Detecon - Organizational Energy Workshop

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The „Organizational Energy“ is a powerful method to assess and influence organizations and their change initiatives which has been successfully used in various corporate Transformation programs to measure and positively influence the organizational energy of a company.

In this context Organizational energy…

- is the force with which a company works.
- shows the extent to which a company has mobilized its emotional, mental and behavioral potential in pursuit of its goals.
- is measurable and manageable.
- represents itself in two dimensions - intensity and quality of energy. The combination of these two dimensions results in four different energy states.

The approach starts with an initial “energy assessment” based on a standardized questionnaire followed by various interviews / workshops. The presentation attached provides an overview of the concept an useful structure for a initial workshop.

The concept is based on the book “Fully charged: How Great Leaders Boost Their Organization's Energy and Ignite High Performance” by Heike Bruch & Bernd Vogel, which provides further insights and background information.

For further information please directly contact Marc Wagner (Partner - Detecon International GmbH; Marc.Wagner@detecon.com )

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Detecon - Organizational Energy Workshop

  1. 1. Organizational Energy Context & Overview Detecon International GmbH Restructuring & Transformation Community Marc Wagner Based on: “Fully charged” by Heike Bruch & Bernd Vogel August 2012 Circle of Excellence EfficiencyDeutsche Telekom GroupWe make ICT strategies work
  2. 2. FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT …. Deutsche Telekom Group Community: Restructuring & Transformation –1– your company
  3. 3. KC: Restructuring & Transformation: Organizational Energy The goal of the “OE” workshop is to create awareness on “energetic roadblockers” of transformations and to derive adequate counter measures Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group –2–
  4. 4. KC: Restructuring & Transformation: Organizational Energy A COMPANY’S COLLECTIVE ENERGY CAN BE THE FUEL TO FIRE ITS AMBITIONS OR THE REASON PERFORMANCE LEVELS CRASH AND BURN.FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT  your company Deutsche Telekom Group –3–
  5. 5. KC: Restructuring & Transformation: Organizational Energy Agenda Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group –4–
  6. 6. KC: Restructuring & Transformation: Organizational EnergyFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Source: Fully Charged; Heike Bruch & Bernd Vogel  your company Deutsche Telekom Group –5–
  7. 7. KC: Restructuring & Transformation: Organizational Energy Agenda Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group –6–
  8. 8. KC: Restructuring & Transformation: Organizational Energy The construct of energy What is organizational energy? Organizational energy…  is the force with which a company works.  shows the extent to which a company has mobilized its OVERALL PERFORMANCE emotional, mental and behavioral potential in pursuit of its goals.  is measurable and manageable. EMPLOYEE PRODUCTIVITY  represents itself in two dimensions - intensity and quality of energy. The combination of these two Organizational COMMITMENT dimensions results in four different energy states. energyFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT CUSTOMER LOYALTY Why should leaders assess and influence organizational energy? TURNOVER RATE  Organizational Energy is central for a company‟s performance and closely connected with its success.  It reflects the current state of energy activation in the company and is fluid, not stable. A company‟s collective energy can be the fuel to fire its  This means it ebbs and flows more readily than the ambitions or the reason performance levels crash and burn. organization‟s culture, and leaders actively can alter it Source: Fully Charged; Heike Bruch & Bernd Vogel  your company Deutsche Telekom Group –7–
  9. 9. KC: Restructuring & Transformation: Organizational Energy The construct of energy How can energy be made tangible and measured? 1. Comfortable inertia • Low animation, relatively high level of satisfaction • Weak but positive emotions (calm, contentedness) • Lack the vitality, alertness and emotional tension necessary for significant change 2. Resignative inertia • Weak negative emotions, such as frustration, disappointment, and sorrow • Cognitive absence, disinterest or emotional distance toward company goalsFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT • Lethargic behavior 3. Corrosive energy • Negative internal tension • High energy devoted negatively to internal issues (conflicts, rumors, counter-productive activities) • Robs a company of its vitality and stamina 4. Productive energy • Intense, positive emotions • High attention and strong activity levels which are oriented towards core goals Source: Fully Charged; Heike Bruch & Bernd Vogel  your company Deutsche Telekom Group –8–
  10. 10. KC: Restructuring & Transformation: Organizational Energy The creation of energy How is organizational energy created? 1. Leadership quality: Managers need to be able to motivate their followers to extraordinary efforts by means of role modeling, inspiration, promoting creativity and strategic employee development 2. Strategic direction: Clear, strategic orientation of the company; long-term compelling vision, a clear picture of shared goals 3. Confidence: Deal successfully with a challenge to use full potential; faith inFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT own ability will help to pursue even difficult goals with great persistence and long-term effort 4. Commitment: A strong, inner sense of obligation to realize shared goals even in the face of difficulties or setbacks 5. Teamwork: High cohesion or a strong sense of belonging together in a company, employees are prepared to put their own interests behind those of company goals; achieving shared goals and Source: Bruch, Vogel, & Morhart, 2006 success instead of competition or destructive issues  your company Deutsche Telekom Group –9–
