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Thomas Cook Flashcards

1
Q

Company

Thomas Cook Group

A 
Rev 9B GBP 
1 in Travel in UK 
1 or 2 in all Marktes 
17 Marktes alltogether
27000 employees globally
CEO  Peter Frankenhauser
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2
Q

TC Business Systems

Business Turnaround wave 2

A
  • 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

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2
Q

November results headlines

A 
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
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3
Q

TC core values

A 
Succeed as One team
Deliver for our customer 
Engage each other
Drive for results 
Act with integrity
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4
Q

Digital progress

A

Double digit increase online bookings

Web pen up 38% from 36% F13

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5
Q

F15 targets

A 
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 %
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6
Q

Role

A

lead

  • delivery of IT function
  • in support of Shared Services
  • shared services demand mmgmnt.
  • member of ContvEurope Exec
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7
Q

Role acct

A 
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
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9
Q

Acct: United and inspiring leadership

Stefan

A

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

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10
Q

Acct: Employee engagement through collaboration

Stefan

A

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.

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11
Q

Acct: Role model/values/lS wow (Stefan)

A

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.

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12
Q

Acct: Dev consistent dev strategy (Stefan)

A

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

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13
Q

Acct: Drive culture of innovation (Stefan)

A

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

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14
Q

Acct: Align with market strategy / Cont E?? (Stefan)

A

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??]

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15
Q

Acct: Priotisation along business case/governance framework (Stefan)

A

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

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16
Q

Acct: Manage shared services investment of TCG and CE (Stefan)

A
  • managed
    • project investment assigned to market
    • operational budget for shared service operation

Executed recharge transformation of IS recharge to business with profit relief

17
Q

Role requirements:

proven record understanding business requirements and business drivers on strategic level

A
  • 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
18
Q

Role requirements:

relationship building and networking skills

A
  • Throughout my carreer I have proven that I can build long and lasting relationships across all levels
  • Networking across company boudaries … partner organsiations etc
19
Q

Role requirements:

Customer focus & demo’ed ability to meet requirements of business at a start and operational level

A

-

20
Q

Role requirements:

Leading teams of IT professionals

A
  • 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
21
Q

Role requirements:
Strategy development, BA, agile, system integration, strategic investment mngmnt, portfolio mngmnt, project and program mngmnt

A
  • 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
22
Q

Role requirements:

leadership, RM, change mnt, in large and complex org.

A
  • close to 13 years experience in Diageo – undoubtably a large and complex organisation
23
Q

Role requirements:

Coach and develop others

A
  • 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.
24
Q

Role requirement:

negotiating technology contracts and service agreements

A
  • Vendor Management experience CV

- number of roles had me involved in contract negotiations and associated management of service agreements

25
Q

Role requirements:

personally implementing Techn sol. & driving change

A
  • refer to CV
26
Q

Role requirements:

Intl. experience

A
  • Even prior to moving to the US

- In KPMG work all across Europe and South Korea,

Job (7 decks)

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