YouSaid · the spoken record

Tufan Erginbilgic

lines on the record: 51
first: 2024-10-09
most recent: 2024-10-09
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“It is pass Whatever they are intending to do. They should go in with two feet in. Sometimes people hedge themselves. This is high risk. Go with your passion, go with two feet in, then you can make things happen.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I'm not an optimist, by the way. Its character, I would go to what's not working rather than what is working first, which gives me some recognition challenges sometimes with the organization that I work on.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Three things, if I can say. One thing is learning Actually, it is learning to improve your own value, if it makes sense. Your value as an individual. Then money and career progression will come. I actually rejected this is a true story. Big promotion accepted a horizontal move because my view was actually that is going to make me more effective later on. So one thing is learning. They need to think about how they learn. People learn differently. Whatever works for them, I'm not saying there is one way, but they should focus on themselves and making a higher value individual. Number two, power of belief. I tell people, did you achieve anything difficult that you didn't believe in? But people that I talk about, you need to believe in extraordinary. I believe in extraordinary. But it doesn't happen without deep belief it is possible.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“That made me think about cultures. Because when you My first 11 years. I change eight countries. It wasn't by design, Nikolai, it happened.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Culture is definitely very important. I'm not that artsy sort of guy. But obviously, given how many countries I lived in,”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“The book, if you want, sort of history of the world by Andra Amar. I actually like his style. I read the history of modern Britain by him again.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I go to gym every morning. I need to play competitive tennis. Every weekend, so I do that, sort of Saturday, Sunday, and sometimes nights, sort of, but not every time.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Actually, I'm a smartrich, I should say, Nicola. How much I used to work? Probably was too much, but I actually managed it better right now.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“About making a difference. When I took a job I've seen that I wasn't obviously CEO to start the career. Whatever job, I always thought They picked me. I need to make a difference that nobody else can. So, how does that show up? Right? So, because otherwise they could have put somebody else if I'm as good as the next guy.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“It's lots of things. I talk about coming here and creating a legacy. I mean, loss transformation, strategicals, all obviously you want to achieve and so on and so forth.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Ukraine more didn't impact at all our defense business, right? So therefore, there is a misunderstanding. Our defense business improvement so far is all underlying performance improvement. If you look at what we call midterm I 27 targets, it's going to be mostly about underlying performance improvement in the business. After that, we have big programs like B52, Fullora program in the US, and GCAP program, and obviously submarine IOCUS growth here. They are all coming. We have significant growth coming because of the winds we had so far, but it has nothing to do with Ukraine. War and so on and so forth.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“We are not in weapons production. People have misunderstanding that now our performance is good. People think I to Ukraine more and so on. It has nothing to do.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“So I think ours is most advanced, especially in Europe. This is not me talking. There is a regulatory process which says Three phase process, right? Which actually assesses your technology and then you get sort of approval, i.e. you have viable technology and safe to deploy. We are the only company actually effectively in phase two.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“When we have hopefully orders from GBN and a few other countries we are working with, I am hoping next year if orders come, then frankly, you need to build the supply chain, etc. Then 2030, 2031 Iran”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I mean, financially, they are much less risky than the big plants. But new technology, it's not new technology in the sense that we have been doing this technology 60 years in UK submarines. But commercializing new technology, early plans. Are always risky.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Big or small. We know all the advantages and disadvantages of the big because world has good, good, bad, and ugly experience with that. What is the advantage here First of all, this cost and duration risk, it is small, you dilute, but it's not all This is 85% of it manufacturing process. So it is not a big EPC project. Big nuclear plants, every time you start from zero.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“If the world is genuinely sincere about net zero, Especially Europe, because the US has few other options. Matt doesn't work without nuclear. That's simple. This is not about my opinion versus another expert. If you believe in mathematics, you have to believe that, okay? So, therefore, Europe needs to embrace nuclear Then you have two choices.