ABSA GROUP: Cash and records operations embarking on a transformation jorney - Business case
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Business case
ABSA BANK
ABSA GROUP: Cash and records operations
embarking on a transformation jorney
BY RYAN MILELLACENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
SNAPSHOT
Introduction
ORGANISATIONAL Implement and embed
DETAILS: a Lean Manufacturing Absa Bank Limited (Absa) offers a complete range of
Absa Bank Ltd. (Absa), culture. investment, commercial and retail banking products
listed on the JSE, is one Measure performance and services to the full spectrum of the South African
of South Africa’s largest using FranklinCovey’s customer base. Absa became a subsidiary of Barclays
financial services groups. xQ (Execution Quotient) Bank PLC on 27 July 2005, when Barclays acquired a
Absa’s Cash and Records Organisation Assessment.
controlling stake in the Absa Group. Absa’s business
Operations (C&RO). C&RO HIGH LEVEL RESULTS:
secures, processes and
is conducted primarily in South Africa. Absa employs
Staff morale up from 59%
transports physical cash to 74% a customer-centric business model with business
and documents. 1500 Execution culture up from units serving specific customer segments. The Group
employees with costs of 51 to 69 interacts with its customers through a combination
R452 million.
Sustainable cost savings of physical and electronic channels.
Date of study: January to of R30 million per year
December 2008 (nearly 7% of total annual
Absa has a market capitalisation of over R60 billion
KEY CHALLENGES: operating costs) (approximately US$7 billion). It is the biggest retail
Embark on a Process improvements bank in South Africa with approximately 800 retail
transformation journey. resulting in: branches and 10,000 ATM cash points. It is one of
Improve employee morale. • Cash recycling improved four major banks in the local market and employs
Reduce operational costs by 60% and inventory approximately 40,000 people.
without impacting quality/ required reduced by 25%
service. • Bond validation and Cash and Records Operations (C&RO) is responsible
SOLUTION STRATEGY: Generic Banking Products for the processing, transporting and safe keeping
Use FranklinCovey’s “4 cycle time reduced by 83%. of physical cash and documents for the bank. The
Imperatives of Great • Turn-around-time for Records Operations function essentially processes,
Leaders”. retrieval of various
retains and archives; in both physical and electronic
Apply 4 Disciplines of documents reduced by
format, all bank records, i.e. records ranging from
Execution. up to 94%.
customer information to bank securities. Records
Operations, in service at 800 branches, consists of:
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
• FICA Centre (Know Your Client) Towards the end of
2007, Caesar Mtetwa was
• National Securities Centre (NSC). appointed to lead C&RO.
The Cash Operations function essentially processes One of the challenges
and transports cash, and loads ATMs with physical in Cash Operations, also
cash. Cash Operations consists of 13 Cash Centres headed up by a new
located throughout South Africa that service 3300 appointee, Hamilton
off-site ATMs and over 300 branches. Melane, is that physical
Support provided to the Cash Operations includes cash attracts criminals,
Change Management (including a Business and owing to high crime levels in the country, the
Impact Manager and Change Analyst), Financial unit is considered a high risk environment in which
Management, Internal Communications, Risk to work. This makes attracting and retaining talent
Management and Human Resources. a key challenge, resulting in deficits in technical
know-how as well as leadership without sufficient
The Problem to Solve maturity. The cash industry was is over-invested
in cash processing capacity and is characterised
Hendrik Oppermann, by few cash transporting companies, which makes
head of Absa Operations, both service and price less competitive.
had a vision: namely,
for Operations to be Specific Challenges
an industry pioneer in
executing or fulfilling In 2007, the management of total cash inventory
financial transactions. within the bank was decentralized, i.e. cash
This meant embarking on management at retail branches and cash centres
a transformation journey was managed separately, which resulted in a high
for the entire division. and costly cash inventory. Turnaround times were
In general, operations also too long and transportation costs too high.
within the financial industry had followed a strategy The bulk cash deposits at retail branches imposed
of standardisation, centralisation and automation high security risk and impacted negatively on
to drive economies of scale and scalability of branch efficiencies as manifested by long queues.
business. Operations, however, wanted to revise Management information systems were non-
this type of strategy to standardise by activity existent, which made management of operations
rather than by product and to aggregate task by very difficult.
