Enviar búsqueda
Cargar
Mc kinsey – achieving the full potential of cooperative organizations
•
3 recomendaciones
•
2,354 vistas
I
InformaEuropa
Seguir
Denunciar
Compartir
Denunciar
Compartir
1 de 30
Descargar ahora
Descargar para leer sin conexión
Recomendados
Organizational Health
Organizational Health
Dimitris Timotheatos
Achieving Organizational Excellence
Achieving Organizational Excellence
Patrick Frazier
Organisational Health Check Presentation
Organisational Health Check Presentation
Bomi Manekshaw
Organizational Health
Organizational Health
David Alman
Group behaviour
Group behaviour
VJTI Production
10 Steps to Organizational Alignment
10 Steps to Organizational Alignment
Dr. Greg Waddell
Case incident 2
Case incident 2
Figen Tas
Systems theory ppt
Systems theory ppt
roxcine
Recomendados
Organizational Health
Organizational Health
Dimitris Timotheatos
Achieving Organizational Excellence
Achieving Organizational Excellence
Patrick Frazier
Organisational Health Check Presentation
Organisational Health Check Presentation
Bomi Manekshaw
Organizational Health
Organizational Health
David Alman
Group behaviour
Group behaviour
VJTI Production
10 Steps to Organizational Alignment
10 Steps to Organizational Alignment
Dr. Greg Waddell
Case incident 2
Case incident 2
Figen Tas
Systems theory ppt
Systems theory ppt
roxcine
2015 board governance & nonprofit best practice checklist
2015 board governance & nonprofit best practice checklist
The Center for Nonprofit Resources
Organizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa Srikrishna
Srikrishna Narasimhan
Balanced Scorecard Presentation
Balanced Scorecard Presentation
timadams2323
O.b. c 16 organisational culture
O.b. c 16 organisational culture
Dr.Rajesh Kamath
Organizational Culture Final
Organizational Culture Final
KAMALAKKANNAN G
Organizational culture
Organizational culture
Eyad Al-Samman
Organizational design
Organizational design
Gautam Kumar
Organizational Development & Structure
Organizational Development & Structure
BVIMSR, Navi Mumbai
Ch01 - Organisation theory design and change gareth jones
Ch01 - Organisation theory design and change gareth jones
Ankit Kesri
Really Simple Balanced Scorecard
Really Simple Balanced Scorecard
Samuli Pahkala
Contingencies of power
Contingencies of power
Pamela Bianca Mas
Balanced Scorecard
Balanced Scorecard
Yodhia Antariksa
Analysis of Northrop Grumman
Analysis of Northrop Grumman
Michael Martinez
Difference between LEADERS and MANAGERS
Difference between LEADERS and MANAGERS
Lolly Daskal
Strategic Planning PowerPoint Presentation
Strategic Planning PowerPoint Presentation
Lawrence Podgorny
Leadership principles
Leadership principles
International Communication Center
Organization Design
Organization Design
Marwan H. Noman
Balance score card
Balance score card
Priyanka Jadhav
Performance management system
Performance management system
tsheten
Counseling, Coaching, Mentoring and Performance Management, HRD & Organizatio...
Counseling, Coaching, Mentoring and Performance Management, HRD & Organizatio...
Ashish Hande
The War for Talent McKinsey
The War for Talent McKinsey
Dinushika Madhubhashini
IBB Overview for Agriculture, Costruction & Mining Equipment Sector
IBB Overview for Agriculture, Costruction & Mining Equipment Sector
Industry Building Blocks
Más contenido relacionado
La actualidad más candente
2015 board governance & nonprofit best practice checklist
2015 board governance & nonprofit best practice checklist
The Center for Nonprofit Resources
Organizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa Srikrishna
Srikrishna Narasimhan
Balanced Scorecard Presentation
Balanced Scorecard Presentation
timadams2323
O.b. c 16 organisational culture
O.b. c 16 organisational culture
Dr.Rajesh Kamath
Organizational Culture Final
Organizational Culture Final
KAMALAKKANNAN G
Organizational culture
Organizational culture
Eyad Al-Samman
Organizational design
Organizational design
Gautam Kumar
Organizational Development & Structure
Organizational Development & Structure
BVIMSR, Navi Mumbai
Ch01 - Organisation theory design and change gareth jones
Ch01 - Organisation theory design and change gareth jones
Ankit Kesri
Really Simple Balanced Scorecard
Really Simple Balanced Scorecard
Samuli Pahkala
Contingencies of power
Contingencies of power
Pamela Bianca Mas
Balanced Scorecard
Balanced Scorecard
Yodhia Antariksa
Analysis of Northrop Grumman
Analysis of Northrop Grumman
Michael Martinez
Difference between LEADERS and MANAGERS
Difference between LEADERS and MANAGERS
Lolly Daskal
Strategic Planning PowerPoint Presentation
Strategic Planning PowerPoint Presentation
Lawrence Podgorny
Leadership principles
Leadership principles
International Communication Center
Organization Design
Organization Design
Marwan H. Noman
Balance score card
Balance score card
Priyanka Jadhav
Performance management system
Performance management system
tsheten
Counseling, Coaching, Mentoring and Performance Management, HRD & Organizatio...
Counseling, Coaching, Mentoring and Performance Management, HRD & Organizatio...
