EADS
The step beyond
Intercultural Competences in HighTech Industries-Aeronautics, Space & Defence,
Thorsten Möllmann, Vice President HR-Marketing, 18/11/06
Overview
I.
EADS at a glance
II.
Intercultural Competencies
EADS at a glance
The Company
Foundation partners
Foundation companies
Aerospatiale Matra SA
CASA (Construcciones
Aeronaúticas SA)
DaimlerChrysler
Aerospace AG
EADS
Date of foundation: July 10, 2000
EADS is today the second-largest group in the global aerospace and defence
industry, with a unique range of products and services.
EADS
Management Structure
The Company
EADS
Date of foundation: July 10, 2000
Tom
Enders
Louis
Gallois
EADS Chief Executive Officers
EADS Management Structure
Finance
Marketing, Strategy & Chief Technical
Global Development Officer
Hans Peter Ring
Jean-Paul Gut
Jean J. Botti
EADS North
America
Human
Resources
Ralph D. Crosby Jr.
Jussi Itävuori
Manfred Bischoff - Arnaud Lagardère
Chairmen of the Board of Directors
Tom Enders - Louis Gallois
Chief Executive Officers
Airbus
Military
Transport
Aircraft
Louis Gallois
Fabrice Brégier
Francisco
Fernández-Sáinz
Eurocopter
Space
Defence &
Security
Systems
Lutz Bertling
François Auque
Stefan Zoller
EADS
Competitors
Competitive Position Revenues 2005 in bn €
Boeing
44.1
EADS
34.2
No. 1 in Europe
Lockheed Martin
29.9
Northrop Grumman
24.7
BAE Systems
22.5
Raytheon
17.6
General Dynamics
17.1
Thales
10.3
Finmeccanica*
9.8
L3 Communications
Saab
* A&D activities only. Eliminations not considered
No. 2 worldwide
7.6
2.1
Based on 2005 average exchange rates: € /$ = 1.245; € /£ = 0.684; €/SEK=9.269
Competitive Position Orderbook 2005 in bn €
EADS*
No.1 worldwide
253.2
Boeing*
164.7
BAE Systems
87.4
Lockheed Martin
60.1
Northrop Grumman
45.2
General Dynamics
34.1
Raytheon
27.6
Finmeccanica**
26.2
Thales
* Aerospace and defence activities
L3 Communications
20.2
5.6
** Commercial aviation based on catalogue prices for EADS, contractual prices for Boeing
Saab
4.6
* Commercial aviation based on catalogue prices for EADS, contractual prices for Boeing
For US players, the backlog presented above is the total backlog (Funded backlog for L3)
** Aerospace and defence activities only / AgustaWestland 100% consolidated. Eliminations not considered
Based on 2005 average exchange rates:
€ /$ = 1.245; € /£ = 0.684; € /SEK = 9.269
EADS Sites in Europe
EADS International
A network of offices worldwide
Berlin
Munich Warsaw
Moscow
Brussels
Paris
London
Beijing
Ankara
Madrid
Seoul
Ottawa
Washington
Rome
Tripoli
Hanoi
Cairo
Athens
Tokyo
Bangkok Taipei
Muscat
Abu Dhabi
Mexico
Riyadh
New Delhi
Kuala Lumpur Jakarta
Singapore
São Paulo
Pretoria
Santiago
Sydney
Canberra
A Global Leader
Commercial Aircraft
No. 1
Helicopters
No. 1
Commercial Launch Vehicles
No. 1
Missile Systems
No. 1
Satellites
No. 3
Military Transport Aircraft
No. 3
Military Aircraft
No. 4
Strategic Goals and Priorities
Strategic Goals & Priorities
1. Maintain the long term commercial parity with
Boeing
2. Develop strong growth drivers in non-Airbus
portfolio - Focus on Defence & Security
3. Become a truly global industrial group
4. Optimize profitability
Means to achieve these goals: EADS ‘Triple I’
Internationalisation
Innovation
Improvement
EADS
Employees Structure
EADS Employees by Divisions
as of December 31, 2005
7,536 (6.7%) Headquarters & Others
Defence & Security Systems
23,237 (20.5%)
54,721 (48.3%) Airbus
Space
10,985 (9.7%)
Eurocopter 12,755 (11.3%)
3,976 (3.5%) Military Transport Aircraft
Total number of employees: 113,210
EADS Employees by Country
as of December 31, 2005
France
Germany
Spain
United Kingdom
Other Countries
43,286
(38.2%)
41,438
(36.6%)
8,710
(7.7%)
14,297
(12.6%)
USA
1,877
(1.7%)
Rest of world
3,602
(3.2%)
Total number of employees: 113,210
Overview
I.
Get to know EADS…
II.
Intercultural competenicies
What EADS expects…. ?
-
-
The highest degree of professional excellence /
technical and functional qualifications
Team-working / networking skills
Management and leadership skills
Creativity and initiatives: entrepreneurship
Mobility – Continuous individual development
► Functional
► Cross-divisional
► Geographical
Intercultural awareness and adaptation
…in exchange EADS will provide you with exceptional opportunities
Human Aspect of Internationalisation
-
Importance of international mindset
► Openness
► Sensitivity
► Flexibility
► Trust
-
Importance of maintaining your own roots
► National heritage and identity
► Values, behaviours…
...enhance cultural awareness and adaptability, while respecting your
own heritage and identity
Competencies for International Managers
Introduction
-
Globalization of the business world continues the trend of organizations
utilizing managers for expatriate assignments or to work internationally
on a day-to-day basis in transversal multi-national teams.
-
One of the key contributors to success in today’s global organizations is
the cross-cultural adaptability of leaders to various environments,
people, situations, and different working styles
-
Being successful in working internationally in today’s global business
environment requires
– A different kind of competencies of managers and leaders
– A different set of knowledge, skills, abilities and other characteristics
-
The following depicts some of the key areas needed to be successful
internationally
What is the knowledge of
cross-culturally adaptable leaders?
A must for international managers/leaders is:
 extensive past travel & moving experiences within their own
country and internationally
 high technical competence in their respective area of expertise
 superior knowledge of global business and geopolitics
 indepth knowledge of various countries, its culture, history,
people, systems, etc.
 excellent knowledge in organizational positioning / political
savyness
What type of personality do
cross-culturally adaptable leaders have?
Cross-cultural adaptable leaders usually have a personality
described as:
 highly extroverted
 very open to new experiences
 highly conscientious
 very agreeable
 highly emotionally stable
 very humble, modest and respectful
 authentic
 Empathetic
 inclusive and encouraging towards others
What are the skills and abilities of
cross-culturally adaptable leaders?
A comprehensive study of international managers has shown that
cross-culturally adaptable managers/leaders have:
 a sophisticated ability to develop and maintain relationships and
networks
 a strong willingness and ability to communicate effectively with
anybody anywhere
 outstanding conflict resolution and perspective taking skills
 a high tolerance for stress and excellent stress management skills
 the ability to substitute reinforcement, meaning a repertoire of
leisure time activities/favorites to choose from independent from
which country they are in…they find « fun things to do »)
Developing today‘s and
tomorrow‘s leaders
for sustained business success
EADS HR Organization
Group HR
AIRBUS
Talent&Executive
Management
Leadership
Development&
Learning
Developing
future leaders
AERONAUTICS
SPACE
EUROCOPTER
Compensations
and Benefits
HR Policy &
Planning
DEFENCE & SECURITY
SYSTEMS
MTA
European Work
Council – EWC
Corporate Core HR
Divisions
Target Population
Management
Levels
Responsibility
„Owner“
L0
L1
Corporate
HR
L2
L3
L4
L5
Div/BU
HR
Leadership Development Strategy
Strengthen global
competitive position
Focus on global
leadership
Exploit crossDiv/BU synergies
Develop system
solutions
Triple “I“ Strategy
International
Mobility
• Develop, retain
• Recruit and deploy
•
Recruit
and deploy
Top Talents
diverse workforce
diverse workforce
through
• Develop
• Develop
international
INTERNATIONAL
assignmentsINTERNATIONAL
management and
and
(EU/RoW) management
global leadership
global leadership
• Plan succession
Cross-Div/BU
mobility
Cross-functional
mobility
• Increase group-wide
exchange
• Enhance integration
• Support
INNOVATION
• Develop a
management able to
think in broad
systems
• Reinforce continuous
IMPROVEMENT and
entrepreneurial spirit
EADS’ Future Leaders:
Key Management Competencies

