Human Resources Management in the Private Sector-A Sociologist Experience By Adewale Jones 9/25/20151.

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Human Resources Management in the Private Sector-A Sociologist Experience

By

Adewale Jones

9/25/2015

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Introduction• My deep appreciation for the invitation to be part

of the university’s town and gown initiative.• I have followed the development of this University

and have been impressed with its many successes.• The very high ranking of the University in various

polls is commendable. • It is becoming more apparent it is consistently the

best private university in our country. • A continuation of these achievements will make it

overtake the few first generation universities that are presently rated above it.

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A Bit About Myself and Work • The assignment today is to share my experience with as a Sociologist in the HR

terrain.• Total years of experience-34 years post National Youth Service Corp (NYSC). • First six years in Government - initially as Clerk Assistant for two and half years in

the then National Assembly in the role of Secretary Senate Committee on Internal and Police Affairs.

• The remaining three and half years -spent in the then Ogun State University now Olabisi Onabanjo University, as a lecturer in the Department of Sociology.

• Next port of call- the private sector in various human resources management positions in multinational organizations as:- Staff Manager, WAPCO now Lafarge Cement WAPCO; Head of Human Resources -Alraine Nigeria now SDV Nigeria & Nigerite Limited Ikeja.

• Finally (the icing on the cake) as Human Resources Director at LM Ericsson Group in charge of the West and Central Africa Sub-regions.

• Since early voluntary retirement, engaged in the following: (a) Management Consulting mainly HR Consulting & Industrial Relations Consulting (b) Legal Practice with specialization in Commercial and industrial law i.e. mainly

Labour and Employment Law, Information Technology & Telecommunications Law, Maritime Law, Mediation and Arbitration (Domestic & International)

(c) Guest Speaker on various issues in my chosen areas of interest.9/25/2015

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Summary About Myself and Work • From the above, 28 years of 34 years of post NYSC spent in

the private sector. • The questions that should agitate the mind of my listeners are:- What has he done all these years? What are his experiences like? How has his background as a sociologist contributed to what he

has done.• The presentation below will provide answers to these questions

.• But note that my training as a Sociologist at the Bachelors and

Masters levels at the University of Lagos has been extremely useful in all I have done since I started working.

• Let me now begin by sharing with this audience, my take on the usefulness of Sociology as a course of study.

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Understanding Human Resources and its Management.

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Conceptualizing Human Resources

• It is the personnel of an organization whose knowledge, skills and abilities are leveraged upon to achieve its goals.

• It is the set of individuals who make up the workforce of an organization.

• It is the workforce utilized by an organization to perform duties and carry out responsibilities aimed at achieving its goals.

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Appreciating the Importance of Human Resources

• Ask any top CEO what makes their business special. Nine times out of ten will say their ‘people’.

• It may be a cliché, but it’s also true – outstanding people create exceptional organisations.

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Clarifying Human Resource Management • “HRM is a strategic and coherent approach to the Management

of an organizations most valued asset- the people working there, who individually and collectively contribute to the achievement of its objectives” - Michael Armstrong (2008) in Strategic Human Resource Management-A Guide to Action 4th edition

• “ It is the management of work and people towards desired ends” P F. Boxall, J. Purcell and P. Wright (2007) in Human Resource Management Scope, Analysis and Significance, Oxford Handbook of Human Resource Management P F. Boxall, J.Purcell & P. Wright (ed).• “It is the creation of an enduring workplace system for the

management of people aimed at optimising their potentials for their own benefit and for the benefit of the organisation they work for” - A. Jones (2004)

Summary – HRM concerns the optimisation of the contributions of employees to organizational results.9/25/2015

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The Key Variants of HR Management

• Transactional Human Resources It is purely administrative and routine. It involves among others:- the management of employee

records, filling of vacancies, sourcing of training vendors to address developmental needs, employee counseling, payment of employee benefit etc.

It is a form of policing role involving employee discipline i.e. query , warning, firing etc.

• Tactical Human Resources It is a form of HRM whereby many solutions are offered to

problems/issues. Such solutions include outsourcing, shared services,

technology , cost control, restructuring , succession planning processes etc.

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The Key Variants of HR Management-2• Strategic Human Resources It entails an alignment between HR policy and programmes and

the goals/objectives of the organization. It involves HR understanding the business of the organization and

helping to formulate policies, programmes and practices which aid the business to achieve its goals.

