Transcript
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Experience Manager / Director, Overview
Prepared by: Singapore CHENG, Jack
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Personal Overview Market Analysis & Planning Experience Direct Sales and Partner Network
Experience Metering Experience Conclusion
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Personal Overview
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Jack Cheng (45) ■ Living in Singapore ■ More than 15 years experience with instrumentation / metering
sales and marketing role at various key instrumentation / metering players such as ■ Itron ■ Emerson ■ Elster ■ KROHNE
■ Last few years, Managing Director, KROHNE SE Asia ■ Managing all sales & marketing activities ■ Managing P&L for KROHNE SE Asia
Our expectations of what a person will be like can affect the way we perceive his or her subsequent behaviour (Arnold, Cooper & Robertson, 1998, pp281).
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First Who attitude ■ An good-to-great company is made up of people that are motivated
and in line with the corporate strategy ■ Got the right people on the bus, ushered them to the right seats
and then they figure out where to drive it. ■ Stockdale Paradox
■ Confronted the brutal facts of current reality, yet simultaneously maintained absolute faith that will prevail till the end.
■ Hedgehog Approach ■ Breakthroughs require a simple, Hedgehog-like understanding of
the success factors of a organization and become systematic and consistent with it
Our expectations of what a person will be like can affect the way we perceive his or her subsequent behaviour (Arnold, Cooper & Robertson, 1998, pp281).
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Market Analysis & Planning
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3 keys discipline needed for good-to-great company ■ Discipline People
■ When you have discipline people, you don’t need hierarchy. ■ Discipline Thought
■ When you have discipline thought, you don’t need bureaucracy ■ Discipline Action
■ When you have discipline action, you don’t need excess controls.
■ Market Analysis & Planning ■ Individual and mutual accountability
■ Ownership
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Direct Sales & Partner
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Direct Sales Team Approach ■ Empowerment is an invisible tools that motivate team to excel
■ Shared leadership role ■ Team leadership
■ Individual and mutual accountability ■ Customer Centric
■ Encourage open-end discussion and active problem solving meetings ■ Business Acumen & Thought Leadership
■ Measures performance directly by assessing collective works products ■ Result and performance driven
■ Discuss, decides and does work together ■ Address the Sophisticated customer
■ Encourage members to compete, and create opportunities for solo performance
■ Personal effectiveness Leaders are made, not born, and how they develop is critical for organizational change - by David Rooke William R. Torbert (HBR, 2005)
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Partner Approach – Learning Organization approach
Leaders are made, not born, and how they develop is critical for organizational change - by David Rooke William R. Torbert (HBR, 2005)
Knowledge Management
Sales Channel
Learning Organization Approach
Brand Name
Technological Leadership
Market Focus
Learning Organization Approach
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Partner Approach ■ Learning Organization approach
■ Sales Channels are asset to the company ■ Individual and mutual accountability
■ Customer Centric ■ Encourage open-end discussion and active problem solving
meetings ■ Discuss, decides and does work together
■ Shared ownership ■ It advocates learning dynamics with constant trainings for
individuals, and supports opportunities that foster group interactions which in turn create synergies across functional groups.
■ Investment in partner program
Leaders are made, not born, and how they develop is critical for organizational change - by David Rooke William R. Torbert (HBR, 2005)
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Metering Experience
13 "Inaction is the riskiest response to the uncertainties of an economic crisis. But rash or scattershot action can be nearly as damaging" D. Rhodes & D. Stelter
Nutating Disc
oscillating piston
14 "Inaction is the riskiest response to the uncertainties of an economic crisis. But rash or scattershot action can be nearly as damaging" D. Rhodes & D. Stelter
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Conclusion
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A high performance organization ■ Choose members for skills (why me?)
■ Insists on hiring only those with the best skills, regardless of their familiarity with the industry
■ Proven track record in the sales & marketing role ■ Recruit specialist for each position on the team
■ Able to add value to the current team
■ Emphasize on individual ■ Focus on ideas
■ Build-up breakthrough flywheel
Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, or their style of management. Rather, it’s their personality and traits.
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