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I mean, they already have narrow body, as you know. They have a plane and narrow body today with G engines. So that is already out there and they are scaling up. So in a way, they are already in the market in that sense.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“This is our technology that we are working on. It is It is 10% more efficient and the most efficient engine is out there. And we bel With that, and what you can do in the whole aircraft, new aircraft, you can take that 10% to 15%, which is significant. And it is 100% So that's one thing Second thing is Are IPs on it? This is a geared structure. And wanting, Nikolai, I don't think there is any controversy around that in the industry. Next generation will be gear engine. Because of this efficiency requirement, if you like. And our IPs, and how long they are Positions us really well, and then the third thing is we really have some capability in this space that respect it by others. So, those three things I believe we bring us to the table.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Here are two things. In strategy presentation last year, we called it CMD. Effectively I talk about we want to participate with a partnership. Why do we believe, what are we bringing to the table? So thinking about, first of all, next generation. Engine will be more fuel efficient and SAF compatible, as I said. Ultrafan is exactly that.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“First of all, that market is an interesting market, obviously. It's huge, right? It is big, growing. White body is also growing.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Not very fast right now because it needs to be incentivized. I mean, reality is these technologies by definition, especially early on, more expensive. Even biofuels is more expensive, as you know, many airlines, therefore, unless it is mandated, they don't use it. Because it creates competitive disadvantage for them. And synthetic fields is even a little bit more expensive. But the benefit of it, you can scale up. So, I'm not sure without policy support, they will actually scale up significantly. Hence my point about policy support.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Sustainable aviation field. Only company actually can say all of our engines compatible with 100% sustainable aviation fuel. I know regulations don't do that, don't require it right now, but they are ready. World needs to incentivize SAF, especially what I call synthetic fuels. Why? SAF most of the people are talking about is bio-based. But there isn't enough of it to decarbonize the whole aviation industry. Therefore, we need to incentivize synthetic fuels, i.e. from green hydrogen. You go with a conversion technology, you go to effectively SAF.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Next 20 years on energy transition in commercial planes, I should say. Will be about really more efficiency, fuel efficiency. Hundred percent SAF compatible.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Is different, and the impact not only impact on your business, but how much opportunity they create also, how you are going to is one. And stakeholders' awareness improved, on the other hand.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“All the stakeholders Understanding frankly and the awareness improved over years. So you need to not only about sort of employees and investors when you are running a company you need to think about all the stakeholders Not in this sense of zeros, you need to embrace it in a way. Therefore, I said it early on, transformation is holistic. This is not restructuring, by the way. This is transformation. I define both of them very differently. And it will benefit all the stakeholders. World is actually rapidly changing. I'm not sure it was that rapidly changing in the past. If I say too big trends I see in the world, energy transition and digital transformation neither of them were at the level that they are right now 10 years ago. But the speed of change”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Very important coming in and making an impact. On a company like this. Is very special. That's why I'm here in that board has a big role because turnarounds Don't happen by incremental actions. When you are making non-incremental actions, not everybody is happy internally or externally, by the way. You talk about burning platform, etc. Word should be prepared to support you in the turnaround because You are going to be doing some of the things which will bring big change and that mean not everybody will like it at the beginning. I actually believe this is a transformation which will benefit all the stakeholders. But it's not about me, how it blends with them early on may be very different.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I don't think there was one leader that I can actually say, but a little bit of Sort of me completing the puzzle for myself, if you like, rather than copying one person. I say what I think That authentic bit is not about copying, it is me creating but learning from every occasion, frankly. I'm still learning. I actually tell the team, I learn a lot.