It concerns HR tackling strategic issues and managing employees from the perspective of the strategy of the organization.

It is long term in scope and linked to the business goals of the enterprise.

It involves among others the following:- the examination /clarification of organizational strategy. the alignment of the reward system to performance. the determination of talent needs on the basis of organizational

strategy. the design of work processes to eliminate waste.9/25/2015

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The Key Variants of HR Management-3Strategic Human Resources (Cont) the development of employee training &

development solutions to build organizational capabilities.

the development of an organizational culture to aid performance.

partnering with clients to develop organizational strategies and plans.

translating organizational strategies and goals into human performance requirements.

the identification of the solutions required to enhance the performance of people in order positively impact on the organization.

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The Starting Point-Initial Questions

Question 1 • Why do we need the HR management function?

Question 2 • What should the HR management function be doing?

i.e. What is its role?

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Critical Issues in the HR Function

1.How Can HR be Seen as a Value Adding Arm of the

Organization?2.How is HR Value Created

and Sustained?

3.How Can the Organizational Goals and

Strategy be Translated into Actionable HR Goals

and thereafter Implement?

4.How can a Strategic HR Architecture be

Developed in order to drive the HR Goals and

Strategy Derived from the Organizational Goals and

Strategy?

5.What Should HR be Doing in Order to

Fulfill its Role as a Key Partner in the Organization?

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Addressing the Questions-The Critical Imperatives

The HR Function Must be Driven by the Larger Role of the Organization.

The HR Role Must be Tied to the Organization’s Vision, Mission,

Strategy, Objectives/Goals,

Values etc.

HR Processes and Activities Must

Have their Root in the Organization’s

Vision, Mission, Strategy,

Objectives/Goals, Values etc.

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Strategic HR Management and the Line of Sight Concept.

• The Line of Sight (LOS) concept relates to creating a connection between the HR strategy and the organizational strategy.

• The aim is to achieve the goals of the organization through leveraging on the human capital asset.

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The objectives of the Line of Sight ConceptObjective 1 The identification of key behaviours of all levels of employees and the link between those behaviours and the company’s bottom line.Objective 2 Understanding how to create a line of sight in employees that will motivate them to achieve results.Objective 3The determination of the type of compensation and benefits that can be used to engender the required behavioural disposition and engagement capable of impacting on organizational results.

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The Current Accepted Role of Human Resources in An Organization

• HR is a Consultant and Adviser to the Management and the Line Organization

• It is a Designer,

Developer and Deliverer of Programmes/Tools to the Line Management

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Summary of Key HR Challenges

How to translate the organization’s goals and strategy into actionable HR goals and implement.

How to develop a strategic HR Architecture to (i) drive the HR goals and strategy derived from the organization’s goals and strategy (ii) enable the organization excel.

How to design HR strategies that are in sync with the strategies of the organization.

How HR can produce significant value and deliver results.9/25/2015

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Summary of Key HR Challenges-2 How HR can recruit,

develop and retain skilled/multi skilled personnel.

How HR can implement various policies and procedures.

How HR can contribute to making people more creative and innovative.

How HR can contribute to developing organizational capability.9/25/2015

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The Driving Force Behind HR

• Based on all of the above and the challenges, what then is the Key Driver of HR as one of the Main Arms of the Organization?

• It is the Creation of a Value-Adding HR Function.

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What is Value?

• Value is the positive outcome or results achieved owing to any step or action taken or activities undertaking in pursuit of a desired purpose.

• Such positive outcome or results must be as defined by the recipients.

• In addition, for it to be real value, it must be delivered in efficient and effective ways

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Two Facts about the Concept of Value

Value is defined by the receiver and not the giver

HR Practitioners tend to view value on the basis of what we give without recourse to how the receiver perceives what is given

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What is HR Value? • It is the positive outcome or results achieved by the HR

Organization owing to any step or action or activities undertaking by it in pursuit of a defined purpose.

• It becomes value if the recipients consider it as such and not if the HR Organization deems it as value.

• Also such value must be delivered in efficient and effective ways for it to be value.

• For HR to add value its Value Proposition must produce productive and desired outcomes for all the key stakeholders.

• Productive and desired outcome means the HR Policies, HR Practices, HR Organization, HR Delivery and HR Professionals must be aligned in a positive direction.

