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HRMAJ Presentation�“Conglomerate Leadership”

By Peter Melhado

November 18, 2010

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822,00 results

What did we do before Google?

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Definition of Conglomerate

A corporation that runs and manages many, unrelated businesses. The businesses are in different industries and generally have nothing at all to do with each other in terms of what products are produced.

The theory behind a conglomerate states that the individual businesses can be managed at lower cost because they are able to pool resources while also reducing risks inherent to any particular industry.

Conglomerates are not as popular as they once were because some became so complex, they were impossible to operate (except Japan, Korea)

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Leadership

Endemic to groups

Often exalted, more often vilified

CEOs are the rock stars of the Y2Ks

An ephemeral quality, perhaps best defined by example rather than concept

So here we go with what a few people think…

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Quotes on Leadership

Definitional:

    • "Leadership is the ability of a superior to influence the behavior of a subordinate or group and persuade them to follow a particular course of action." — Chester Bernard

Inspirational:

    • "If your actions inspire others to dream more, learn more, do more and become more, you are a leader." — John Quincy Adams quotes (American 6th US President (1825-29
    • "A manager takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to."  — Rosalyn Carter

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Quotes (cont’d)

Practical:

    • "The ultimate test of practical leadership is the realization of intended, real change that meets people’s enduring needs." — James MacGregor Burns
    • “The manager asks how and when; the leader asks what and why.” - Warren Bennis

Cautionary:

    • “Nearly all men can stand adversity, but if you want to test a man’s character, give him power.” - Abraham Lincoln

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Quotes (cont’d)

"I am looking for a lot of men who have an infinite capacity to not know what can't be done." — Henry Ford

“Most important, leaders can conceive and articulate goals that lift people out of their petty preoccupations and unite them in pursuit of objectives worthy of their best efforts.” - John Gardner

“All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.” - John Kenneth Galbraith

Grandiose:

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Putting the two together

Lead across a platform of different businesses

Deliver shareholder value through cost reduction and risk diversification

Inspire a wide group of different people with different priorities

Make the whole greater than the sum of the parts

A conglomerate leader must:

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Models for Managing from the Centre

Investment Manager:

Find the right manager and right business and let them go

e.g.: Buffet

Controller: Prescriptive and detailed management with shared set of values, mechanisms and beliefs

e.g.: GE

Practical Interventionist:

Hire the right manager and provide support at a strategic and operational level

e.g.: ICD

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The ICD Context

Family-controlled

Rich legacy – at one time ICD participated in nearly every major industry (distribution, manufacturing, retail, financial services to name a few)

Today, we have 4 main business segments

    • General insurance
    • Insurance broking
    • Construction
    • Property Management

Active in M&A

(MSMB/PCFS, IIB/CGM, BCIC/VMIC)

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My Role – ensuring profitable growth

Hiring the right people (subsidiary CEOs) and then allowing them room to do their thing

Constantly taking the pulse of each of our businesses

Seeking out opportunities to acquire/merge with other businesses

Getting to know the key influencers in our various industries and building relationships

Always feeling for changes in our markets; I call it “healthy paranoia” – every business is on a knife edge at any given moment

It all boils down to having a lot of conversations!

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My Top 5 mechanisms

Functional organisational structures (balance between people and process)

Incentive plans that align employees and shareholders

Coaching/mentoring – establishing relationships at all levels

Training (more emphasis at the “EQ/BQ” than skills levels) / Hiring (strategic HR is critical and makes or breaks an organisation)

Constant inquisition and reflection – we must always be asking: “what why and who cares?”

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Quick word on Strategic HR

As a conglomerate CEO, you live and die by the quality of your line CEOs

    • how crazy is it to not invest deeply in the hiring process for these folks
    • goes way beyond interviews and reference checks – it involves getting to know them before, not after (usually the case)

No better use of a company’s time than selecting team members and finding the balance between their abilities and the structure to harness those abilities

    • Guard against orthodoxy vs effectiveness (it should work this way, I read it in a book)
    • Reward behaviour tangibly/intangibly (an acknowledgment from the CEO is often more potent than money)

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Quick Case Study – Coaching/Mentoring

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Meeting with supervisory level staff at a subsidiary

    • Team member: we always replace outgoing managers with people from outside the company
    • PKM: who have you spoken to about this? How can you make a difference about it?
    • Team member: my colleagues and now I see that doing that will not change anything
    • PKM: so what can you do?
    • Team member: I am going to my CEO to tell him that I am the ideal choice for this opening and that I can guarantee it will be the best decision he makes for the entire year

Empowerment

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If I leave you with 3 things…

Leadership is not prescriptive and not even situational; it’s a choice and you have to choose it every day

Conglomerate leadership offers a different challenge to a line CEO; it requires skillful intrusion given its indirect nature

No substitute for passion – we are all emotional beings and a great misconception is to suspect otherwise

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Thank You