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“My learning process sort of Is a little bit sort of different because I'm still learning, by the way. Before I join mobile in the US after the school, I was actually when I was doing PhD, I was teaching State University and doing research on microeconomics. So I had this learning. Part of me. And when I throughout my career, so I always, whatever position I took, to cut it short, I read at least three books about it. And then you synthesize it. Those are textbooks, obviously. You synthesize it, you implement it, you learn more”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“From the sort of results, you are absolutely right. Accelerate delivery. I think we front end loaded the delivery. One day, this year, I was reflecting on it because Results delivery, how much of it, how much of the performance improvement we thought we were going to deliver was identical to two other transformations I did. That made me sort of think, hold on a minute, very different businesses, very different starting points, different people, etc. How come here's my conclusion after that reflection? You change the mindset to strategic progress. You have very clear programs. I talk about it owned by the people. And then you go with pace and intensity.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I talked to you about 500 people were already included in strategy development. Therefore, I never had an issue, oh, I have a strategy now, I need to engage the organization. We were already aligned. To mention that 500 people's brains and experience actually improved the sort of quality of strategy, but actually you are already aligned. Everybody knows, oh, we made lots of tough decisions. and union engagement so that whatever we do here is pretty inclusive already rather than sort of let's do the things in dark room and then let's go and engage people no not like that”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I may see your judgment based on year-on-year improvement on that because I want people to think Strategic progress and our accelerated delivery has a lot to do with this. We can talk about it, Nikolai. But strategic progress is one. Then we came up with four behaviors that we are actually rolling out as we speak, right? Let me tell. Safety first, we can talk about it. Doing the right things And then making a difference Gonna remember Keep it simple”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“If I am doing something against the culture and I want to change the culture, I performance manage very consistently. Then over time that changes the culture.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“It is effective Improving our products so that Durability of the products. We have reliability of our engines are very good. We are making this $1 billion improvement. And pumps actually. That's one program, one of the 17. I'm just giving you an example, right? So now you are the leader of it. It is my program. Now I told you the following you matter Nicola. In our transformation you and your team matter. It is very engaging. Those people tend to be managers because I gave you something. You matter and go and engage this with your team. When you go to your team, You are saying, guys, here's what we can actually contribute in this transformation. That is so satisfying in big organizations if I am doing something in line with the culture. Let it go because culture will take care of.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“But if you actually get, I call it sweet spot, aligned organization, everybody knows their roles. My 17 program, because strategy is that granular, implementation is granular. Think about, I said alignment engagement performance management tool. Time on wing improvement is one of them. So let's say nuclear you are the time on wing leader.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“It is more than mindset because I totally disagree if somebody is saying I'm gonna do team exercises, cultural change exercises and cultural change. That's not my model. You need to put the right things in place. So granular strategy. Most of the organizations don't. And they have it. Put it on the shelf. When I am building granular strategy, I am already thinking about strategy implementation. We have 17 strategic initiatives which will transform this company. Your performance managed that it is embedded in the organization because if you only want to run things with communication, that's where the things stumble.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I look at obviously. Need to be capable in leading the business. I don't look at sort of loyal, etc. I don't look at that. I actually look at individual characteristics and that's then my job to create a team out of it. I actually put together a sheet what I expect from them. I gave everybody first week even. People need to believe in Extraordin”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I do four things right, I obviously tailor it, but four things. One is put the mirror up with a clear vision. People are very important. Leadership is even more important. I have fundamental belief good people make difference. And leadership has a big role in transformation because they need to deliver the goods at the same time lead the change. Rather than only delivery, I create the right leadership. So that meant we made lots of changes on the executive team. We call it C or minus two, we change 50% either new people or they change their positions.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I learned by doing. I'm not Scandinavian, so I didn't get it from there. But my view, I use it alignment, engagement Performance management too. So I learned it. It is one of the key pillars in my transformations.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“It is detailed In terms of participation and competitive strategy, where you are going to participate and you make lots of choices and how we are going to compete. That is so important because it becomes alignment to all organizations.