Ashish Hande
La actualidad más candente
(20)
2015 board governance & nonprofit best practice checklist
2015 board governance & nonprofit best practice checklist
Organizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa Srikrishna
Balanced Scorecard Presentation
Balanced Scorecard Presentation
O.b. c 16 organisational culture
O.b. c 16 organisational culture
Organizational Culture Final
Organizational Culture Final
Organizational culture
Organizational culture
Organizational design
Organizational design
Organizational Development & Structure
Organizational Development & Structure
Ch01 - Organisation theory design and change gareth jones
Ch01 - Organisation theory design and change gareth jones
Really Simple Balanced Scorecard
Really Simple Balanced Scorecard
Contingencies of power
Contingencies of power
Balanced Scorecard
Balanced Scorecard
Analysis of Northrop Grumman
Analysis of Northrop Grumman
Difference between LEADERS and MANAGERS
Difference between LEADERS and MANAGERS
Strategic Planning PowerPoint Presentation
Strategic Planning PowerPoint Presentation
Leadership principles
Leadership principles
Organization Design
Organization Design
Balance score card
Balance score card
Performance management system
Performance management system
Counseling, Coaching, Mentoring and Performance Management, HRD & Organizatio...
Counseling, Coaching, Mentoring and Performance Management, HRD & Organizatio...
Destacado
The War for Talent McKinsey
The War for Talent McKinsey
Dinushika Madhubhashini
IBB Overview for Agriculture, Costruction & Mining Equipment Sector
IBB Overview for Agriculture, Costruction & Mining Equipment Sector
Industry Building Blocks
IBB Overview for Agriculture & Forestry Sector
IBB Overview for Agriculture & Forestry Sector
Industry Building Blocks
Mc kinsey on cooperatives five trends and their implications for agricultur...
Mc kinsey on cooperatives five trends and their implications for agricultur...
InformaEuropa
Deloitte strategies in cooperative financing and capitalisation
Deloitte strategies in cooperative financing and capitalisation
InformaEuropa
Organisational Health Audits
Organisational Health Audits
David Alman
Organizational Health Index
Organizational Health Index
Md Nurul Absar
Henk van Rikxoort - Stakeholder Analysis in the Kenyan Coffee Sector
Henk van Rikxoort - Stakeholder Analysis in the Kenyan Coffee Sector
Henk van Rikxoort
*Strategic Facility Planning, IFMA World Workplace
*Strategic Facility Planning, IFMA World Workplace
Bob Sawhill, CFM
Pakistan's Agriculture Sector- 3 (Horticulture) Challenges and Response
Pakistan's Agriculture Sector- 3 (Horticulture) Challenges and Response
Shahid Hussain Raja
Mckinsey’s 7 s model by Harshit
Mckinsey’s 7 s model by Harshit
Arman819
McKinsey presentation
McKinsey presentation
Constructingeq
The New Model for Talent Management: Agenda for 2015
The New Model for Talent Management: Agenda for 2015
Josh Bersin
Build Features, Not Apps
Build Features, Not Apps
Natasha Murashev
Destacado
(14)
The War for Talent McKinsey
The War for Talent McKinsey
IBB Overview for Agriculture, Costruction & Mining Equipment Sector
IBB Overview for Agriculture, Costruction & Mining Equipment Sector
IBB Overview for Agriculture & Forestry Sector
IBB Overview for Agriculture & Forestry Sector
Mc kinsey on cooperatives five trends and their implications for agricultur...
Mc kinsey on cooperatives five trends and their implications for agricultur...
Deloitte strategies in cooperative financing and capitalisation
Deloitte strategies in cooperative financing and capitalisation
Organisational Health Audits
Organisational Health Audits
Organizational Health Index
Organizational Health Index
Henk van Rikxoort - Stakeholder Analysis in the Kenyan Coffee Sector
Henk van Rikxoort - Stakeholder Analysis in the Kenyan Coffee Sector
*Strategic Facility Planning, IFMA World Workplace
*Strategic Facility Planning, IFMA World Workplace
Pakistan's Agriculture Sector- 3 (Horticulture) Challenges and Response
Pakistan's Agriculture Sector- 3 (Horticulture) Challenges and Response
Mckinsey’s 7 s model by Harshit
Mckinsey’s 7 s model by Harshit
McKinsey presentation
McKinsey presentation
The New Model for Talent Management: Agenda for 2015
The New Model for Talent Management: Agenda for 2015
Build Features, Not Apps
Build Features, Not Apps
Similar a Mc kinsey – achieving the full potential of cooperative organizations
Contemporary Ln Od
Contemporary Ln Od
Rajjiv Saigal
Professional Manager
Professional Manager
Pedro Martin
Organizational culture
Organizational culture
dramrsadik
Webinar Slides - Accredited Qualification in Supplier Relationship Management
Webinar Slides - Accredited Qualification in Supplier Relationship Management
LinkedIn_group_moderator
Blink Consulting Presentation 2011
Blink Consulting Presentation 2011
quicas
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summary
euweben01
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
euwebtc01
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
euwebtc01
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summary
euweben01
Making the most out of corporate social responsibility