capability rather that by business line. Too much attention was previously paid on reducing
Hendrik and his executive team were also aware ATM cash outs (service), which pushed operating
that overall employee morale was low owing to an costs up significantly. The bank needed a more
entrenched, autocratic leadership style that had healthy balance between client service and cost-
existed for a long time. There was also a lack of clear effective processes.
strategic direction that created continuous shifting Measures were only being reported on a monthly
of priorities. Managers experienced a culture of basis, after the fact, and there were no day-to-day
“learnt helplessness” as most operational problems measures.
were escalated by employees to their managers.
Performance measures and documented workflows The processing time of records at Records Operations
were lacking, which resulted in favouritism and centres was too long. The documents could not be
management only being alerted to “bad news” at tracked or traced easily and had high chances of
the last minute. being lost in the process of transportation. The
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
retrieval time of documents when requested by and factory operations experience (engineers who
customers was not consistent and sometimes did challenged the “rules of the bank”).
not comply with the service agreement. To ensure the execution of strategy aligned
People-related challenges were, unfortunately, to the new vision of Hendrik Oppermann, the
plentiful: transformation plan, developed and monitored by
• leadership styles were autocratic, and Change Management (Karen Morkel) was embedded
micromanagement was common within the leadership and execution framework.
The transformation plan included:
• employees did as they were told but no more
• Setting the case for change (rationale)
• trust was lacking
• Effective stakeholder management (buy-in and
• a “silo mentality” played out on a regular basis sponsorship)
between interdependent teams
• Driving employee line-of-sight
• operations employees felt that they could not
speak openly with their direct managers • Ensuring employee engagement
• a paradigm of “things stay the same always” • Leadership development
even if the economic realities around you say • Culture setting and instilling specific behaviours
otherwise • Communication – constant review of strategy,
• an “us and them” situation between permanent highlights, etc.
and temporary employees, with permanent • Performance management
employees receiving preferential treatment.
• Talent development.
Given these many challenges, the bank felt an
urgent need to solve issues quickly to improve The plan was to be monitored closely with
service levels lest the negative perceptions of measurements in place to ensure success.
the Records Operations teams multiply and the To discourage bogus team commitment and
bad reputation inside Absa Group be reinforced. “cloning,” a theme of “Before a Team there is an
Simultaneously, there was pressure from Absa Individual” was chosen. Team commitments were
Group to get the cost/income ratio below 50 reinforced with team members that chose to stay,
percent. With process inefficiencies and fixed cost while those who could not identify with the team
overheads, daily volumes remained unpredictable opted out. Senior members intentionally created a
but steadily increasing. With little or no line of culture of inclusivity.
sight from within and weak capacity planning, The newly formed C&RO team, leveraging its newly
there were, as one might expect, differences in acquired engineering specialisations, put together
opinion on the definition of “crucial.” In the FICA a three year strategy with strict annual milestones
environment, it was taking as long as 10 days to to take on the challenges C&RO were facing.
process a document, a problem complicated by The strategy focused on four themes which were
having two buildings from which to operate. referred to as “Must Win Battles”:
Transformation Plan and Related 1. Make cash operations effective and efficient
Interventions through reduction of cost and process
improvement
By the end of 2007 Caesar Mtetwa had assembled a
strong team with diverse experience. The group was 2. Pioneer effective capacity utilization in the cash
a balance between conventional banking experience industry
(those that understood the “rules of the bank”) 3. Deliver a customer excellence program
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
4. Make document handling world-class through • The 4 Disciplines of Execution as the execution
conversion of paper records to electronic records methodology.
(imaging), thus improving processing efficiency • The Speed of Trust concepts to create confidence
and reducing records operational costs. among the leadership.
