Referat wirnsperger

Franz Wirnsperger

Verschmelzung von Unternehmenskultur und Managementprozessen zu einem flexiblen

Management Modell

21. Controller Tagung

Beitrag Firma Hilti

Dättwil, 7. September 2010

21. Controller Tagung I 7.9.2010 2www.hilti.com 2www.hilti.com

1. Hilti in brief

2. Company Culture a driver of business success

3. Our Management Model

Table of Content


● Founded in 1941 in Schaan, Principality of Liechtenstein

● One of the global leading companies in providing products, systems and services to construction professionals

● Located in more than 120 countries on five continents

● More than 20,000 employees

● More than 50 nationalities at Group Headquarters in Schaan

● Direct sales model

● 2003 winner of the Carl Bertelsmann Prize for outstanding corporate culture

1. Hilti – a worldwide presence


1. Leading Products for Construction Professionals


1. Hilti in brief



Table of Content


2. Our culture is a journey – Our Culture Journey

● We act with integrity in all we do

● We demonstrate courage to go beyond the circle of habits

● We outperform through teamwork

● We have commitment to personaland company growth

The way we do things at Hilti is based on living strong values.


First PrincipleWe do Worthwhile Work

The Mirror – Face the “brutal” facts

Outstanding Results

Second PrincipleWe take Self-Response-Ability

to Achieve Our Goals

Third PrincipleWe Encourage Each Other and

Recognize Results

Focus – Energy Disciplined Action

2. Our Culture Journey Principles


2. The Team Camps of Our Culture Journey

Foundation

….. …..

Core Purpose & Values

Self-Response-Ability Encouragement & Recognition

The Mirror

Face the “brutal”

facts

The Mirror

Face the “brutal”

facts

Rubicon

The die is cast

Traps of busyness Feedback ceremony

Pit Stop

Slow down to Speed up!

“Ideal Hilti”The Walk

Moment Of Truth …..

Desired Hilti Culture - Vision 2015

Unique customer experience!

Seamless process ’’extra mile’’


2. “Value definition” and culture trainings alone are not enough• Full commitment from Top Management

- Role model; not possible to delegate- Personal engagement in trainings- High commitment with time and energy

• Closeness of leadership-team to the organization- Frequent presence worldwide – not only with respective management teams- “Gipfel-breakfasts”, approachability, etc.

• Visible sanctions in case of non culture compliance; zero compromises on leadership promotions

• Long-term commitment with regular progress measurement- Perseverance and discipline- Employee satisfaction surveys (with disciplined actions as results!)- It’s a journey – regular progress checks in all teams


1. Hilti in brief



Table of Content


3. Our challenge “How to transform the old to the new world”

Management Processes

Leadership Culture

Fix / negotiated /slow

Dynamic /flexible/fast

Command& control

Entrepreneurial

Hilti 2005Classical

Model

Mix

Mix

Hilti 2015New Model

Transformation


3. The Hilti Management Model

Targeting

Rolling ForecastPerformance

Review

CulturePrinciples

AmbitiousRelative

SimplicityEmpowerment

TransparencyAccountability

Integrity, Commitment, Teamwork, Courage


Management Processes and Culture merge to a new management model with high commitment based on a high level of trust....

Targeting

Rolling Forecast

Performance Review

Culture Principles

Empowerment and accountability Self-responsibility

Trust and Strong Values

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