Making the most out of corporate social responsibility
Aneesh Suresh
Pure Insight Overview
Pure Insight Overview
lornab81
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural Context
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural Context
EY
Case Study - Business Transformation
Case Study - Business Transformation
PeopleWiz Consulting
Improve Business Performance : Metrica Bizsol-brochure
Improve Business Performance : Metrica Bizsol-brochure
Metrica Bizsol Pvt Ltd
Rejuvenating Broken Britain
Rejuvenating Broken Britain
pam_alliantist
Wider Framework Choices
Wider Framework Choices
Alex Gallon FCIPD
Soft skills world corporate ppt for real estate comapny m3 m
Soft skills world corporate ppt for real estate comapny m3 m
Soft Skills World
Yiesia Slides Presentation October 2012
Yiesia Slides Presentation October 2012
INSTITUTO YIESIA CONSULTORIA E EDUCAÇÃO
Yiesia Presentation_PP
Yiesia Presentation_PP
IES-Social Business School
Business Excellence Model
Business Excellence Model
Laleh Adl
Similar a Mc kinsey – achieving the full potential of cooperative organizations
(20)
Contemporary Ln Od
Contemporary Ln Od
Professional Manager
Professional Manager
Organizational culture
Organizational culture
Webinar Slides - Accredited Qualification in Supplier Relationship Management
Webinar Slides - Accredited Qualification in Supplier Relationship Management
Blink Consulting Presentation 2011
Blink Consulting Presentation 2011
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summary
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
受 資 助 機 構 企 業 管 治 指 引 ─ 摘 要 ( 二 零 一 零 年 五 月 )
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Guide to Corporate Governance for Subvented Organisations - Executive Summary
Making the most out of corporate social responsibility
Making the most out of corporate social responsibility
Pure Insight Overview
Pure Insight Overview
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural Context
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural Context
Case Study - Business Transformation
Case Study - Business Transformation
Improve Business Performance : Metrica Bizsol-brochure
Improve Business Performance : Metrica Bizsol-brochure
Rejuvenating Broken Britain
Rejuvenating Broken Britain
Wider Framework Choices
Wider Framework Choices
Soft skills world corporate ppt for real estate comapny m3 m
Soft skills world corporate ppt for real estate comapny m3 m
Yiesia Slides Presentation October 2012
Yiesia Slides Presentation October 2012
Yiesia Presentation_PP
Yiesia Presentation_PP
Business Excellence Model
Business Excellence Model
Más de InformaEuropa
Le popolari riescono ad aumentare i prestiti controllando i rischi (g. de lu...
Le popolari riescono ad aumentare i prestiti controllando i rischi (g. de lu...
InformaEuropa
Michel lafleur en
Michel lafleur en
InformaEuropa
Mario albert en
Mario albert en
InformaEuropa
éRic lamarque en
éRic lamarque en
InformaEuropa
David moroney en
David moroney en
InformaEuropa
Carlo borzaga part 2 en
Carlo borzaga part 2 en
InformaEuropa
Carlo borzaga part 1 en
Carlo borzaga part 1 en
InformaEuropa
Arnold kuijpers en
Arnold kuijpers en
InformaEuropa
Svend erik sorensen en
Svend erik sorensen en
InformaEuropa
Pw c – cartographie et grands enjeux du monde coopératif agricole à l’échelle...
Pw c – cartographie et grands enjeux du monde coopératif agricole à l’échelle...
InformaEuropa
Mc kinsey on cooperatives the retail coop's guide to industry trends
Mc kinsey on cooperatives the retail coop's guide to industry trends
InformaEuropa
Mc kinsey on cooperatives improving cooperatives’ agility
Mc kinsey on cooperatives improving cooperatives’ agility
InformaEuropa
Mc kinsey on cooperatives how cooperatives grow
Mc kinsey on cooperatives how cooperatives grow
InformaEuropa
Mc kinsey on cooperatives cooperative banks at the cusp of a new era
Mc kinsey on cooperatives cooperative banks at the cusp of a new era
InformaEuropa
Irecus – impact socio économique des coopératives dans le monde
Irecus – impact socio économique des coopératives dans le monde
InformaEuropa
Ipsos uqam – the world’s perception of cooperatives
Ipsos uqam – the world’s perception of cooperatives
InformaEuropa
Ernst and young la gouvernance éclairée des coopératives
Ernst and young la gouvernance éclairée des coopératives
InformaEuropa
Sudha kornginnaya
Sudha kornginnaya
InformaEuropa
Yasmina lemzeri, mireille jaeger et jean noël ory (1)
Yasmina lemzeri, mireille jaeger et jean noël ory (1)
InformaEuropa
Wu xiliang
Wu xiliang
InformaEuropa
Más de InformaEuropa
(20)
Le popolari riescono ad aumentare i prestiti controllando i rischi (g. de lu...
Le popolari riescono ad aumentare i prestiti controllando i rischi (g. de lu...
Michel lafleur en
Michel lafleur en
Mario albert en
Mario albert en
éRic lamarque en
éRic lamarque en
David moroney en
David moroney en
Carlo borzaga part 2 en
Carlo borzaga part 2 en
Carlo borzaga part 1 en
Carlo borzaga part 1 en
Arnold kuijpers en
Arnold kuijpers en
Svend erik sorensen en
Svend erik sorensen en
Pw c – cartographie et grands enjeux du monde coopératif agricole à l’échelle...
Pw c – cartographie et grands enjeux du monde coopératif agricole à l’échelle...