Note:-Researches have shown that 80% of an organization’s value are accounted for by intangible assets like human capital9/25/2015

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How Does HR Add Value?• HR adds value when its work helps others in the

organization to achieve their goals.• HR adds value when its activities assists in delivering

organizational results.• HR adds value when it ensures that its policies,

practices, delivery and people align with strategy in order for goals to be met.

• HR adds value when it is able to make intangibles tangibles by building organization capabilities. Such intangibles include:- talent, speed, collaboration, accountability, leadership, shared mind-set, learning etc.

• HR adds value when it contributes to creating both a competitive and a compassionate organization

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Knowing the Tools for the Creation of HR Value

• The definition of a clear employee value proposition that lays out what is expected of employees and what they get in return?

• Knowledge of the external business realities-technology, demographics, industry/competition information etc.

• Knowledge of the internal business realities-Goals and Strategies of the Organization and of its various units and departments.

• The ability to Collaborate and bond with the units and departments including all relevant stakeholders.

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Knowing the Tools for the Creation of HR Value-2

• The ability to bring out people issues from the goals and strategies of the organization and those of the units and departments.

• The ability to define HR goals around the derived people issues sifted from both organizational goals and strategies and unit goals and strategies. Such must translate to a portfolio of strategic services to be offered by HR

• The ability to create the appropriate HR Strategy in line with the goals of the organization and the goals of the units and department

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Knowing the Tools for the Creation of HR Value-3

• The ability to build the appropriate HR Architecture to derive the created HR Strategy aimed at contributing to organizational and unit goals i.e need for the alignment of the internal organization of HR with defined goals.

• The ability to monitor progress.• The ability to measure performance and use

same to predict and prescribe the future-i.e the ability

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How My Sociology Background Has Helped in Sharpening My HR Management Skills over Years

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The Conceptualization and Relevance of Sociology to HR Management

• An appropriate starting point is to revisit the meaning and scope of Sociology even though it may be repetitive.

• Based on the foregoing, what is Sociology? It is the study (logy) of Society(Socio) with respect to its:-

- Behaviour , Culture, Institutions, Values, Beliefs etc.• Sociology helps in our understanding of the complex

environment we live in by engaging in investigation and providing a body of knowledge to diagnose and solve social problems.

• It enables a deep understanding of the human element as he relates to others in addition to the basis by which people live and the conditions under which they exist.

• In simple language, it helps us to appreciate what people do and why people do what they do.9/25/2015

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The Benefits of Being a Sociologist-From My Prism

I have been influenced by the following aspects of sociology in my HR career –Sociological Theory, Social Structures and Institutions, Social Stratification, Sociology of Industry, Complex Organization Analysis (sometimes currently referred to as Sociology of Complex Organizations), Research Methods and Statistics.Also the courses taken in Psychology like Psychological Foundations, Social Psychology have been useful. I will clarify a few of these. From Sociological theory I have benefitted from the work of the work of the following theorists-(a) John Rawls theory of Justice as the basic structure of society, as the first virtue

of social institutions. He saw the main idea in Justice as fairness and the avoidance of arbitrariness in the assignment of basic rights and duties between persons.

(b) Lewis Coser’s view of the functional consequences of conflict and its essential element in the formation and persistence of any group. He took the view that conflict generates new norms, institutions, innovation and creativity.

(c) George Simmel’s postulation that conflict is a natural and necessary part of society and so it is not disruptive nor dysfunctional.9/25/2015

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The Benefits of Being a Sociologist-From My Prism-2

(d) Ralf Dahrendorf’s view that power is one unavoidable feature of all social relations.

(e) John Stuart Mills ethical theory premised on “ “Utilitarianism” that the production of happiness and reduction of unhappiness should be the standard by which actions are judged right or wrong and by which rules of morality, laws, public policies and social institutions are to be evaluated.

(f) Jeremy Bentham’s principle of “ pleasure and pain” and the admonition that the overall amount of pleasure ( the enjoyable feeling of replacing a state of deprivation with that of fulfillment) in the world be increased.

(f) Auguste Comte, Max Weber, Emile Durkheim, Herbert Spencer, Robert Merton and Talcott Parsons theory of structural functionalism of seeing society as a structure/system with interrelated parts conceiving of the whole in terms of the functions of its constituent elements norms, customs traditions, institutions etc.