To support the organisational and individual “Lean,” a business continuous improvement
transformations, the following FranklinCovey methodology, was introduced and integrated
methodologies were used: with FranklinCovey’s leadership development and
• xQ (Execution Quotient) Organisation Survey execution methodologies.
to provide hard measures on execution In preparation for the new financial year in late
improvements 2007, the xQ Survey was completed. This baseline
• Leadership: Great Leaders, Great Teams, Great survey gave insight into C&RO’s culture of
Results and its leadership framework (The 4 execution at the time. This information was shared
Imperatives of Great Leaders) to enable the with everyone, highlighting their strengths and
leadership community in implementing the weaknesses, by execution driver (the 6 execution
significant changes through people, and drivers are Clarity, Commitment, Translation,
Enabling, Synergy and Accountability) and
Purpose, Values, Vision
Pioneering, Process centricity,
Continuous growth, Absa Values
Stakeholder Needs Stakeholder Needs
Strategy
Customer Employee Inventors FunctionalEmployee
Customer structuring,
Inventors
Competition. Community Competition. Community
Re-engineering, Capacity
Government Government
Planning, Talent & Innovation
CLAR IFY
P
PUR OSE
Results
Gap Closure
INSPIRE
TRUST
Wildly Important Goals
U N L EN
Business as Usual
MS
TE N
TA L
YS LIG
EA
S A
T H S
Leadership &Needs
Stakeholder Talent Processes, Structure,
Stakeholder Needs &
Development
Customer Employee Inventors SystemsEmployee Inventors
Customer
Competition.
Leadership Community
practices (LPI and Competition.
Functional Community
design (what v how)
Government
the 4 Imperatives of Leadership) Government & Resource planning,
Operational
Career validation Culture (Behaviours) 4 Disciplines of Execution (4DX)
Mental Capacity, Identity (xQ Information environment
& Cultural blueprint), Leverage
Strengths
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
levels of execution (individual, intact team and In the FICA environment, headed up by Winston
organisational). This information provided “hard Mangaru, the thirteen high trust behaviours
data” to senior management on which action steps supported the uncovering of blind spots amongst
were needed for the transformational journey that some of the management team. The high trust
lay ahead. behaviours remain today a key focus for Winston’s
management team.
Adapted 4 Imperatives of Great Leaders Imperative 2, Clarify Purpose: Create clarity and
A key step in the transformation was the adoption buy-in with the various intact teams on the Job to
and adaptation of The 4 Imperatives of Great Leaders be Done, Strategic Links, Money Making Model and
model. Each imperative was further enhanced Team Purpose. This was key both before and in the
and explained (see outer ring below), providing early part of the new financial year. Deliberating
management with greater clarity as to what the and agreeing on team purpose, strategy, and plans
role looked like when practiced in the Operations for the new year was an inclusive affair taking
environment. The leadership framework was used the best from operations and the best from the
by individuals and teams as a roadmap to support support functions as well as the best from unique
the key activities, behaviours, and outcomes individuals. “I was allowed, no encouraged, to be
required of leadership during this challenging different. Even though I was part of Finance I felt
time. During times of change, it is very tempting to part of the team and as a result I worried about
remain “stuck in the whirlwind” of the day-to-day a lot more than just my role. There was strong
priorities and challenges. The framework provided alignment to a common purpose,” says Siyabonga
support and guidance to help identify activities Nduli, Finance Manager.
that are important, but not urgent. Imperative 3, Align Systems: Within this
The leadership group participated in FranklinCovey’s imperative, particular attention was paid to The
Leadership: Great Leaders, Great Teams, Great Results 4 Disciplines of Execution both before and in the
programme. The programme was delivered in a early part of the new financial year. Similar to
manner that integrated individual development the Leadership development programmes, the 4
with what was asked of individuals in the planning Disciplines of Execution training was integrated
phase for the new financial year. with the annual planning process for the 2008
Imperative 1, Inspire Trust: Build trust in financial year and the individual performance
challenging circumstances using Stephen M R management process. The 4 Disciplines of Execution
Covey’s thirteen high trust behaviours. Particular was the “vehicle” within which a balance between
focus was placed on management displaying the day-o-day whirlwind activities and the future state
thirteen high trust behaviours. These behaviours of C&RO was created.
were re-enforced and supported at every opportunity Imperative 4, Unleash Talent: This would remain
by Karen Morkel and also by Caesar Mtetwa and a key focus area for the entire year and as it turned
Hendrik Oppermann. These behaviours, as well as out, into 2009 as well.