  11. 11. KC: Restructuring & Transformation: Organizational Energy Strategies for managers: How can managers activate energy? Slaying the dragon Winning the princess Focusing EnergyFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT • Leaders use an existing, external • Executives use the attractive image of • Redirect destructive energy by threat to move employees out of their a positive future and opportunities in emphasizing the similarities and unity complacency order to inspire employees and in the company • Managers need to communicate the awaken enthusiasm • Plead for the shared goals and threat in a way that they generate a • Create a specific, clearly defined underscoring the binding vision feeling of urgency among employees „object of desire‟ – a vision which • Address destructive events directly • Managers direct attention and seems sensible and relevant and and create opportunities in which awareness onto the one central threat which is closely connected to the employees are able to work through company‟s core business and reflect conflicts and internal fights => create pressure and willingness on • Explain the vision and communicate it • Building a culture of trust through fair, the part of employees to take action in a compelling way transparent information and Source: Fully Charged; Bernd Vogel & Heike Bruch communication processes is key  your company Deutsche Telekom Group – 10 –
  12. 12. KC: Restructuring & Transformation: Organizational Energy Strategies for managers: How can managers maintain energy? Maintaining energy … so how is the energy state at your companyFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT • Central challenge is to maintain the dynamic force • Management task: strategically controlling the way in which energy flows • Executives must avoid the „acceleration trap‟, i.e. the risk of overburdening • their company and constantly driving them to the limits of their capabilities The way the company deals with strategy development, structures and culture is designed to prevent inertia, stimulate activity, maintain alertness and promote emotional involvement (i.e., early warning systems, close-to- market structures, deliberate development of a culture that encourages self- initiative, innovation, collaboration and trust) ? • Overarching goal: change initiatives system to proactive action-taking and personal initiative in the promotion of the company Source: Fully Charged; Bernd Vogel & Heike Bruch  your company Deutsche Telekom Group – 11 –
  13. 13. KC: Restructuring & Transformation: Organizational Energy Agenda Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group – 12 –
  14. 14. KC: Restructuring & Transformation: Organizational Energy Estimation of the energy states of your company Please take a moment to ask yourself… • Do we regularly challenge the status quo of our strategy, products & customer relationships? • Do we continually come up with excellent ideas on how your company can avoid risks, and do we know how to take advantage of Produc- opportunities we have identified? • Is it easy for your company to implement change or new ideas in the company? A tive Energy • When working on tasks critical to your company’s success, do your employees seem unconcerned about working overtime or on weekends, or appear prepared to do so? • Are innovations not really welcome here? • Is your company primarily engaged in optimizing the status quo? Comfor- • Does the decision making involve a long process? B table • Do consultants highly identify with the situation at your company as it is? Energy • Is your company dominated by satisfaction with the current situation of products, services, and processes?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT • Do you have the impression that many employees are not working toward the company goals, but rather are trying to maximize their own benefits? Corrosive • Is silo thinking prevalent in many of our clusters? C Energy • Are conflicts a dominant feature of the work in top management? • Do you have the impression that certain groups of employees annoy one another, no longer trust one another, or even hate one another? • Do you have the impression that our employees no longer care about the well-being of the company? • Do most people in your company express negativity about the viability of new initiatives and change? Resig- • Does it seem as if our people only communicate or interact with one another when it is absolutely necessary? D native • Have our employees openly expressed feelings such as frustration, disappointment, and sorrow? Inertia • Is the humor in your company cynical?  your company Source: Fully Charged; Bernd Vogel & Heike Bruch Deutsche Telekom Group – 13 –
  15. 15. KC: Restructuring & Transformation: Organizational Energy Agenda Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group – 14 –
  16. 16. KC: Restructuring & Transformation: Organizational Energy Agenda Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group – 15 –
