The University of Sydney Business School

Australian Institute of Company Directors

The University of Western Ontario - Ivey School of Business

Richard Ivey School of Business

University of Toronto - University College

Runnymede Collegiate Institute

Educating and Advising Students/Managers to Build and Manage Multinationals for Sustained Growth Across Asia

For description, see: <a href="https://www.amazon.com/dp/B08PCLS32Z">https://www.amazon.com/dp/B08PCLS32Z</a>

Build and Manage Multinationals for Sustained Growth Across Asia

Author

After a 25-yr industry career, I took the opportunity to complete a PhD addressing multinational internationalisation to enable me to teach and conduct research at one of Asia-Pacific’s top-ranked universities, SMU. An opportunity to ‘give back’ to education and take industry practice to the next level. After all, few business executives have the luxury of time to reflect on the full set of alternative international management approaches (instead, we draw from our experiences), nor to access the full suite of academic knowledge to debate the merits of the various approaches. By creating a unique management course addressing (and entitled) the Management of Multinationals Across Asia, I have begun to codify and transfer knowledge on comparative state structures, institutions, business systems, and cultural/cognitive differences that exist across Asia, as well as, relative to Western business environments with implications for international business practice. As no comprehensive strategy formulation and operationalisation framework appeared to exist to guide business executives with the process of internationalisation, a new framework and process have been developed and embedded in the course. As well, students apply what they learn, and experience what it is like to work on a global team, by coupling the course work with the <a href="http://X-Culture.org">X-Culture.org</a> program in which 6,000+ students across 150+ universities each term conduct analysis and provide recommendations to a set of SMEs located around the world surrounding their new market entry initiatives. I also teach SMU’s other final year Active Learning Capstone course, Design Thinking, which leverages my years as a management consultant transforming business enterprises. Students assess the business model of a participating company in Singapore; conduct primary research surrounding end-customer objectives; define new value propositions, and design a supporting business model.

Singapore Management University

Enabling Students to become ASIA CAPABLE as Associate Professor of Strategic Management (Practice)

Fifteen years as a business strategy and multi-country transformation consultant within global consulting firms (extensively Deloitte Consulting but also ABeam Consulting, PwC and Accenture), advancing to become a Global Partner, then Managing Partner of an International Client Services business unit, developed my capabilities and knowledge to become an entrepreneur to focus exclusively on the objectives of the clients I serve. Over the years, I have worked with Chief Executives throughout Asia to:►Enhance approaches to internationalise and govern operations across Asia;►Accelerate the effectiveness and performance levels of expatriates in Asia;►Conduct rapid strategic and operational assessments of country operations in Asia;►Develop more collaborative, innovative, and productive cross-cultural management teams through scoped initiatives and/or workshops addressing business strategy, leadership development, marketing, finance, human resources management, and/or operations and systems; ►Increase the effectiveness of Asia regional office operating models (structure, roles, location, headcount) to cost effectively balance among local responsiveness, risk management, knowledge sharing, and regional synergy objectives;►Enhance the probability of successful project outcomes by structuring and directing multi-country initiatives/projects at the inception stage so that they build new capabilities while promoting a broader global mindset across Asia regional and country-level operating entities (examples include multiple regional treasury/payment system initiatives; regional ERP; regional operating model).

Managing Across Asia

Enabling Managers, SMEs and MNCs to become ASIA CAPABLE

Kartoza provides consultancy, software development, and training within Asia and Africa for Global Information System (GIS) applications leveraging Free and Open Source Software (FOSS) to raise the value delivery equation.  In an era of big data and analytics, we are at the early stages of a proliferation of geospatial solutions (i.e. overlays of selected data over geographic landscapes highlighting patterns of interests and opportunities) that permit intelligent actions to be undertaken by businesses (e.g. visualisation of geographic dispersion of high opportunity consumers), educational institutes (e.g. identification of geographic dispersion of high opportunity MBA candidates), governments and NGOs (e.g. visualisation of geographic impact assessment arising from various disaster scenarios).

Kartoza (Pty) Ltd

Non Executive Director

With its unique heritage of case learning perfectly aligned for Asia-based executives who wish to lead global operations, Ivey was the first Western business school to establish a campus in Greater China.  As a member of the  Ivey Asia Board as well as Co-President of the Ivey Alumni Association in Hong Kong my role was to advise the Ivey Business School and promote engagement of Ivey's Alumni in Asia as well as broader market awareness of Ivey's globally top ranked EMBA and Executive Development Capabilities in Asia - a high growth region where top management talent is in short supply.  My commitment to Ivey has extended financially as I am recognised, along with others, in Ivey's Annual Report - Lifetime Giving program as one of "Ivey's most generous supporters".

Ivey Business School / Asia

Asia Advisory Board Director & IAAHK Co-President

Co-authored one of the only books in the market focused on helping industry executives manage their consulting firms/consultants to deliver greater results for less consulting spend (most consulting books focus on how to be a consultant) with a special chapter on the challenges consulting firms have in building their practices and serving clients in Asia.  See reviews by others in Amazon Reading List further down in this profile

Extract Value From Consultants: How to Hire, Control, and Fire Them

In the context of Sarbanes Oxley, Deloitte spun off its consulting practice in Japan into a new entity of 1,500 professionals called ABeam Consulting. As I wished to continue serving clients in Asia, I joined the spun-off entity in Japan and was made Managing Partner of the International Client Services practice that served inbound Western multinationals. It was a turnaround situation as the loss making business unit was no longer being subsidised by a global firm.  There were multiple challenges: rebuild a client revenue stream; realign towards higher margin strategy, operations redesign and technology architecture services; eliminate non-productive practitioners; rebalance the practitioner economic model of the practise; revamp competency and industry training; work with the firm on upgrading HR practices; build market visibility with a new brand; and resolve an inherited poorly contracted project costing the practice USD300,000 per month.  Hosting of regular industry luncheon/dinners with CEOs, COOs, CFOs, and CIOs solidified relationships with current and prospective clients to keep the opportunity pipeline full; progressive retrenchment of non-productive senior resources backfilled with hiring of more biculturals (Japanese living in Western markets) rebalanced the practice; and leverage of practitioners to develop training under Partner guidance upgraded skills.  After one year, the practice was back in the black. After two years, the 50 practitioner practice was highly profitable driving USD25 million in revenue; supporting the Taiwan practise with resource expertise and business development; and becoming the only management consulting practice ever to be recognised by the AIR Asia Industry Awards Committee as the industry's "Service Provider of the Year".