the “whole person paradigm,” were measured and
re-measured via quarterly, anonymous climate National Securities Centre (NSC)
surveys. Once management understood what these For the NSC specifically, the challenge for Thato
behaviours looked like, each person was held Matolong, NSC Manager, and his management
accountable to ensure he or she was living the team was to somehow simultaneously address the
behaviours. This was essential for the sustainability pressure from the outside as well as the pressure
of the culture and the leadership change process. from the inside. Five high level issues had been
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
identified for the environment were summarised acting as an internal 4 Disciplines of Execution coach
as “PCDQCRMI”. It took a while for “PCDQRMI” to was able to support fellow managers, re-enforcing
emerge at the operational level, but when it did it the training they had previously attended.
stuck: Lean, a business continuous improvement
methodology, was introduced into the C&RO
P Productivity
environment in parallel with FranklinCovey’s
C Cost leadership development and execution methodology.
D Delivery (of customer service) Lean defines all activities in an organization as
either being value-adding or non-value adding from
Q Quality the customer’s perspective. The purpose of Lean is
R Risk to empower people to continuously identify and
eliminate the non-value adding activities that exist
M Morale (employee) in the organization in order to improve and deliver
I Innovation higher value to customers. Lean is defined as a
continuous improvement culture where all people
Discipline 4, Create a Cadence of Accountability: actively contribute to waste elimination in order to
Institutionalising this rhythm of accountability increase value to the customer. C&RO’s drive from
proved a challenge. The rhythm of accountability the start of 2008 was to embed and sustain Lean
and reporting on progress of WIGs was first created thinking and waste elimination principles within
at the management level via a number of forums/ the culture.
meetings:
• Weekly Change Team meetings (Change and
Engineers)
• Monthly Manco meetings for R&CM, a full 1-day
review mechanism, whereby line of sight was
improved with R&CM - both vertical and horizontal.
These sessions focused on implementation
initiatives, quality of outputs, costs incurred
and later cost savings. These sessions became
significant learning opportunities for members
and helped strengthen the team because of
the strong, inclusive team approach mentioned
previously.
The process allowed for constructive negotiations
between the “engineers” and the “operators.” While
WIGs were primarily driven top down, operational
measures were driven bottom up. Operations staff Cash Operations Challenges and Results
were given the freedom within the parameters of One of the WIGs identified to address the various
the WIGs and support from management to figure inefficiencies was the implementation of a “hub
out what to measure and how to measure and to and spoke” process design. Instead of the various
create the scoreboards. Summarised scoreboards retail branches and cash centres obtaining the
became the basis on which reports were prepared necessary funding from the South African Reserve
for monthly management meetings. It was also in Bank (SARB) independently of each other, branches
these weekly and monthly forums that Dieter Halfar, agreed to direct their cash inventory requests to
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
the central cash centre (hence the name “hub 2. Information on supply and demand, which was
and spoke”) and then the cash centre would do always in the system, had to be found and
the necessary calculations to determine the overall transformed by teams into knowledge.
inventory needs for the branches and ATMs as a 3. The Treasury team introduced daily planning
whole and place the necessary cash inventory order sessions to determine how much money would
from SARB as required. This redesign resulted in be needed from SARB – how much would they
various efficiencies being created within the system receive from Tellers and Branches (supply) and
as has been detailed in the “Results” section how much demand there would be from their
below. The Ormonde Cash Centre was used as the clients: RASC, ATM solutions and All Pay.
pilot site. Thereafter “hub and spoke” was rolled
out nationally based on the results and learnings 4. Weekly teleconference calls (weekly planning)
from the pilot site. for the thirteen Cash Centre Managers around the
country was introduced. Results were monitored,
To achieve a goal they had never achieved before the managers being held accountable for their
(the implementation of hub and spoke) they had to results. The teleconference calls and related
do things they had never done before: information also provided benchmarking and
1. Stretch goals were introduced for the first time, best practice sharing opportunities. At first,
keeping no more than a certain percentage of many managers felt as though there was an
every R1 received (an optimum level of cash attempt to catch them out, but over time,
required balancing cost with service). particularly with the support provided by Lean,
Description From (2007) To (2008) % Improvement Comments
R12.6 Million cost
Cash Centre Inventory R514 Million R387 Million 25%
saving
R2.2 Million cost
ATM Inventory Factor of 2.11 Factor of 1.8 15%
saving
Cash Recycling R4.4 MIllion cost
50% 80% 60%
(productivity) saving
Cash Availalbility
98.59% 98.86% Service Maintained
(service)
Cash Outs 0.06 0.08 Service Maintained
People (Internal Employee
59%* 74% 25%
Opinion Survey)
Global Average
People (xQ) 51* 69 35%
of 62
For the year under review, except for risks associated with change, risk
Risk
levels were maintained at acceptable levels.
