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Barrett Values Nedbank Web Seminar
- 1. Barrett Values CentreOn-line Seminar: An Interview with Tom Boardman May 27, 2009
- 2. Featured Speakers RichardBarrett, Founder Barrett Values Centre USA Tom Boardman, CEO Nedbank South Africa
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- 4. The Economic MeltdownWhat we currently are experiencing is not a market shakeout or a technology shift. It is the breakdown of an unsustainable economic paradigm that threatens the global sustainability of human society. The problems of existence have become global while the systems and processes we have for dealing with them are national. Richard Barrett
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- 7. Nedbank Vision, Strategy,Priorities Vision To become the international long-term savings and investment provider of choice and the premier financial services provider in South Africa. Strategy To focus on leveraging our strongest businesses (South Africa and Long-Term Savings), to streamline the Group, and to drive value creation within, and between businesses. Priorities 1. Maintain & strengthen capital position 2. Streamline portfolio over time 3. Leverage scale in long term savings & investment businesses 4. Drive value creation in & between South African businesses 5. Strengthen governance & risk management
- 8. Old Mutual/Nedbank GroupValues From 2005 to 2008, staff satisfaction increased by 12 points to 71.5%.
- 9. The Leader’s JourneyLeadership and learning are indispensable to each other. John F. Kennedy Leaders don't force people to follow — they invite them on a journey. Charles S. Lauer Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice. Max DePree
- 10. Nedbank Cultural Evolution1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 ENTROPY 25% ENTROPY 19% ENTROPY 17% 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery ENTROPY 14% ENTROPY 13% 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 2009 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven
- 11. Nedbank Cultural EvolutionResults 6 point increase in common good and 10 point decrease in self-interest Shift toward full-spectrum 12 point decrease in cultural entropy Revenues grew by 60% 2005 2009 CTS = 30-21-49 Entropy = 13% CTS = 24-17-59 Entropy = 25%
- 12. Nedbank Financial ProgressShare Price grew on average 9.0% (CAGR) per year from 2004 to 2008 Revenue grew on average 14.4% (CAGR) per year from 2004 to 2008
- 13. South Africa NationalAssessment