Mc kinsey on cooperatives the retail coop's guide to industry trends
Mc kinsey on cooperatives the retail coop's guide to industry trends
Mc kinsey on cooperatives improving cooperatives’ agility
Mc kinsey on cooperatives improving cooperatives’ agility
Mc kinsey on cooperatives how cooperatives grow
Mc kinsey on cooperatives how cooperatives grow
Mc kinsey on cooperatives cooperative banks at the cusp of a new era
Mc kinsey on cooperatives cooperative banks at the cusp of a new era
Irecus – impact socio économique des coopératives dans le monde
Irecus – impact socio économique des coopératives dans le monde
Ipsos uqam – the world’s perception of cooperatives
Ipsos uqam – the world’s perception of cooperatives
Ernst and young la gouvernance éclairée des coopératives
Ernst and young la gouvernance éclairée des coopératives
Sudha kornginnaya
Sudha kornginnaya
Yasmina lemzeri, mireille jaeger et jean noël ory (1)
Yasmina lemzeri, mireille jaeger et jean noël ory (1)
Wu xiliang
Wu xiliang
Mc kinsey – achieving the full potential of cooperative organizations
1.
International Summit
of Cooperatives Improving cooperatives’ agility October 2012 Any use of this material without specific permission of McKinsey & Company is strictly prohibited Copyright © 2012. All rights reserved
2.
Executive summary –
Improving cooperatives’ agility The cooperative model is particularly effective in creating organizational alignment and employee mobilization through a strong sense of ownership and shared values. Analysis of McKinsey’s proprietary employee survey data and interviews with coops reveals three areas in which they can improve their organizations to gain better agility ▪ Agility in decision making. The cooperative decision-making process is typically slower than in public companies due to its inherent democratic process – Exemplary coops strike a balance between their democratic nature and executive agility by better distinguishing the respective roles and responsibilities of executive officers and elected officials and creating transparency on performance to enable rapid course correction ▪ Agility in pursuing adjacent opportunities. Cooperatives typically prioritize current members’ needs; the resulting diminished focus on innovation and the external business environment means coops are less agile at pursuing adjacent opportunities and renewing themselves – Exemplary coops expose the cooperative to external perspectives and fuel innovation through better information sharing and collaboration between various parts of the organization ▪ Agility in developing and sourcing talent. Coops are less agile than public companies at developing and sourcing the talent and skills needed to execute their strategy, meaning they often have difficulty creating competitive advantage over publicly owned competitors – Exemplary coops address their attractiveness deficit among the young generation of workers and create best-in-class leadership development programs for their high- potential executives McKinsey & Company | 1 Copyright © 2012. All rights reserved
3.
Content Context and methodology Managerial
best practices of cooperatives An in-depth review of OHI McKinsey & Company | 2 Copyright © 2012. All rights reserved
4.
We set out
to understand the differences between traditional corporations and cooperatives Shareholders Members Corporation Cooperative Clients Members ▪ How does the difference in structure between coops and traditional corporations affect their agility? ▪ What different processes exist or should exist in coops? ▪ How can coops build on their strengths to best serve their members’ interests? McKinsey & Company | 3 Copyright © 2012. All rights reserved
5.
We used McKinsey’s
Organizational Health Index to assess and compare the “health” of cooperatives with existing data on more than 4,000 people at 136 similar publicly traded companies Internal alignment The organization has a compelling vision and Direction well-articulated strategy, which is supported by its Coordi- culture and values Account- nation and ability control Quality of execution The organization Innova- External demonstrates Leadership tion and orientation executional excellence learning against its strategy and in delivering its services Capa- Motivation bilities Capacity for renewal Culture The organization and effectively understands, climate interacts, responds, and adapts to its situation and external environment McKinsey & Company SOURCE: McKinsey Organization Practice | 4 Copyright © 2012. All rights reserved
6.
We identified best
practices for organizational agility from across the cooperative sector to illustrate how leading cooperatives are organized McKinsey & Company | 5 Copyright © 2012. All rights reserved
7.
Content Context and methodology Managerial
best practices of cooperatives An in-depth review of OHI McKinsey & Company | 6 Copyright © 2012. All rights reserved
8.
Coops have a
strong ability to align their organization but struggle with their capacity to renew their value proposition and execute rapidly Cooperative quartile Representative Percentage of respondents who believe their Top quartile 2nd quartile market sample institution does well on these dimensions 3rd quartile Bottom quartile Cooperatives 100 0 Given their democratic nature and processes, cooperatives are very Leadership successful at aligning their Alignment organization behind a common sense Direction of purpose and direction Culture and climate Motivation Cooperatives are just as capable as other organizations of executing against their strategic ambitions but tend to focus Execution Accountability on higher motivation and sense of Coordination and accountability to compensate for control looser control mechanisms and performance management processes Capabilities Coops are typically internally focused, Renewal External orientation less exposed and influenced by their Innovation and external environment, and are learning challenged to drive innovation for their members and communities. This may be due to their explicit focus on serving existing members McKinsey & Company SOURCE: McKinsey Coop Organizational Health Index survey; interviews with coop leaders | 7 Copyright © 2012. All rights reserved
9.