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The Benefits of Being a Sociologist-From My Prism-3

• From Complex Organizational Analysis, I have profited from the following:-(a) Max Weber’s classical theory of bureaucracy particularly predictability,

stability rationality and specialization, rigidity, impersonality etc precepts.(b) Henry Fayol’s principles of management which accommodates the following

principles:-Division of work or specialization and its attendant higher productivity, Authority and responsibility, Discipline, Unity of command, Unity of direction, Subordination of individual interest to general interest, order equity etc.

(c) Frederick Taylor’s Scientific Management Technique based on the following principles:-

Science not the rule of thumb. Harmony not discord. Cooperation not individualism. Maximum output not restricted output. The development of each man to his greatest efficiency and prosperity. Develop Science for each element of a man’s work. Scientific selection, teaching and training of a workman. Management’s support for the workman to succeed.9/25/2015

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The Benefits of Being a Sociologist-From My Prism-4(d) Later day theories/modern theories of organizations that are

premised on the following:- The systems view point of the organization. The issue of organizational dynamism and mutability. Multilevel and multidimensional level of organizational analysis. Multimotivated perspective to issues. The issue probability. A multidisciplinary and multivariable approach to issues. Issues of motivation –e.g. Maslow's Hierarchy of Needs

(physiological, safety, social, esteem, self actualization) Herzberg's motivation -Hygiene theory.( Motivation-satisfiers, motivators and intrinsic factors like content and nature of the job. Examples are: achievement, recognition, the work itself, responsibility and advancement. Hygiene factors (dissatisfiers) include: company policy and administration, technical supervision, salary, interpersonal relations with the supervisor and working conditions.9/25/2015

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The Benefits of Being a Sociologist-From My Prism-5

The creation of a more adaptive view of the organization.

Issues of power and politics. The issue of organizational

culture. Employee competency

including attitude. Leadership issues including

style, traits and development.

Decision trees and decision making.

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The Benefits of Being a Sociologist-From My Prism-6

• From social stratification, the main lesson is the principle of employee segmentation for purposes of development, compensation and retention.

• From Research Methods and Statistics, the lesson rest on engaging in HR research using the massive volume of data of employees deploying the three analytics levels of descriptive, predictive and prescriptive analytics.

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Telling the Story: Some of My Noteworthy Achievements

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Significant/Noteworthy Achievements in the Course of My Career

West African Portland Cement Plc (Now Lafarge Cement WAPCO Plc

• Was one of the two Personnel Division members (the division consisted of Personnel Department Staff in two cement factories (Ewekoro and Shagamu) a paints factory and the Head office in Lagos)commissioned in 1989 by the Company’s Personnel Division to produce the Division’s input into the Company’s 3 year Corporate Plan (1990-1992)

Alraine Nigeria Limited (Now SDV Nigeria Ltd) Nigeria

• Updated the Company’s employee handbook to conform to the existing best practice at the time.

• Undertook the evaluation of jobs to make for an integrated and wholesome compensation system. The system was hitherto haphazard.

• Conducted research/surveys which elicited responses/ information used in the formulation of employee welfare and work related policies.

• Changed the approach to training by ensuring that all trainings had relevance to the needs of each participant following from a performance appraisal and critical needs assessment exercise. The step reduced scrap training appreciably.9/25/2015

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Significant/Noteworthy Achievements in the Course of My Career-Nigerite Limited

• Succeeded in Getting the Management to purchase the “Human Manager” an HR database developed in Nigeria with functionalities similar to SAP and Oracle HR module.

• Emplaced tests (IQ and aptitude) as the first step in recruiting fresh university graduates.• Introduced a Performance Management System which allowed objective measures of

employee performance predicated on the setting of targets/objectives and signoff off of same with employees each year.

• Introduced some techniques/tests for assessing individual needs/potentials i.e Personality Profile Analysis (PPA) for intending/existing managers-the Managerial Assessment of Proficiency (MAP).

• Undertook the setting up of the assessment centre approach to identify future talents.• Conducted a job Evaluation Exercise which resulted in more objective grading of Jobs

and the creation of an integrated compensation structure;• Conducted research/surveys which elicited responses/ information used in the

formulation of employee welfare and work related policies;• Designed and implemented a Company Human Resource Development/ Training Policy• Was the Chairman of the Total Quality Management (TQM) Steering Committee and

Secretary of the Quality Council headed by the Managing director (1998-2003);• Updated the Company’s HR Handbook taking into consideration best practices in each of

the areas.9/25/2015

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Significant/Noteworthy Achievements in the Course of My Career-Ericsson (West and Central Africa)

• Formulated and executed the HR Strategy in Countries within Ericsson West and Central Africa and ensured there was an alignment between the Business strategy and the HR strategy.