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“In this company, we change everything effectively, and we renegotiated our e-contracts as well. The big change in this, and it plays that significant role in my pillars, having a very granular strategy Retrocerst didn't have most of the”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I've been actually on both sides of the equation in my career. Sustainable partnerships only work and only become sustainable if they are mutually beneficial. Otherwise, they are not. I was in a very rich contract. So one day after three years, four years, I don't remember, they came and said, Sorry Enough is enough. If you want to take us to the court, take us to the court. We are not honoring this contract anymore. I didn't do that, by the way. So my whole point was actually Let's rebalance And we did some. Early work. And we can also find win-win solutions. I don't actually fight the issue. I said we need to rebalance it. What we can, if we bring the teams together, find win-win solutions. So now that we made great progress, I look back, in every case we found win-win solutions.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I mean, every meeting is slightly different. In some sense, very identical in the other sense, because they all had operational issues. And I said, At the end, I acknowledge it. Gonna make sure I'm on it, and we can talk about it. But I also said we'reice can only give you that. I am investing $1 billion. In time on wing program. That's improving products. Our customers will benefit a lot, right? We are going to improve whole portfolio by 40%. That means a lot less disruption. For our customers, I said. We grow choice, could do only this. Stronger roystroys can be a better partner.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“I really believe we are not a supplier, we are a partner. And that's how I step into these conversations. Most of them had operational issues with Rolls-Royce.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“We've done lots of things. Everybody sort of focuses on Contract negotiations because it is interesting for many people. Frankly, we came up with six levers as part of that. The investments we make and the risks we take We don't enumerate them sufficiently in our pricing. Second thing is what is called LTSA contracts, this long-term contracts with airlines and so on, are pricing therefore was not good there and we had lots of big contracts with losses if you like So early on Sort of we needed to deal with it for two reasons. For performance improvement reasons because I actually, again, we are not talking about two pillars, but Normally, I lead with strategy, then everything comes, but I was very clear that strategy was going to take six to nine months because the way I run strategy And how did we go about it? Your question, Elijah.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“No, actually, that was the old team, mostly old team. I brought one or two new people by that time, two people actually, but mostly. The previous team, but we were aligned, then we actually top 100 meeting we had, we got aligned with that, then went to the whole organization, and that was the kickoff of transformation program.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Gem one, when I came here, I came with very clear ideas because we as an ET, I already met and we agreed actually late November. Is an executive leadership? We did until late November. Remember, they were part of the steering community, etc. We did lots of work. So we knew what the agenda was. We came in. ET was obviously change, executive team change quite a bit, but at that time”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“One of the things I actually did beyond internal assessment, I talked to top investors. So I actually met with them. It was very clear that. There was huge frustration out there. So it was very clear to me we needed to go into action. This wasn't going to be a honeymoon period. So therefore, that was my view, that actually we needed to go into action quickly. So therefore, there is an ideal sequence of my pillars, but I hardly end up with the ideal sequence in transformations because in this case I need to go into action very quickly. So circumstance always sort of you need to tailor it.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“So I do external assessment and internal assessment. So early September, I actually launch an external benchmarking. And which took a couple of months division by division and I created a steering committee. I wasn't in the job. I invited all the division leaders to be in the steering committee because if they have disagreements while we are progressing the external benchmarking, they should be in the mix. So obviously CFO as well. So that was the steering committee. So between early September to November, we did external benchmarking. While this was happening, I was meeting with the teams. To do my internal assessment.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source
“Actually, internally, people reacted, they found it very energizing. Of course, externally you found the first 15 minutes of that on the news Which was saying burning platform. Normally, when I walk to the sort of work, I put my headphone and I listened to music or podcast, something like that. I was actually like that in King's Cross Station. I was sort of walking with my headphone on. A lady approached me and said, are you too fun? Next day this is. Said I took Dyet Vanov. I said, Yes. She said Dat Tarnhal was so energized.”
2024-10-09 · In Good Company with Nicolai Tangen · Rolls-Royce CEO Tufan Erginbilgic: Transforming an Iconic Brand, Pioneering Energy Transition, and Leading Strategic Initiatives · IDENTIFIED FROM THE TRANSCRIPT · source