*comparison score for prior year includes additional, related operating units (restructuring took place
shortly after baseline data was obtained).
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
managers became more comfortable with the costs to be saved. Feedback created an opportunity
transparent accountability process. to always ask the question as to whether the team
5. Solid walls were gradually broken down to be was effectively balancing progress on initiatives
replaced with a strong interdependent culture (that made up the WIGs) with client needs. Both
and a strong sense of purpose as demonstrated the NSC and FICA management meetings took
by the new abilities to willingly share place monthly with Manager, Heads of Department,
information with each other at the right time. Supervisors and invited Team Leaders present.
Scoreboards were developed and put in place in
Karen Morkel reflects, “In cases where cash centre the operations environment, updated weekly and
management was not progressive towards this new discussed daily. The management teams used the
leadership approach, we had to be more stringent scoreboards that operations employees developed
and be quite firm with certain unacceptable to consistently monitor productivity levels. The
behaviours. It was a partnering effort of reflecting departmental scoreboards are aggregated and form
back to business what their leadership styles were the report on which Thato Matolong, NSC Manager
like and the impact thereof on their teams and and Winston Mangaru, FICA Manager, report back
then ensuring the support in re-enforcing the high to Caesar Mtetwa on a monthly basis. Fifteen
trust behaviours. This process was one of great minute daily meetings take place in the operations
discomfort and did not sit well with a number of environment for Team Leaders and their employees.
management team members. However, there were From the development of WIGs for intact teams,
many who rose to the challenge and were willing individual performance contracting and regular
to change.” performance reviews became more meaningful and
Change champions were nominated by operations easier.
employees. These champions were provided with The weekly and daily meetings became the
training and were mandated within each cash centre forum in which WIGs, related measures, and lead
to ensure they monitored the pulse of the people behaviours were developed together. Over time, a
and kept lines of communication open between the safe environment was created where people became
operations employees and management. more comfortable saying “You have not delivered.
Hamilton Melane says “People now better What do you intend to do about it?” These
understand the impact of their behaviours on the questions were asked of peers and direct reports
bigger picture thanks to creation and maintenance but also of direct managers whose role became
of “line-of-sight.” The creation and development more of “clearing the path” (versus the previous
of scoreboards resulted in improved morale - micromanagement and autocratic leadership
employees became more motivated and committed styles). A rhythm of accountability was practiced
to continuous improvement.” Leadership and role modelled by senior management and later
development, the practice of mutual accountability junior management.
and the embedding of Lean as a culture remains as The introduction of Lean and the WIGs created
a WIG for 2009. discomfort as certain functions needed to be
integrated and others split. Process Engineers
Record Management Challenges and Results and Team Leaders acted as one voice to drive the
WIGs were first agreed and aligned to the Must operations team forward. The message was “Get
Win Battles. Progress on WIGs was measured in involved and drive change.” Some Team Leaders
percentage terms with “hard facts” to back up took to these changes while others did not. This
the percentage achieved to date. Measures were discomfort lasted for about two to three months
specifically time, quality and costs incurred, and later while individuals and intact teams grappled with
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
Productivity and Customer Service From (2007) To (2008) % Improvement
NSC Bond validation cycle time 6 Days 1 Day 83%
NSC Generic Banking Products cycle time 24 hours 4 hours 83%
NSC Homeloan retrievals turn-around-time 40 hours 2.4 hours 94%
NSC Generic Banking Products retrievals turn-
24 hours 6 hours 75%
around-time
FICA turn-around-time for the retrieval of
10 days 1 day 90%
documents
7 days
FICA cycle time 10 days 30%
maximum
Costs From (2007) To (2008) % Improvement
Interest claims R494,000 R157,000 68%
Document Replacement R1.5 Million R0.9 Million Nearly 40%
Annualised cost saving as follows:
Docufile system replacement and head count reduction of 50 (FICA) R3.7 Million
Lean implementation and head count reduction of 27 (NSC) R3.5 Million
Merger of two FICA buildings into one R2.5 Million
Total (versus an annual target of R8.5 Million) R9.7 Million
Risk and People From (2007) To (2008) % Improvement
Risk Management: reduced number of
962 359 62%
securities (title deeds and bonds) lost
People: (Emoployee Opinione Survey) 59%* 74% 25%
People: (xQ) 51* 69 35%
*comparison score for prior year includes additional, related operating units (restructuring took place
shortly after baseline data was obtained).