• Ensured the HR Architecture i.e. functions, system (programmes, processes, practices & procedure) were adaptive and linked to each legal entity’s business strategy. Identified and leveraged on performance drivers to propel results.

• Successfully coordinated/supervised the West and Central African Regions Market Unit HR Special annual project to address issues emanating from Employee Opinion Survey called ‘Dialog’ within the Ericsson family.

• Successfully coordinated/supervised the Market Unit Right-sizing project phases 1-3 (2004-2006) in Ericsson Companies in the West and Central African Region;

• Was responsible for the promotion of “Our ways of Working” (an Ericsson corporate culture initiative which defines the vision, the values, the guiding principles, the Company’s commitment and its pursuit of operational excellence in the West and Central African Region; Sensitised employees particularly those who worked in the Company pre- the Global System for Mobile Communication (GSM) revolution in Nigeria on the need to imbibe the Ericsson culture. Also ensured the propagation, recording and sharing of behaviours reflective of both compliance and non-compliance.9/25/2015

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Significant/Noteworthy Achievements in the Course of My Career-Ericsson (West and Central Africa) -2

• Was responsible for propagating the Company’s Leadership framework-tagged “Our Ways of Leading” based on People, Organizational and Thought Leadership. Ensured the propagation among leaders in addition to recording, sharing of conduct reflective of both compliance and non-compliance.

• Was a member of the Administrative Committee of the Global Ericsson ‘Excellerate Programme’- It is an 18-month-long development program for potential Ericsson leaders. Was for Four years the representative of Market Unit Sub-Saharan Africa involved in identifying and recruiting such potential talents within and outside Ericsson.

• Was an assessor for the recruitment of new intakes at the annual Ericsson Excellerate recruitment programme 2005-2009.

• Was responsible for the successful compliance with the HR part of the Entity-Wide Control Assessment (ECWA) Requirements for Ericsson in the West and Central African Region pursuant to the provisions of the United States Sarbanes Oxley (SOX) Act – A requirement for all Companies quoted on the New York Stock Exchange (NYSE).

• Successfully coordinated the Human Resource Aspect of the requirements for International Certification under the International Standards Organizations (ISO) 9001- 2000-now 9001-2008 (On Quality)and ISO 14001 (on the environment);The assessments were conducted by Det Norske Veritas AS (DNV) of Holland in 2005 and again in 2008.

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Significant/Noteworthy Achievements in the Course of My Career-Ericsson (West and Central Africa) -3

• Implemented successfully the two projects under the revised Ericsson Corporate HR Operational Excellence Strategy -aimed at efficiency and cost control, excellence in practices and intimacy with the business; The two projects were the Shared Service Centre Concept and the HR Operating Model (i.e. HR Service Delivery, Functional expertise (i.e Design of Processes and Programmes) and HR Partnering- (i.e Identification of Business Requirements);

• Specifically adjudged very compliant with the Ericsson HR Processes and Procedure by foreign internal and external auditors appointed by the Ericsson Headquarters in 2008 to audit all key functions in the Ericsson Group;

• Introduced the practice of regular HR Self Audit to check, identify gaps and review HR Policies, Practices and Procedures.

• Provided dashboards based on relevant HR Metrics and created HR scorecard in the mould of the framework provided by Kaplan and Norton’s Balanced Scorecard.9/25/2015

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Significant/Noteworthy Achievements in the Course of My Career-Ericsson (West and Central Africa) - 4

• Contributed to Organizational Learning by creating a knowledge sharing arrangement whereby those attended training programmes overseas came back to the organization to make presentations regarding what they learnt; in addition to initiating the codification of knowledge and transferring knowledge from expatriates to locals and from experienced locals to less experienced ones.

• Initiated the implementation of the Specialist-Dichotomy arrangement in the Company’s career progression framework.

• In addition to the preceding point drew up the Transfer of Skills Policy for the Market Unit. This had to do with the procedure and processes of transferring skills from expatriates to local employees. The policy includes a clearly defined mentoring programme.