Coops face particular
challenges in seven areas related Cooperative quartile to agility, which fall into three major categories Top quartile 2nd quartile 3rd quartile OHI Coops’ spread Bottom quartile practices to market1 Sample behaviours Consultative 5 ▪ Leaders in the organization ask the opinions of leadership others before making important decisions Agility in ▪ The organization’s financial control systems decision Financial monitor financial performance deep in its making -8 management business units Business ▪ The organization pursues joint performance -5 partnerships initiatives with external business partners Agility in Knowledge ▪ The organization’s systems and processes pursuing -5 sharing facilitate cross-functional initiatives new Capturing opportunities -7 ▪ The organization uses external contacts to external ideas maximize the flow of ideas into the organization Talent -6 ▪ The organization uses job rotation to broaden development the experience and capabilities of its talent Agility in developing Outsourced ▪ The organization outsources functions or and sourcing -13 expertise activities that can be better done by others talent 1 Absolute percentage points difference between coops mean and overall mean McKinsey & Company SOURCE: McKinsey Coop Organizational Health Index survey; interviews with coop leaders | 8 Copyright © 2012. All rights reserved
10.
Overall, we believe
that three managerial best practices can help cooperatives take advantage of their structural strengths Description Best practices ▪ The cooperative decision-making process is 1 Devise clear roles and typically slow relative to public companies due responsibilities to its inherent democratic process. Cooperatives 2 Create a more efficient process Agility in decision should therefore challenge themselves to for consulting with members making devise methods for improving decision- 3 Improve performance making agility while remaining connected to members and their interests and needs management systems ▪ Cooperatives typically focus on current 1 Expose cooperative to external members’ needs, sacrificing opportunities to ideas Agility in to grow in Organize pursuing renew themselves. There is therefore a need 2 Encourage collaboration across adjacent attractive adjacent for cooperatives to explore external different parts of the business opportunities markets perspectives as the need arises, to devise 3 Protect growth capital systems for effective collaboration within the organization, and to ensure that they are prepared to explore emerging opportunities in a timely manner ▪ Coops place less emphasis on ensuring the 1 Effectively identify top talent and presence of appropriate talent to execute create leadership development Agility in on strategic objectives than public companies curricula developing and do. They are therefore less agile at 2 Adopt recruiting and training sourcing talent developing and sourcing talent, which practices that change how the negatively impacts their ability to create younger generation of potential competitive advantage employees view coops McKinsey & Company | 9 Copyright © 2012. All rights reserved
11.
Agility in decision
making: cooperative case examples – 1/3 Examples of best practices Devise clear roles and responsibilities for executive officers and elected officials (e.g., board members) Coop Members Devise clear Case example: FrieslandCampina Council 1 roles and ▪ FrieslandCampina is the 5th largest Board responsibilities dairy company in the world 9 members The coop owns 100% of the shares ▪ Revenues (2011): EUR 9.6 billion of the company Board Coop board 4 external directors Executive board Create more Divisions efficient Company 2 processes for ▪ FrieslandCampina formed a separate operating company with consulting with its own Board. The coop remained a full owner of the new members operating company but, by creating a separate entity in the cooperative, it created a healthy distance between democratic processes and the day-to-day, rapid operating decisions required in the company to compete effectively in the market Improve ▪ The cooperative members appoint a Board of 9 members, who performance are also part of the operating company’s 13 Board members, 3 management giving them continued control over that company by virtue of systems their two-thirds majority vote on the Board ▪ However, the roles of the coop Board members and of the Company’s board members are well defined, and the latter in fact are identical to those of publicly traded companies’ board members under Dutch law. McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 10 Copyright © 2012. All rights reserved
12.
Agility in decision
making: cooperative case examples – 2/3 Examples of best practices Create more efficient processes for consulting with members, including using technology to expand reach Devise clear Case example: The co-operative 1 roles and ▪ The co-operative is the UK’s largest mutual and its 5th biggest responsibilities food retailer ▪ It has diversified offerings from banking to funeral services Members are asked where they want to see new food markets ▪ The co-operative food was planning to open Create more 300 new food stores over 3 years efficient ▪ The co-operative asked its members to 2 processes for suggest new sites online consulting with ▪ The initiative helped determine which locations generate the most interest among members members Members are asked to formulate an ethical investment policy that becomes binding for the whole group Improve ▪ These considerations are deliberated within the Regional Values and Principles performance 3 Committee, a forum for members to express management their points of view systems ▪ Based on member input, the co-operative Bank “lives its values” by publishing an ethical investment policy that informs its members about who it will and will not do business with McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 11 Copyright © 2012. All rights reserved
13.
Agility in decision
making: cooperative case examples – 3/3 Examples of best practices Improve performance management systems to enable rapid mitigation of sources of underperformance Case example: BPCE Devise clear ▪ Groupe BPCE was formed in July 2009 through the alliance of Banque 1 roles and Populaire and Caisse d’Épargne responsibilities ▪ Groupe BPCE has 80,000 employees and generates revenues of EUR 23 billion ▪ With the aim of fostering local leadership while simultaneously fostering the operational discipline required to optimize member’s service level, Create more BPCE created a system permitting its regional coop banks to efficient compare their performance and to share best practices 2 processes for consulting with ▪ Key indicators included favoured transparency and internal members competition, alongside external benchmarks, to ensure the banks considered external best practices as well ▪ The system offers monthly dashboards, real-time updates, and benchmarks (internal and external), ranking banks on their performance compared to peers as well as following the evolution of Improve performance of individual business units performance 3 management ▪ Member banks are also measured on their contribution to investor systems relations and their engagement with the wider French economy ▪ This led to strong, dynamic branches and has partly fuelled annualized growth of 10.8% over 5 years, 2/3 of which came from market share gain McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 12 Copyright © 2012. All rights reserved
14.
