Unlocking the passion of the explorer: Develop talent your company can't live without

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By adopting new ways of working focused on eliciting and amplifying the passion of certain workers, organizations will benefit from the sustained performance improvement that these individuals …

By adopting new ways of working focused on eliciting and amplifying the passion of certain workers, organizations will benefit from the sustained performance improvement that these individuals create.

Discover more at http://dupress.com/articles/unlocking-the-passion-of-the-explorer/

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  • 1. Unlocking the Explorer's Passion: Develop Talent Your Company Can’t Live Without
  • 2. Performance pressures and common responses
  • 3. Today companies feel mounting pressures Both consumers and workers are demanding more value In the face of limitless options and low switching costs, brand-agnostic consumers demand more value at less cost Companies are under mounting performance pressures because consumers and workers are capturing the value companies create Creative workers are increasingly valued and command higher cash compensation Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 4. Companies’ performance has declined Return on Assets (ROA) for U.S. public companies has fallen 75% ROA for the U.S. economy (1965–2012) 6% 5% 4% 4.1% 3% 2% 1% 0.9% 0% 1965 1970 1975 Economy ROA 1980 1985 1990 1995 2000 2005 2010 Linear (Economy ROA) Source: Data from Compustat, Deloitte analysis Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 5. Companies focus on the “wrong” things Short-sighted measures like layoffs have short-term, diminishing returns ROA and U.S. unemployment rate (1976–2012) ’81-’82: Unemployment from 7.6%-9.7% ’82-’83: ROA from 2.7%-2.8% 12.0% ’00-’03: Unemployment from 4.0%-6.0% ’01-’06: ROA from 0.2%-2.2% 4.5% 4.0% 3.5% 8.0% 3.0% 2.5% 6.0% 2.0% 4.0% ROA (%) Unemployment Rate (%) 10.0% ’08-’10: Unemployment from 4.9%-9.6% ’08-’12: ROA from 0.5%-1.8% 1.5% 1.0% ’91-’92: Unemployment from 6.8%-7.5% ’92-’96: ROA from 1.6%-2.3% 2.0% 0.5% 0.0% 0.0% 1976 1980 Unemployment Rate (%) 1984 1988 1992 1996 2000 2004 2008 2012 Economy ROA (%) Source: U.S. Bureau of Labor Statistics, Compustat, Deloitte analysis Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 6. Can companies improve performance? We looked into areas of extreme performance improvement Extreme Sports Online Gaming Participants in these arenas are deeply passionate Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 7. Passion of the Explorer has three attributes The three attributes come together and reinforce each other Passion of the Explorer Commitment to Domain Questing Connecting Dispositions • Long-term commitment • Desire to make increasing impact • Actively seek new challenges • Desire to learn faster • Learn from others • Seek deep trustbased relationships with others Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 8. Passion leads to sustained performance Explorers accelerate learning and performance improvement Commitment to Domain – Helps maintain long-range goals and perspectives despite short-term disruptions and setbacks Questing Disposition – Builds knowledge and expertise; Explorers embrace challenges as opportunities to learn and get stronger Connecting Disposition – Leads Explorers to connect more effectively with those who can help them learn and improve faster Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 9. Employee engagement is not enough Companies need passion in an unpredictable world of constant change Employee Engagement Passion of the Explorer Timeframe Short-term, fleeting Long-term, sustaining Motivation Primarily extrinsic Primarily intrinsic End result Happiness Performance improvement Commitment To a role or company To an industry or domain Relationships Organization Ecosystem Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 10. Passion in today’s workforce
