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FLDP Training #2 Case Competition
9
Business Partnering Playbook
Cultivate your Network
Leverage your Influence
Develop Yourself
Additional Resources
https://jnj.sharepoint.com/:x:/r/sites/globalfinanceportal/
Meet the Playbook Development Team
Benjamin Boothe
A&D Operations
Carly Bowser
CSS Cerenovus Innovation Finance
Aicha Bagayoko
CSS Acclarent Commercial Finance
Erik Badger
GF Support Finance
Damaris Ball
Global Audit & Assurance
Gideon Boakye
Deliver Supply Chain Finance (FSL)
Marina Garcia
Janssen Supply Chain Finance
Playbook Purpose
"To provide J&J employees, new and old, with the opportunity to refine their skills as leaders and develop a strong understanding of the importance of relationship building, to be an influential and effective business partner"
Implementation Plan
Audience
Prezi Delivery Format
Pilot: Global Finance
Future State: J&J Wide Application
Interactive and readily available
Implementation Plan
Cadence
Senior Leader Buy-In
One-stop-shop tool to revisit and reflect
[Q1 2021 Start]
Local Quarterly Town Hall
DEVELOP YOUR BRAND
The process of creating an identity for yourself within the J&J Organization
Build your credibility and maintain your curiosity
TECHNICAL PREPARATION
TECHNICAL PREPARATION
Research your business and your business partner's role
Hard skills - Technical capabilities related to your job
vs.
Soft Skills - Soft skills are personality traits and behaviors
Take advantage of all the training and learning resources like LinkedIn Learning
Confidence is key
LEADERSHIP STYLES
Emotional Intelligence:
The New Science of Leadership
“The rules of work are changing. We are being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other.”
- Daniel Goleman
Goleman's Six Styles of Leadership
Commanding: demand immediate compliance
Visionary: mobilize people toward a vision
Pacesetting: expect excellence and self-direction
Coaching: develop
people for the future
Democratic: build consensus through participation
Affiliative: create emotional bonds and harmony
DIVERSITY
&
INCLUSION
DIVERSITY & INCLUSION
Be yourself, change the world
Make diversity and inclusion how we work every day
D&I is engraved in our Credo
"Diversity & Inclusion at Johnson & Johnson is not just a commitment—it is the reality of how we live and work. The best innovations can only come if our people reflect the world's full diversity of individuals, opinions and approaches."
Alex Gorsky, Chairman & CEO
Cultivate Your Network
Types of Networks
Importance of Networking
- Diversity of Thought
- Realizing Potential Efficiencies
- Holistic View
Strategic
Personal
Operational
- Goals
- Drive immediate Results
- Complete Projects
- Determine Efficiencies
- Who
- Cross-Functional Business Partners
- Peers
- Managers
- Goals
- Performance Development
- Interests / Hobbies
- Self-Fulfillment
- Who
- Alumni Networks
- Professional Organizations
- Mostly External
- Goals
- Long-Term Goals
- Identify / Shape Future Priorities
- Gain Stakeholder Approval
- Who
- Internal and External
- Lateral or Vertical
"How to" one-on-one
"How to" One-on-One
Operational and Personal
Strategic Network
- Have an agenda
- Do your research
- Brainstorm ways to add value
- Higher meeting frequency
- Communication and Leadership style
- Understand their expectation
- Educate your business partner
- Discuss your development plan
- Understand their story and their values
- Roles and Responsibilities
- Ask for advice or feedback
- Agree on a cadence
- Reflect on the conversation
- Follow up
Personalize your Play
- Perspective of functional partners
- Understand their stake
- Reciprocate
Leverage Your Network to Influence
Influence Appeals
Influence Appeals
Logical
arguments based on benefits and impacts
Emotional
arguments that promote a sense of belonging
Cooperative
related to collaboration, aiming for team work
Choosing your style
- Understand the scenario
- Know your audience
- Assess your skills
- Seek for feedback
Competencies of best influencers
- Organizational intelligence
- Team promotion
- Build and maintain trust
- Leverage networks
The Influence Model
Influence Model in Action
Are your stakeholders aware of the challenges + opportunities for task at hand? Define & Document
State your ideas & pass the baton… Reach a consensus!
- Communicated with transportation business partners to convey the inefficiency & finance deadlines driving the conflict
How will everyone contribute to the project’s success? Summarize the R&R’s to reach the end goal
Close with a summary & team commitments:
-What have we accomplished?
-Define timing expectations
-Reconnect regularly
-Recommended a revised transportation accrual timeline & reached consensus based on mutual benefit
- Transportation partners: Conform to new accrual schedule
- Gideon: reduce the meeting cadence & maintain accrual transparency
- Streamline quarterly accruals
- Transportation partners: Connect with vendors by C-10
- Quarterly email debrief to Gideon at C-4
Application in Finance
How, as FLDPs, are we directly connected to and impact the overall success of J&J?
“We are the long-term investment of the J&J Global Finance organization. FLDPs can develop a breadth of scope & talent across enterprise functions due to the synergy of being hired right out of school, and the rotational nature of the program. It is our job to leverage the resources that J&J invests in us to bring our fresh perspectives to the business and become the leaders of tomorrow, while being a key driver in the decision making made by leaders today.”
How can the region/tier/sector we support best leverage the playbook?
"Find new synergies between siloed business functions" -Carly, HMD Finance
"Develop trust and influence with the geographically & functionally diverse stakeholders"
-Ben, A&D Ops Finance
"Individuals can use different plays to create their own recipe; as we all become familiar with the breadth of approaches, we will grow more receptive to the diverse style of business partnering across our organization" -Aicha, HMD Finance
How will Team 2 take the learnings from this week back to their roles?
"The Oz Principle helps us acknowledge the power each of us has within us to continuously evolve and find ways to value our leadership style but with an understanding on how to become more versatile" -Marina, Janssen Pharmaceuticals Finance
"As I am rotating to a new position, I now understand the importance of maintaining those relationships because I can leverage them in my career here at J&J. By understanding the key traits of a successful business partner, I understand the value of bring my authentic self to influence decision making."
-Gideon,Supply Chain Finance (FSL)
"When meeting my business partners in my next FLDP role, I will gain trust early on through displaying knowledge of the business and appearing confident. This is something I struggled with when I began my current role, and now I have the tools to overcome that challenge" -Damaris, GA&A