Agility in pursuing
adjacent opportunities: cooperative case examples – 1/3 Examples of best practices Expose cooperative to more external perspectives Case example: CBH Group Expose cooperative to ▪ CBH is an Australian grain 1 farmers’ cooperative more external perspectives ▪ It has more than 4,500 members and annual turnover of AUD 1.5 billion Encourage ▪ CBH Group complemented its Board and acquired the collaboration necessary expertise by electing external Board directors 2 across different parts of the ▪ The Board elects 3 independent directors based on the recommendation of the Remuneration and Nomination Board business Committee ▪ These 3 independent directors are chosen to provide expertise and skills that will broaden the overall experience of the Board of Directors, such as international business deal making and corporate affairs Protect growth 3 ▪ For example, as CBH was investing to reform its grain-rail network capital in Western Australia, external board members were able to help evaluate several technical questions and brought complementary expertise to the cooperative McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 13 Copyright © 2012. All rights reserved
15.
Agility in pursuing
adjacent opportunities: cooperative case examples – 2/3 Examples of best practices Encourage collaboration across different parts of the business through company-wide systems and processes supporting cross- function cooperation and innovation Expose Case example: MONDRAGON cooperative to 1 ▪ Spanish cooperative with EUR 15 billion more external in revenues, 83,000 employees, and perspectives 281 enterprises and entities ▪ MONDRAGON has 4 core corporate values that shape its overall approach – Cooperation (“owners and protagonists”) Encourage – Participation (“commitment to management”) collaboration – Social responsibility (“distribution of wealth based on solidarity”) 2 across different – Innovation (“constant renewal”) parts of the ▪ Innovation and cooperation are reflected in a dedicated R&D business network that provides new lines of business – 14 technology R&D centres and R&D units specialized in fields relevant to MONDRAGON, such as lifting systems, packaging machines, home appliances, and thermoplastics ▪ Innovation poles provide a platform to generate interactions and create opportunities among stakeholders Protect growth ▪ Innovation is encouraged and stimulated by formal processes at all 3 levels of the organization capital – Cross-functional, cross-business unit innovation – Radical innovation outside the day-to-day environment – Daily innovation and continuous improvement ▪ Today, 21% of sales are from products that are <5 years old McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 14 Copyright © 2012. All rights reserved
16.
Agility in pursuing
adjacent opportunities: cooperative case examples – 3/3 Examples of best practices Protect growth capital Expose Case example: MONDRAGON cooperative to ▪ Spanish cooperative with 1 more external EUR 15 billion in revenues, perspectives 83,000 employees, and 281 enterprises and entities Encourage collaboration ▪ To ensure continued growth and competitiveness over a sustained 2 across different period, MONDRAGON established funding mechanisms to ensure parts of the the survival and success of new initiatives business ▪ 10% of gross profits are placed in a “developmental fund” to finance innovation, research, and international business development ▪ Tactical and frequent investments are made in a range of research and education centres to promote new ideas Protect growth 3 capital McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 15 Copyright © 2012. All rights reserved
17.
Agility in developing
and sourcing talent: cooperative case examples – 1/2 Example of best practices Actively identify top talent and create leadership development tracks for these individuals Actively identify Case example: Desjardins top talent and create leadership- ▪ Desjardins is North America’s 1 largest credit union with assets of development CAD 194 billion, 5.6 million tracks for these members and clients, and almost individuals 45,000 employees ▪ Mouvement Desjardins renewed the mandate for its “Institut coopératif Desjardins”, expanding its educational mission Adopt recruiting to include leadership development and technical skill-building and training prac- programs tices that change ▪ The Institute offers its courses to both elected and executive 2 how younger po- leaders, separately or jointly, depending on the topic. For example, tential employees in the organization’s “leadership and performance” program, the top view coops 400 executive leaders take a series of workshops and field-based training sessions focused on honing their leadership skills at the personal, team, and organizational levels ▪ Over approximately 2 years, the Institute launched 13 strategic talent-development programs, with many participants having taken on more senior leadership roles in the organization ▪ Formal feedback indicates that a majority found the Institute to be an invaluable contributor to their career development McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 16 Copyright © 2012. All rights reserved
18.
Agility in developing
and sourcing talent: cooperative case examples – 2/2 Example of best practices Recruiting and training practices that change how younger potential employees Actively identify view coops top talent and Case example: Farmers Cooperative create leadership- 1 ▪ Farmers Cooperative is the largest development tracks for these farmer-owned agricultural coop in Iowa individuals with more than 5,300 members ▪ Farmers Cooperative (FC) was finding it difficult to attract the Adopt recruiting young talent that could help it feed its 23% annual growth rate and training prac- in 2008 tices that change 2 ▪ FC rolled out a recruiting campaign in collaboration with Iowa how younger po- tential employees State University. Every quarter, the CEO organizes events with view coops high-potential students and FC offers scholarships to increase its visibility among college students. The best students are given paid internships ▪ The organization even moved its headquarters close to the university to help make these programs accessible ▪ The move enabled FC to double its intern pools and improve first-year retention from 47% to 88% ▪ Overall turnover has dropped to 10% from 25% McKinsey & Company SOURCE: Interviews with coop leaders; annual reports | 17 Copyright © 2012. All rights reserved
19.
Content Context and methodology Managerial
best practices of cooperatives An in-depth review of OHI McKinsey & Company | 18 Copyright © 2012. All rights reserved
20.