ABeam Consulting

Built Practice Recognised as "Asia Service Provider of the Year" as Managing Partner

I was directed by the Asia Regional Managing Partner to represent Deloitte Consulting Asia at the New York global office in planning the separation from the audit firm and establishing the new business strategy for the firm. This experience afforded me the opportunity to understand the inner workings of the firm through interaction with the top executive team, and strategise on the re-creation of a new global firm addressing client alignment strategies, service offerings, capability alignment and deployment, knowledge management, and global branding.  Ultimately, the scenario was never realised as the Deloitte audit board decided to retain its consulting practise by devolving the global consulting firm back to their respective country member firms.  However, due to high overlap of audit and consulting clients in selected countries, the Japan and Taiwan consulting practices were spun-off into an independent entity called ABeam Consulting.

Deloitte Consulting

Seconded to Office of Global CEO to Develop Deloitte Consulting's Global Strategy

Became a Global Partner providing the full spectrum of business strategy, financial management redesign, treasury/payment system redesign; business process reengineering, technology consulting and other change and transformation services to financial services institutions predominately across Asia. Within NYC practice, built "Global Entry and Operations"​ service line to assist US multinationals with their expansion to Asia - a representative project was helping a New York FSI client design a global operating model centred on Asia - a project ahead of its time; as a Principal based in Seoul built FSI practice by selling and directing (on time and under budget) Deloitte's largest ever FSI client project in Asia. Given the cross-cultural differences, I also directed the re-design of Deloitte's U.S. focused consultant training program for Asian-based practitioners.

Built Consulting Practices as Financial Services Global Partner in US & Asia

Given an offer I could not refuse as Accenture was trying to build its global strategy practice.  Became Senior Manager in Financial Services Industry, Business Strategy Division and immediately posted to Australia to support Accenture's largest client project in Asia Pacific with a key strategy initiative.  Subsequently provided business strategy, customer management and program management services to a key FSI client in the US undergoing a turnaround.

Accenture

Key Contributor as FSI Strategy Senior Manager

Provided management consulting services spanning business strategy, financial management, treasury/payment system, operations reengineering and technology strategy to financial institutions in Canada, U.S. Mexico, and South Africa.  Catalyst to building the Canadian FSI practice by selling and managing 4 major client projects in Canada and Mexico in one year, while leveraging relationships with Deloitte partners and senior managers in the U.S. to grow our FSI knowledge network resulting in number of Canadian consultants on FSI projects rising from 4 to 50 in one year.

Deloitte & Touche

Built FSI Practice as Senior Manager/Manager

Identified branch automation, payment systems, and customer analytics solutions for the financial services industry, predominately the largest retail and commercial banks in Canada, to support achievement of division sales target of $60 million.

NCR Corporation

Supported $60M Quota as Senior Marketing Manager, Financial Services Industry

Seconded from Unisys to Commonwealth Bank as CBA's condition for a multi-million dollar POSCASH ATM purchase that I had secured with CBA. Responsibilities while with CBA were to direct a merchant bank team to market the cash dispenser as part of an overall merchant services package targeted at convenience stores and RSL clubs.

Commonwealth Bank of Australia

Seconded as Bank's Contract Condition as POS*Cash Merchant Services Marketing Manager

Being one of few (only?) students at University of Toronto at that time to graduate with a double specialist degree in both commerce and computer science, I had developed a foundation to envisage how technology could enable business solutions.   From 1986-1989, subsequent to being sent to Sydney for a marketing and technical review of EFTPOS technology for use in PetroCanada stations in Canada, the Australian operation of Unisys requested I relocate down under, beginning my international career.  I was assigned to serve the retail banking institutions throughout Australia introducing innovation and development of branch automation platforms, customer management tools, and payment systems technology solutions; project managed the installation of EFTPOS terminals for financial institutions within every state in Australia; culminating, when I became an account manager, in making the largest ever ATM (hosted on EFTPOS network) sales order in Australia. 1984-1986:  As a Technical Service Representative (wet behind the ears) I served clients within the manufacturing sector in Canada with a variety of MRPII solutions.

Unisys

Contributor-Establishment of Australia's EFTPOS Network

Part-time employment during university summer school holiday months and throughout term to help pay for tuition and personal expenses during university years, the experience contributed to greater retail social interaction and appreciation of the skills needed within the service sector to manage customer satisfaction.

Direct Film

Retail Worker – Service Clerk

Over weekends and a number of school summer holidays of my high school tenure, I learned what it was like to ‘work the line’ within the auto industry, being a production line worker; maintenance worker (greasing hoists and checking electronic connections hung over anodising tanks); and construction worker support for new auto-parts plants. As a teenager of a divorced single parent, my dear mother worked hard to cover the costs for an enriching home life, so the pay supplemented my personal expenses, while the work experiences allowed me to learn about the manufacturing sector, as well as, served thereafter as a strong motivator to achieve and perform well at school.

Dr Gordon Perchthold (integrating industry and academics)

Dr Gordon Perchthold (integrating industry and academics)