Company
Thomas Cook Group
Rev 9B GBP 1 in Travel in UK 1 or 2 in all Marktes 17 Marktes alltogether 27000 employees globally CEO Peter Frankenhauser
TC Business Systems
Business Turnaround wave 2
- Profitable growth through trusted and personalized products
- High tech/high touch - digital business
- Efficient structures and systems through lean and innovation
- Top to bottom leadership and relentless performance management
–> driving 400m benefits by F18
November results headlines
Narrowing of losses All businesses profitability up EBIT growth 43% De-risked rev to improve rev quality Stronger balance sheet Strong foundation for digital growth Cautious outlook for F15 Stock down due to Harriet Green exit
TC core values
Succeed as One team Deliver for our customer Engage each other Drive for results Act with integrity
Digital progress
Double digit increase online bookings
Web pen up 38% from 36% F13
F15 targets
New product rev 700m GBP Web pen >50% Cost out > 500m (up from 460) Sales CAGR > 3,5% GM improvement > 1,5 % EBIT margin >5% Cash conversion > 70 %
Role
lead
- delivery of IT function
- in support of Shared Services
- shared services demand mmgmnt.
- member of ContvEurope Exec
Role acct
United and inspiring leadership Empl engagement through collab. Role model values wow Dev consistent dev strategy Drive a culture of innovation Align with market strategy Cont. E Prio demand along business case/ gf Manage shared services inv. TCG CR
Acct: United and inspiring leadership
Stefan
Example Governance Dir
Context
P: deliver compliance across global ID
A: multi channel engagement approach, injected objectives, held LMs to account, engaged effectively across business. Del GnE report
R: compliance up and visible, recognition from CEO and CFO
Acct: Employee engagement through collaboration
Stefan
P: Context global company through career always managed dispersed teams
A: dependent on collaboration. Early on developed ideas how to best drive a common agenda across multiple geographies –> Embraced collaboration tools
R: Diageo value survey –> achieved high scores around engagement topics, etc.
Acct: Role model/values/lS wow (Stefan)
Where have I acted as a role model re values?
P: Diageo values Driven Company PACC, FTS, VEO, POWD, BTB annual value Survey asking employees on how we do.
A: values reinforced in team meetings and call-Overs
R: Good value Survey results.
Acct: Dev consistent dev strategy (Stefan)
P: Governance Dir. - Responsible to refine and develop the Diageo Delivery Method… 1. One size fits all didnt work 2. inconsistent reporting
A: Implemented risk based governance approach and KPIs to track progress and provide “independent” and objective updates to CIO and leadership team - outcome focused
R: Introduction of governance managers for high risk projects. Much improved visibility on project health. Periodic Governance meetings, status tracking on Leadership level
Acct: Drive culture of innovation (Stefan)
P: Personally I like innovation … tend to be an early adopter of technology .. etc … in my role as Portf ,nmgnt Gov Dir we as a LS team took a stand to generate 1B GBP worth in value which had intigued the org.
A: was memebr of the the panel that assesed submitted idead through the process
R: Ultmatly we achieved the stand .. I personally contributed an idea worth 50m GBP
Acct: Align with market strategy / Cont E?? (Stefan)
P: Main acct as GDBS Dir Russia, EE, Turkey. Most challenging market relationship… partially cultural, partially result of outcome of decentralisation - new role in market… met quite a bit of challenge/reservation
A: Concentrated on building key relationships across leadership team … MD, Supply Director, market GMs
R: Over 2 years in a row obtained ~2m GBP of funding. [More??]
Acct: Priotisation along business case/governance framework (Stefan)
P: in order to obtain any funding of the global project portfolio needed to work with business to develop business case and have business stakeholder own business outcomes
A:
R: Across the functional areas different set of results. Function of capability within function and resourced bandwidth on our end
Acct: Manage shared services investment of TCG and CE (Stefan)
- managed
- project investment assigned to market
- operational budget for shared service operation
Executed recharge transformation of IS recharge to business with profit relief
Role requirements:
proven record understanding business requirements and business drivers on strategic level
- GDBS Director role main accountability was to align with the market leadership team on shared service support in line with strategic objectives.
- Key elements of our strategy in Ru/EE
…. Vision … become the leading spirit >8 Eur… couple of missions
…Route to consumer –> Sales Force Automation
…M&A agenda –> Support Business Development Team around Systems
…Cost out –> Increase shared services Footprint (Poland SBM)
…Compliance –> SAP harmonisation project
Role requirements:
relationship building and networking skills
- Throughout my carreer I have proven that I can build long and lasting relationships across all levels
- Networking across company boudaries … partner organsiations etc
Role requirements:
Customer focus & demo’ed ability to meet requirements of business at a start and operational level
-
Role requirements:
Leading teams of IT professionals
- have a wide variety of teams. Project Teams, Vendor managers, and very technical teams of engineers.
- I would describe my leadership approach as collaborative and coaching ensuring my teams connect to the bigger company goals
Role requirements:
Strategy development, BA, agile, system integration, strategic investment mngmnt, portfolio mngmnt, project and program mngmnt
- PM & Governance Director –> Strategy as member of newly formed Global IT LT under new CIO
- Consulting – amble of hand on implementation experience of SAP implementations and infrastructure programs
Role requirements:
leadership, RM, change mnt, in large and complex org.
- close to 13 years experience in Diageo – undoubtably a large and complex organisation
Role requirements:
Coach and develop others
- enjoy line managing and coaching - it wasnt always that way… time constraints
- My attitude to coaching changed when I received good coaching as part of the DLPP by an executive coach and my line manager the Diageo Global CIO.
- listening and asking the right questions - holding the tension and holding up the mirror to allow for right development actions
- easy recipe – conduct one on ones with direct reports religiously.
Role requirement:
negotiating technology contracts and service agreements
- Vendor Management experience CV
- number of roles had me involved in contract negotiations and associated management of service agreements