The OHI is
a health diagnostic process that offers a deep understanding of culture that extends beyond employee engagement The Organizational Health approach to assessment ▪ Focuses on the breadth and depth of organizational health. Identifies current levels of health (outcomes), methods to deliver health (practices), and the leadership beliefs and mindsets that limit performance improvement – not employee satisfaction ▪ Uses multiple data sources (survey, interview, focus groups, employee survey data) for a broader view ▪ Leverages world-class company benchmarks (sector specific) to help determine the strength or severity of the survey scores ▪ Assesses the drivers of current outcomes (practices and mindsets) to disaggregate “root causes” of an organization’s barriers to success ▪ Drills down from outcome to practice to mindset to understand “what do you do about it” ▪ Leverages analytics and findings from the database of over 1,200 surveys to help prioritize where to focus (based on the healthiest organizations) McKinsey & Company | 19 Copyright © 2012. All rights reserved
21.
Organizational Health is
made up of outcomes and underlying ILLUSTRATIVE management practices Outcomes Management practices ▪ Outcomes describe the current results ▪ Management practices describe the that an organization has achieved current actions that managers at an organization take to achieve results ▪ Each outcome shows the percentage of respondents who either agreed or ▪ A bar chart shows the percentage of strongly agreed with the statements respondents who either agreed or World Class strongly agreed with the statement Superior 88% Slightly above average 64% 54% Below average 74 86 68 53 64% 70% 49% Top-down Bottom-up Knowledge Capturing 75% 45% Innovation innovation sharing External Ideas 49% Innovation ▪ Example: “The company generates ▪ Example: “The company imports enough high-quality ideas to achieve its practices from other companies and business goals” industries” McKinsey & Company SOURCE: McKinsey Organization Practice | 20 Copyright © 2012. All rights reserved
22.
COORDINATION AND CONTROL People
development practices are perceived as a strength, but performance management needs reinforcement Core belief on coordination and control: A top-tier organization aligns goals, targets, and metrics managed through efficient and effective processes, and measures and captures the value from working collaboratively across organizational boundaries Strong people development process and awareness of Advantage in not being slave to short-term important issues but need stronger performance performance, but leaders highlight need for improvement dialogue more performance transparency Gap to the mean Percent1 Interview quote Managers provide feedback to individuals to ensure that they have an accurate understanding of their The fact that we do not have to 18 strengths, weaknesses and development priorities publish quarterly reports is a real The organization ensures transparency and rapidly competitive advantage: we have the passes negative information up the command time to do things right chain so senior leaders are aware of important 20 issues as they arise I sometimes have this impression The organization uses standard operating that the fact that being a cooperative procedures to influence the way employees -10 comes with some managerial laxity do their work A great paradox with cooperatives is Business performance reviews in the organization rapidly identify the real causes of problems -17 that they are not as transparent as many publicly traded companies. The organization’s control systems enable us to This is true internally and externally minimize unexpected performance results -23 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop Organizational Health Index survey; interviews with coop leaders | 21 Copyright © 2012. All rights reserved
23.
EXTERNAL ORIENTATION Despite their
proximity advantage, coops are generally too inwardly focused when it comes to their business environment Core belief on external orientation: A top-tier organization makes creating value for customers its primary objective, while focusing on creating value for all stakeholders Cooperatives are highly responsive to customers Importance of interacting more directly opinions but too inwardly focused relative to business with competitive and government environment environments Gap to the mean Percent1 Interview quote The organization is highly responsive 6 Many of our leaders believe that to customer opinions and needs because our organization is unique, it is not worth comparing ourselves to The organization has developed high -3 the competition levels of customer loyalty Despite the economical importance The organization effectively responds of the coops in our country, we to competitive market actions barely play a role in national regulation changes because we are The organization actively considers not uniting our voices the response of government regulatory bodies when making -23 decisions 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop Organizational Health Index survey; interviews with coop leaders | 22 Copyright © 2012. All rights reserved
24.
INNOVATION AND LEARNING Coops’
low capacity to change and innovate is hampering their progress Core belief on innovation and learning: A top-tier organization is able to capture ideas and convert them into value incrementally and through special initiatives, as well as to leverage internal and external networks to maintain a leadership position Cooperatives are challenged in creating, capturing, Cooperatives tend to innovate at inception, and converting new ideas into value but fail to reinvent on an ongoing basis Gap to the mean Percent1 Interview quote The organization changes/improves Much of the cooperative movement’s at a greater rate than its industry -21 genesis was to find innovative ways to does deal with underserved needs. Coops are innovative in their DNA… Management encourages different However, a root-based organization parts of the organization to work -13 was built from the bottom up over together to make improvements time; ends up with a silo culture where ideas hardly move from one division to the next, and new ideas don’t see The organization’s systems and -5 the light of day processes facilitate cross-functional initiatives 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop Organizational Health Index survey; interviews with coop leaders | 23 Copyright © 2012. All rights reserved
25.