• Encouraged the formation of the “Communities of Practice” an arrangement whereby employees got together to discuss work/business related issues informally.

• Introduced Personality Profile Analysis (PPA) for assessing the personality of potential employees; psychometric testing for assessing, the ability, aptitude and personality of more senior potential employee and the Managerial Assessment of Proficiency (MAP) -a tool for assessing the suitability of employees for managerial roles. Both tests were administered by Philips Consulting, Lagos initially before Ericsson bought the software 9/25/2015

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Significant/Noteworthy Achievements in the Course of My Career-Ericsson (West and Central Africa) - 5

• Formulated various strategies to drive organizational capabilities and optimise intangibles such as:-

• People- (i.e. in terms of talent acquisition, development, deployment/use, engagement, retention and maintenance of bench strength etc.

• knowledge, skills devised an objective/strategic workforce planning arrangement including talent recruitment process-i.e. directly from the universities.

• Accountability (propagating ownership of role and the results including the emplacement of measures of assessment);

• Learning e.g. knowledge sharing, communities of practice arrangement• Operational Efficiency-propagation of the need to avoid rework, avoidable cost,

shorter and clear processes and procedure etc.• The “we” as against the “I approach to things “• Leadership – Promotion of the leadership framework.• Collaboration-The promotion of positive relationship and the encouragement of

team work.• Innovation-Promotion of innovation i.e. publicising, recognising and rewarding

innovation.• Leverage on SAP –Generation of information to aid decision making.9/25/2015

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Significant/Noteworthy Achievements in the Course of My Career-Ericsson (West and Central Africa) - 5

• Ensured HR monthly report is not only descriptive and historical but offers some insights into the future by being predictive and prescriptive.

• Created an HR service delivery agenda based on an HR portfolio of strategic services an attempted to apply the six sigma principles to measuring performance.

• Supervised the devolution of hitherto HR powers to the line-Role included clarification and the emplacement of the new model of operation.

• Established a workplace mediation process for settling disputes between employees and between employees and their superiors.

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Some Useful Summary From the Presentation

• As can be seen from the foregoing, my background as a sociologist has been useful in my understanding of my environment and its people.

• The psychology courses I took have also helped in my understanding of the human being, his values and behaviour especially within a social context.

• All of the above have made my HR Role easier than it would have been• Be that as it may, I need to state that a sociologist does not necessarily

have to end up as the coordinator of people management even though every endeavour that graduates will find themselves will entail managing people.

• I believe and know a sociologist can function adequately in various spheres. Quite a number of people have leveraged on the foundation of their degree in sociology to easily foray into other professions.

• Luckily, these days a credit in Mathematics is required to study sociology. Increasingly numerical ability is becoming a must for all graduates who wish to succeed in their careers.

• In HR for example, such ability is required in the areas of HR/human capital/ workforce metrics and analytics and HR Research.9/25/2015

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Looking Into the Future –Some Advise for Upcoming Sociologists• Sociology should be deployed as a stepping stone to widen our

scope, orientation and perception of things happening around us.

• Some of the aspects of Sociology are no doubt abstract, but a thorough understanding of them provides a cognitive basis to always want to relate their import to the everyday experiences we come across.

• Our strong knowledge of the norms, values and mores of the society and its people bode well for our interaction with others. We must remember in this context that people make the critical difference in any setting and not technology or anything else because people make/use/operate /manipulate technology.

• There is need to position yourselves strategically in addition to understanding the evolving contexts under which you operate.

• I enjoin you to build relationships of trust and high ethical standards with those you come in contact with at and off work.9/25/2015

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Looking Into the Future –Some Advise for Upcoming Sociologists• I advise that you make every effort to build your competency

(Knowledge, skills and abilities including attitude and behaviour) at all times. To do this, conduct regular self-audit, identify gaps and make efforts to close them.

• I need to add here that the attitude to work of the average Nigerian over the years has been very negative.

• Do take up the gauntlet and be change champions- initiate and sustain change at the individual, institutional and national levels.

• Do strive to be innovators and integrators who look for new ways to do things and by doing this, create new practices capable of delivering better solutions to issues.

• It is expedient to be technology proponents who use technology for efficiency. Leverage the new communication channels, such as the social media.

• My final take -build yourselves to be relevant anywhere on this planet. Being a local champion reduces your field of operation and relevance.9/25/2015

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Thank You For Your Attention

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