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
their new challenges. Ownership of the challenges • An inclusive, integrated team - support functions
by Team Leaders and their teams was fundamental. ARE part of the team
In the FICA environment, similar to the NSC, line- • Strong, internal expertise of the methodologies
of-sight was achieved through clarification of and frameworks being used – this includes
purpose and development of WIGs. Regular, monthly both a coach to support line management AND
communication forums for operations employees knowledge of the methodology by the line
followed, creating the opportunity to clarify and managers themselves
discuss purpose, WIGs and related challenges. • A co-ordinated approach to daily, weekly
Slowly, employees began to own the process and and monthly meetings (still inconsistent and
issues began to be brought to the fore. Lean culture still requires significant management energy)
was introduced in May and results became evident creating a rhythm of accountability.
two months later.
While trust and transparency on deadlines and
Unnecessary NSC roles identified and employees deliverables played a major role during the year, it
redeployed. While volume of work has increased by remains a focus area for operations employees and
2.5 times, number of employees required in FICA management to give and receive honest feedback.
has been reduced (there are 26 million documents Operations must be held accountable predominantly
in storage). for operations results while management must
Although not tracked specifically a clear reduction be held accountable for clearing the path for
of escalation of problems by employees and also operations employees. Operations employees have
the development of the ability to educate a client experienced more respect from management in
on the process, thereby reducing errors at source. comparison to the past. There are still gaps within
the management teams – some people embraced
Conclusion the change a lot quicker, whilst others are still
The FranklinCovey and Lean training produced the trapped in their old behavioural thinking patterns.
following: While some teams took quickly to the support tools
and resources offered, others did not, with the
• Right people on the team – create a team of difference being clearly evident.
strong, unique contributors
The year was characterised by much self-
• Embedding a transformation plan within an development amidst the organisational change.
adapted, holistic leadership model (including While the company made significant breaks from
the execution methodology) to create and the past and achieved significant results, it was
execute strategy also aware of the mistakes made along the way.
• Clarify team purpose and strategy – create clear, For example, amidst the excitement of doing things
consistent and simple communications thereon differently, some leaders realized that they needed
• Create line-of-sight - WIGS provide focus, to have been more deliberate with more regular
structure and stretch – limiting your focus to the stops to reflect and create building blocks from
essential few really works! which to take the next step. In certain instances,
the leadership team also over-committed, either
• The acid test of the effectiveness of WIGs not truly understanding the size of the challenge,
being cascaded top-down is the development, or not involving certain stakeholders early enough.
implementation and development of scoreboards
bottom-up by operational employees. While the company is proud of its results, it is aware
that the greatest work still lies ahead. Now that the
• Visible executive support of change initiatives. basics have been put in place, there is a big need
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009CENTER for ADVANCED RESEARCH Discovering and Documenting Greatness
for focusing on the development and movement
of people. An area for focus going forward is to
“Unleash Talent”, which is a WIG for 2009.
FranklinCovey Southern Africa is the southern
and east African licensee of FranklinCovey
Company – a worldwide consulting and
leadership development organisation. We help
organisations, intact teams and individuals to
achieve great performance in good times and
bad by providing a unique blend of leadership
development and consulting solutions.
© FranklinCovey. Center for Advanced Research. All rights reserved. August 2009FranklinCovey Middle East Sheikh Zaed Road,Dubai Phone +971 4 33 222 44 info@franklincoveyme.com
P.O.Box 53703 Fax +971 4 33 222 82 www.franklincoveyme.comYou can also read