CAPABILITIES Coops feel a
competency and capability-building gap remains despite employee training and external hiring Core belief on capabilities: A top-tier organization builds the institutional skills required to execute its strategy, as well as distinctive capabilities that create a long-term competitive advantage Coops must overcome a perceived Capability management gap despite training and notoriety deficit and become external hiring strengths employers of choice Gap to the mean Percent1 Interview quote In the organization, people receive the 11 We are often perceived as too local training and development they need to be effective in their roles without enough career growth opportunities. This is a major structural The organization consistently hires disadvantage when trying to attract outside talent 11 young talent The organization outsources functions Some of our recent recruits left or activities that can be better done -21 because they were frustrated with the by others outdated technologies; this is very The organization uses job rotation to challenging for us broaden the experience and -24 It is challenging to attract talent to capabilities of its talent rural locations; we need to be more The organization has the necessary -15 thoughtful about people rotation and competencies to achieve its strategy career growth 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop Organizational Health Index survey; interviews with coop leaders | 24 Copyright © 2012. All rights reserved
26.
DIRECTION Coops are effective
at aligning the organization around a consensual direction and organizational vision Core belief on direction: A top-tier organization crafts and communicates a compelling strategy, as well as providing purpose, engaging people around the vision Effective managerial practices to drive direction and Concern with achieving a broader member organizational alignment engagement for an even stronger direction Gap to the mean Percent1 Interview quote The organization’s vision is On paper, our democratic mechanisms communicated throughout the 6 are great. The reality is that only a organization minority of members are engaged I often wish that our members would be The vision for the organization’s more involved in shaping the [strategic] future is widely understood by its 3 agenda employees Management articulates a vision for the future of the organization that 9 resonates with my personal values 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop OHI survey; interviews | 25 Copyright © 2012. All rights reserved
27.
LEADERSHIP Leadership style is
inclusive and caring, but decision-making is slow Core belief on leadership: A top-tier organization shows care toward subordinates and sensitivity to their needs (i.e., high support), sets stretch goals, and inspires employees to work at their full potential (i.e., high challenge) Cooperative leaders appreciate consensus Strong inclusive, caring, and coherent leadership but but aspire to more speed and slow decision making assertiveness in decision making Gap to the mean Percent1 Interview quote Managers ask the opinions of others The great thing about our leadership 18 style is that it is consensus-based; the before making important decisions flip side is that… it is consensus-based, which takes time, a lot of time, to arrive Leaders are steering the organization at a decision 10 in the right direction Leadership is almost taboo in our world. Leaders role model the values of the We will not see a coop leader on the organization 9 cover of Times magazine anytime soon I hear a lot of my peers mention that they would like coops to play a larger role in the global economy, but we need Leaders make decisions in a timely more ambitious plans if we are to reach -22 manner these aspirations 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey OHI cooperative survey; interviews | 26 Copyright © 2012. All rights reserved
28.
CULTURE AND CLIMATE Cooperatives
enjoy a positive culture and working climate but struggle with creating a sufficiently performance-focused culture Core belief on culture and climate: A top-tier organization creates a baseline of trust within and across organizational units and a strong, adaptable organization-wide performance culture Positive culture and climate but not sufficiently Clear pride in the culture but desire to instil performance-focused a more performance-driven culture Gap to the mean Percent1 Interview quote There is a good atmosphere within the For most of our employees, it is simply 14 unthinkable to work for another type of organization business than a cooperative. There is The organization’s culture and values are something unique about the ambiance that 6 is not replicable elsewhere clearly defined We should start by clearly defining The organization’s culture positively ‘performance’ for us, and how to make 7 short-term ROE tradeoffs vs. our long-term influences the way people behave priorities Management emphasizes the importance The one element we have to improve is to of efficiency and productivity -7 work as a whole entity. Our culture is really root-based, and we must start thinking about Managers encourage employees to ourselves as a coherent group so our experiment with new ideas to improve -17 members get the advantage of dealing with a multi-billion dollar business performance 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey OHI survey; interviews | 27 Copyright © 2012. All rights reserved
29.
ACCOUNTABILITY Employees are clear
on their roles and objectives but see an opportunity in better individual accountability and performance-based consequences management Core belief on accountability: A top-tier organization creates clear roles and responsibilities, links performance and consequences, and encourages an ownership mindset at all levels Employees feel ownership and have challenging Commitment but limited consequence targets but do not see the link between results and management consequences Gap to the mean Percent1 Interview quote Managers create a sense of ownership or 17 The majority of our staff is keen on belonging to the organization doing what it takes to satisfy our Employees receive clear explanations of what has 16 members to be achieved in their jobs It is very hard to deal with poor The organization sets performance goals for 11 performers. It is not part of our culture, individuals that are challenging and we wait too long The organization has created clear links between -9 performance and consequences The organizational structure helps create clear accountability -10 Employees within the organization feel they are accountable for the results they are expected to 0 deliver 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop OHI survey | 28 Copyright © 2012. All rights reserved
30.
MOTIVATION Motivation is high,
but a gap exists with regards to the credit they receive in the community Core belief on motivation: A top-tier organization motivates through incentives, opportunities, and values, and taps into employees’ sense of meaning and identity to harness extraordinary effort Employees relate to the values and mission of their Challenge in getting broad credit in the cooperatives community Gap to the mean Percent1 Interview quote Our employees get motivated by the The organization’s employees are highly impact we have in our community 23 motivated Our employees see the impact we have in our community, but our community Leaders in the organization motivate doesn’t see it; we have a notoriety employees to perform by providing 18 deficit and this threatens long-term encouragement and support motivation In the organization, employees are 16 generally enthusiastic about their jobs 1 Relative difference between coops mean and overall mean (percentage points difference divided by mean) McKinsey & Company SOURCE: McKinsey Coop OHI survey | 29 Copyright © 2012. All rights reserved
Descargar ahora