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Franz Wirnsperger
Verschmelzung von Unternehmenskultur und Managementprozessen zu einem flexiblen
Management Modell
21. Controller Tagung
Beitrag Firma Hilti
Dättwil, 7. September 2010
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1. Hilti in brief
2. Company Culture a driver of business success
3. Our Management Model
Table of Content
21. Controller Tagung I 7.9.2010 3www.hilti.com 3www.hilti.com
● Founded in 1941 in Schaan, Principality of Liechtenstein
● One of the global leading companies in providing products, systems and services to construction professionals
● Located in more than 120 countries on five continents
● More than 20,000 employees
● More than 50 nationalities at Group Headquarters in Schaan
● Direct sales model
● 2003 winner of the Carl Bertelsmann Prize for outstanding corporate culture
1. Hilti – a worldwide presence
21. Controller Tagung I 7.9.2010 4www.hilti.com 4www.hilti.com
1. Leading Products for Construction Professionals
21. Controller Tagung I 7.9.2010 5www.hilti.com 5www.hilti.com
1. Hilti in brief
2. Company Culture a driver of business success
3. Our Management Model
Table of Content
21. Controller Tagung I 7.9.2010 6www.hilti.com 6www.hilti.com
2. Our culture is a journey – Our Culture Journey
● We act with integrity in all we do
● We demonstrate courage to go beyond the circle of habits
● We outperform through teamwork
● We have commitment to personaland company growth
The way we do things at Hilti is based on living strong values.
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First PrincipleWe do Worthwhile Work
The Mirror – Face the “brutal” facts
Outstanding Results
Second PrincipleWe take Self-Response-Ability
to Achieve Our Goals
Third PrincipleWe Encourage Each Other and
Recognize Results
Focus – Energy Disciplined Action
2. Our Culture Journey Principles
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2. The Team Camps of Our Culture Journey
Foundation
….. …..
Core Purpose & Values
Self-Response-Ability Encouragement & Recognition
The Mirror
Face the “brutal”
facts
The Mirror
Face the “brutal”
facts
Rubicon
The die is cast
Traps of busyness Feedback ceremony
Pit Stop
Slow down to Speed up!
“Ideal Hilti”The Walk
Moment Of Truth …..
Desired Hilti Culture - Vision 2015
Unique customer experience!
Seamless process ’’extra mile’’
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2. “Value definition” and culture trainings alone are not enough• Full commitment from Top Management
- Role model; not possible to delegate- Personal engagement in trainings- High commitment with time and energy
• Closeness of leadership-team to the organization- Frequent presence worldwide – not only with respective management teams- “Gipfel-breakfasts”, approachability, etc.
• Visible sanctions in case of non culture compliance; zero compromises on leadership promotions
• Long-term commitment with regular progress measurement- Perseverance and discipline- Employee satisfaction surveys (with disciplined actions as results!)- It’s a journey – regular progress checks in all teams
21. Controller Tagung I 7.9.2010 10www.hilti.com 10www.hilti.com
1. Hilti in brief
2. Company Culture a driver of business success
3. Our Management Model
Table of Content
21. Controller Tagung I 7.9.2010 11www.hilti.com 11www.hilti.com
3. Our challenge “How to transform the old to the new world”
Management Processes
Leadership Culture
Fix / negotiated /slow
Dynamic /flexible/fast
Command& control
Entrepreneurial
Hilti 2005Classical
Model
Mix
Mix
Hilti 2015New Model
Transformation
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3. The Hilti Management Model
Targeting
Rolling ForecastPerformance
Review
CulturePrinciples
AmbitiousRelative
SimplicityEmpowerment
TransparencyAccountability
Integrity, Commitment, Teamwork, Courage
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Management Processes and Culture merge to a new management model with high commitment based on a high level of trust....
Targeting
Rolling Forecast
Performance Review
Culture Principles
Empowerment and accountability Self-responsibility
Trust and Strong Values