  17. 17. KC: Restructuring & Transformation: Organizational Energy What can Detecon do to improve productive energy? Next steps… Symbolic management: Strengthening the collective self-efficacy conviction: • Valuation of people who engage in the vision implementation and highlighting effective actors as well 1 Creating feelings of success (mastery experience) a swell as slowing down people Competencies are fully activated; potentials are who are destructive towards completely exhausted change. • Personal and visible participation 2 Model learning (vicarious experience) of top-management with resourcesFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Cognition of self-confidence strengthens the believe in and activities in the implementation own skills and team competencies of the vision 3 Immediate Convincing(social persuasion) • Repeatedly enhance the symbolic meaning of prioritites Interest of leadership in ideas and emotions, positive leadership climate 4 Emotional state (affective states) Creating positive prevailing mood (develop enthusiasm)  your company Deutsche Telekom Group – 16 –
  18. 18. KC: Restructuring & Transformation: Organizational Energy What can Detecon do to improve productive energy? Next steps… Mobilization through transformational leadership: 1. Idealized influence Act as role model, set morally high standards, develop conviction of vision/mission  Create the big picture (covering years), preferably providing concrete and clear descriptions of the future  Definition of a collective agenda provides orientation and sense  Important: It should be attractive for all stakeholders to be inspired and to engage towards a collective goalFINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT 2. Inspiration Create incentives through exciting future visions, future vision should be motivating and emotional thrilling 3. Mental motivation Known problems need to be reevaluated, employees should be encouraged to take new perspectives 4. Individual treatment Skills and potential of employees should be lifted to a new level, individual appreciation and promotion are necessary  your company Deutsche Telekom Group – 17 –
  19. 19. KC: Restructuring & Transformation: Organizational Energy Agenda Agenda Main activities Pre-Reading material + video Pre-Work Familiarize the participants of the workshop with the energy concept Measure the energy of the organization with the OEQ 12 What is the goal of the concept? What are the 4 energy states? Presentation of concept How do they differ and what are the key characteristics? What are general strategies? Classification of your Which energy states can be found at your company? company What are the characteristics and the behavior of your company? Which state is predominant?FINANCE ROUNDTABLE_6. SITZUNG_PRÄSENTATION_20110408_FINAL.PPT Strengths and weaknesses Which strengths and weaknesses can be found in the energy profile? analysis What are the reasons and what are the consequences for your company? What are countermeasures for your company? What to do? What can we do to move into the targeted energy state? What are the individual key results? What are the learnings? Feedback How could we enhance or improve the concept?  your company Deutsche Telekom Group – 18 –
  20. 20. Detecon transformation teamDetecon transformation community consists of experts with wide and well-grounded knowhowand experience in the transformation and innovation area. Lars Attmer Amadeus Müller- Peter Gere  HR Management Daubermann  Organizational Behaviour  Training, Coaching  Strategic Marketing  Strategic Workforce  Leadership Development  Corporate Responsibility Management  Due Diligence and Business  Intercultural Cases Management Paul Geuting Carolin Vanessa Herman Hanna Nari Kahle  HR Development  Change and Culture  Social Innovation  Organizational Development Management  Sustainability  Restructuring  Mediation  Innovation Management  Business Case Development Sascha Kurth Michael Lehner Christian Lohn  Digital Transformation  Managementtrainings  Organizational & HR  Innovation Management  Organizational Management  Workforce Management Development  Corporate Development  Human Ressource  Strategy and International Management Management © DeteconDeutsche Telekom Group – 19 –
  21. 21. Detecon transformation teamDetecon transformation community consists of experts with wide and well-grounded knowhowand experience in the transformation and innovation area. Christoph Lymbersky Tanja Misiak Michael Richter  Turnaround Management  HR-IT Processes  Corporate Responsibility  Transformation Management  HR Reengineering  Sustainability & Climate  Corporate Restructuring  Stakeholder Management Change  Enterprise 2.0 and Social Media George Runge Dr. Jörg Sander Dr. Dirk Schrameyer  Design Thinking and ICT  Education Management  Legal Affairs and Regulations Innovation  Knowledge Management  Organizational Development  Knowledge Management and  Learning Enterprise and  Total Workforce Management Skill Management Enterprise 2.0  Innovations Performance Measurement Moritz Schüngel Carolin Schmidt Marc Wagner  Innovation Management  Change Management  Responsible Partner for  Sustainability  Intercultural Collaboration Transformation & HR  Energy Efficiency  Organizational Design Management  Efficiency and Restructuring programs  Turnaround Management © DeteconDeutsche Telekom Group – 20 –
  22. 22. Contact Marc Wagner Partner Head of Transformation & HR Management Circle of Excellence Efficiency (CEE)l Detecon International GmbH Sternengasse 14 - 16 50676 Köln Germany Phone: +49 221 91611414 Mobil: +49 175 2206049 Marc.Wagner@detecon.com Fully Charged: How Great Leaders Boost www.detecon.com Their Organizations Energy and Ignite High Performance Aufsichtsrat: Klaus Werner (Vorsitz) Geschäftsführung: Francis Deprez (Vorsitz), Heike Bruch / Bernd Vogel Andreas Baumann Handelsregister: Amtsgericht Bonn HRB 2093 Harvard Business Review Press Sitz der Gesellschaft: Köln 2011

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