  • 11. Explorers are not common Only 11 percent of surveyed workers possess all three attributes Worker Passion in a Survey of 3,000 Fulltime U.S. Workers 11% Explorers The rest of workforce 89% Source: John Hagel, John Seely Brown, and Tamara Samoylova. “Unlocking the Passion of the Explorer,” Deloitte University Press, September 17, 2013 Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 12. Passion is not evenly distributed Explorers are more common in smaller companies and certain functions Passion of the Explorer by Company Size Passion of the Explorer by Function Accounting/Finance 13% Customer Service 7% 5% Human Resources 9% IT/Technology 7% 9% Management Manufacturing 16% 7% Marketing 17% Sales Supply Chain/Logistics 1 to 999 1,000 or more 13% 13% Other 8% Source: John Hagel, John Seely Brown, and Tamara Samoylova. “Unlocking the Passion of the Explorer,” Deloitte University Press, September 17, 2013 Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 13. These results are not surprising Many organizations are designed on a premise of conformity and actively discourage passion 20th century companies were built for scalable efficiency: • • • • • Tightly defined jobs Processes to support plans and forecasts Secrecy and lack of collaboration with outsiders Internally-driven innovation Failure is not an option In these environments, Explorers are threatening Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 14. Cultivating passion
  • 15. Many workers have at least one attribute 45 percent of surveyed workers possess at least one attribute of passion resulting in several profiles common across organizations Attributes of Passion in a Survey of 3,000 Fulltime U.S. Workers “The Player” The Mad Scientist 5.1% “The Loyalist” Learner The The Performer “The Connector” 8.4% 4.3% 45.4% The Connector “The Performer” The “The Learner” Loyalist The “The Mad Scientist” Player 12.3% 8.7% 6.6% Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 16. Hiring more Explorers may not always help Bringing Explorers into outdated organizations will limit their potential; we must also address the work environment Hire for Passion not Credentials • To bring more Explorers into your company + Create an Environment to Cultivate Passion • To help Explorers realize their potential • To cultivate missing attributes of passion in the rest of workforce Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 17. Work environment that cultivates passion Understanding impact fosters commitment • Improve visibility of individuals’ impact on company performance Commitment to Domain • Communicate key organizational challenges and the areas workers could impact Passion of the Explorer Connecting Questing • Shift away from a mindset of meeting forecasts to a mindset of constant adaptation • Help workers craft identities by celebrating what they created or shared Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 18. Work environment that cultivates passion Experimentation cultivates questing • Design experimentation platforms that combine processes, tools, and management practices Commitment to Domain • Build modular processes / products to allow for performance improvement between hand-offs Passion of the Explorer Connecting Questing • Provide context-specific, real time feedback • Provide time, systems, and tools for reflection; capture and apply lessons learned Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 19. Work environment that cultivates passion Collaboration tools enable connections • Design physical and virtual environments that foster serendipitous encounters Commitment to Domain • Establish collaboration platforms with ecosystem participants to enable knowledge flows Passion of the Explorer Connecting Questing • Enable workers to connect using tools, such as automatically generated reputation profiles • Encourage relationship building both within and outside of your organization Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 20. Can every worker become an Explorer? Yes…if we reframe work from routine processing to creative problem solving Routine Processing Creative Problem Solving Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 21. Case Study: Toyota cultivates passion The Toyota Production System is built to cultivate passion on the front line Toyota Production System (TPS): • TPS supports on-the-job learning by enabling a series of nested experiments • Any worker can stop production by pulling the Andon cord for either quality or safety concerns • The Andon cord helps front line workers impact Toyota’s strategic priorities of safety, quality, and problem solving Source: How Toyota Became #1: Leadership Lessons from the World’s Greatest Car Company, David Magee, 2007; Steven J. Spear, “Learning to lead at Toyota,” Harvard Business Review, May 2004. Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 22. Explore more here: http://dupress.com/articles/unl ocking-the-passion-of-theexplorer/
  • 23. Contact info John Hagel Director Deloitte Consulting LLP jhagel@deloitte.com Tamara Samoylova Senior Manager Deloitte Services LP tsamoylova@deloitte.com Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 24. This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation. Copyright © 2014 Deloitte Development LLC. All rights reserved.
  • 25. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited