBarriers to GreatnessDisciplined Action - TeamFirst Principle: “We do WorthwhileWork”Team Connection to Worthwhile Work – Visualizing the Team’s FuturePersonal Connection to Life BalanceDA IndividualSecond Principle:“We take Self Response-Ability to Achieve Our Goals”Hilti Leadership & Knowing YourselfParticipants arrive at the location for lunchPath to OCJ Team Camp Rubicon“CrossingtheRubicon”Poolside/Campfire Reflection“Becoming balanced on the Journey with the 6 L’s”Painting the Team’s Purpose
19 TC3 Overview: 2+ Day Team Camp Pit Stop Late AfternoonDay 1Day 2Start the Race(Strategic/Team Leader)Courage(Team Leader)My relationship Traffic LightThe WalkPrepare the RaceThe RacePersonal Pit StopTeam Pit Stop(Team Leader)Pit Stop Forever(Team and Team Leader)From Rubicon to the Pit StopThe Pit Stop LetterCamp Fire (Team Leader)Strategic Sherpa NightRoles
20 TC4 Overview: Team Camp Moment of Truth 1st day2nd day3rd dayBeginningBeginning08.0007.30Setting the Stage08.00 – 09.0007.30 – 09.30Our Call to ActionThe Voice09.00 – 09.3009.30BreakIn the Round09.30 – 10.1510.00 –A Quantum ofSurpriseStrategic Sherpa –Hannes SaeubertTimeframeBreak10.15Lunch at Aspen12.30 –Voice of the EB10.30 – 11.3001.00 – 01.45My Personal Contribution11.30 – 12.30Strategic Sherpa HourLunch for early arrivals01.45 – 02.00Personal feedback12.00Lunch12.30 – 01.3002.00 – 02.30My Call to Action01.45Break with heavy appetizers01.30 – 04.00The Experience: Customer Award~02.30 – 02.45Break02.00Welcome & Review OCJ04.00 – 04.15Break02.45 – 03.00The CallA Quantum of Pride: Team AssessmentCamp Closing04.15 – 05.15The Challenge03.0003:00Teambuilding Activity – On Target05.15 – 05.45Our Customer Promise06.3006.30Gala “Arbor” Dinner w/ socialStrategic Sherpa – Hannes Saeubert Team Dinner w/ socialCampfire in Lodge08.00
21 TC 5 Overview: Why Not? Day 1 Afternoon Day 2 Full day Day 3 Morning Essence of the Hilti CultureFuture Imperatives of the Organization –Entrepreneurial PlayerUS living ourWhat is the essence of the Hilti Culture?Let’s open our BOOK and our minds to the journey!Where is the team on the journey?Let’s experience our culture as a TeamMy personal change agreementChallenge & adviceLetter to myselfThe One ThingUnderstand itWHY is this important for the org’s Vision?WHAT do these strategic imperatives mean for us?The Playbook: The Real GameOur team: Diarizing the learningHow will we do this?-AddressingaccountabilityThe One ThingApply itWhat does it look and feel like?-Business Simulation:The PracticeStrategic Sherpa NightWHAT is needed to achieve the org’s strategic imperatives?* TC5 Global Std.
22 TC Overview: One Voice Arrival (1st day) Tuesday, 01/17/12 Team Reflection2nd day – A.M.Wednesday, 01/18/12Team Direction2nd day – P.M.Wednesday, 01/18/12Team AlignmentBreakfast (7:15a)Lunch (12:30p)Team Mirror: “1 – 10” on the path being a High Performing TeamTeam Commitment: Put Vision into Action II OYP To Do(Practice the learnings on one critical business topic or develop complete OYP)Team Vision:How does the team want to be perceived? What Leadership Attributes are needed in the future?ArrivalBreak (10:00a)Break (3:00p)Lunch (Noon)WelcomeTeam Connection: How do we want to work together? Responsibilities, Roles, Decision making, Communication, & Follow-throughTeam Support: Define and share your Leadership (keep/change)- The WalkMeet the Team:-Speed DatingTeam Integration Part I: Fast LeapTeam Communication: Sharing the message and gaining buy-in within our organization.Fireside Social at the Summit (6p) Team Dinner (7:30p)Team Focus: Put Vision into Action I - Stop DoingTeam Experience: Building the bridge to our futureTeam Integration Part 2: Sharing in the roundSocial (6p) and Team Dinner (7p)
26 Cultural Development Model Mindset and LeadershipTeam Engagement and Self-ActualizationImpactImpactCustomer Centricity/ ProductivityImpact and Sustain the JourneyCustomer Engagement and SatisfactionImpactImpactfeedbackEmployee Engagement*: A team member’s degree of positive emotional attachment to the organization, their role and to their team.
27 Our Call to Action #1 Goal Goal: Owner Action Steps Start Date End Date30 Days60 Days90 Days180 DaysCompletion DateBenefit of Goal AchievementChallenges to Goal Achievement:Recognition and CommunicationMetric/TargetCurrent Base Line30 Day Results60 Day Results90 Day Results6 Months Results
31 Isolate the effects of OCJ ROI FrameworkImpactSherpa TeamCompetencyTeamMembersTTeamEngagementIsolate the effects of OCJTStrategyAlignmentChanges in measures,Trend analysis to include intangible benefits.OrganizationalDevelopmentWilson Learning Worldwide, 2009 (Kirkpatrick’s 4 – Level model)
32 Zoom Type Evaluation Level Content Focus & # of questions Chain of ImpactZoom Type Evaluation Level Content Focus & # of questionsReadiness 0 Preparedness (#4), Aligned/Direction (6), Working Relationships (9), Shared Leadership (5) Immediate 1 Sherpas’ Ability (11), Team Performance(9), Team Camp (7), Impact (17) 30 Days 2 Knowledge, Skills & Attitude Changes: AIP’s (9), Barriers/Challenges (11), Resources/Recognition (6), Days 3 Changes in On-the-job Behavior, Actions, Progress (10) 6months 4 Changes in Business Measures – Trend Analysis (8) Long-Term (ROI) 5 Compares OCJ Benefits to the Investment Costs
34 Readiness Sensing Survey Measurements:Values, purpose and principles – highest ratingsGoals and prioritiesTeam engagementSelf-actualization / empowermentApplying Management tools – lowest ratingsResults:48% of the respondents have been informed of the topic and content of the TC90% to 92% of respondents feel they and their team are readyDegree of execution from last team camp – 7.5*Clarity on goals and team priorities – 7.2 to 7.8Alignment with principles, purpose and values– 8.4 to 8.8Understanding of expectations, contribution and roles & responsibilities – 8.0 to 8.566% of respondents state Team Leader kept the Team Camp top of mindHighest ratings:Trust – 8.5Motivation – 8.5Ability to handle conflict – 8.4Lowest ratings:Applying 8 steps for leading change – 7.2DISC usage – 7.3Situational Leadership usage – 7.6Degree of leading and facilitating change – 8.3 to 8.4Sense of empowerment – 7.3Comfortable asking for help – 8.8 to 8.9Quotes:“These events are fine its good to get together with the team but my experience is that Hilti does not live up to what its professed culture really is.”“Nobody wants to go anymore ... topics boiled down now...too long out field”Results give guidance on areas of focus before and during OCJ
36 We Create Enthusiastic Customers Building a Better Future OCJ Reward &Recognition OverviewWe Create Enthusiastic CustomersPeer to PeerBuilding a Better FutureRecognize ResultsEnthusiastic Customer AwardOCJRecognitionManagement RecognitionInternal Team Member RecognitionLegacy Cup Award
37 OCJ Online Recognition Bank 4 tickets per person to recognize team members within the year.Team members accumulate these tickets and “cash” them in for OCJ product through the online catalog.Catalog offers products from 1 to 100 tickets for team members to select from.Ticket quantity is determined by an established “ticket price”
40 Recognition and Awards 2001 Recipient of theKen Blanchard Companies Outstanding AwardNorth America2010 Excellence in People Development Award from
41 manufacturing company manufacturing company "Selling Power” ranksHilti-Canada #1manufacturing companyto sell for"Selling Power” ranksHilti-North America #2manufacturing companyto sell for
42 Placed 15th globally (Microsoft #1) – 25 best in the World 2011 “Great Place to Work”Placed 15th globally (Microsoft #1) – best in the WorldMichael Hilti, former Chairman of the BoardWinner of the Carl Bertelsmann - Global Prize for exceptional Corporate CultureMythos brand – world-wide the strongest brand in the industryCary Evert , CEO of Hilti North American
44 Sherpa Team CharterInfluence the mindset of teams to create passionate and engaged customers.Customer Engagement& SatisfactionFocus teams to embrace seamless, consistent, best practices to maximize efficiencies.Customer Centricity/ProductivityFoster a spirited environment of learning, development, recognition, and fun.Team Engagement&Self-ActualizationBe the OCJ Advocate and become a Strategic AssetImpact andSustain the Journey
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