International mindset, cultural awareness

Managing complexy and uncertainty

People and diversity management

Team spirit and commitment

Transparency and openness

Creativity and innovation

Entrepreneurial spirit – result driven

High level of technical / professional skills and
Leaders
competencies
Good Experts / Managers
Management Development:
to ensure that we have the right leaders …
 in the right places
 at the right time
… delivering business results
Career tools
Management Development
on-the-job:
• Job Rotation
• Mobility
• Transversal Projects
• Special Assignments
/Exchange programmes
•
Mentoring Programme
Compensation and benefits
• Variable pay
• Stock options…
off-the-job:
• Management &
Leadership Programmes
• Executive Education
• Strategic Platforms
• Action Learning Expeditions
LD&L Portfolio
T.E.C.
CREATING & SHARING COMMON
STRATEGIC VISIONS IN EADS
L2
• SHARE COMMON LEADERSHIP & MANAGERIAL
CULTURE,
• SECURING THE SUCCESSION PLANNING
T.E.T.
Executive
Forums
Action
Learning
Exped.
ACHIEVE
Summer
academy
Hot Topics
Development
Center
FROM MANAGEMENT
TO LEADERSHIP
L3
EXPAND
L4
FAST
TRAINEE
PROGRAM
DEVELOPMENT OF
MANAGERIAL
COMPETENCIES
Thank you for your attention