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Blow it Up!

Blow it Up!






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    Blow it Up! Blow it Up! Presentation Transcript

    • The Future of Organizational Communication A Market-Driven Approach Jim Shaffer IABC International Conference June 28, 2005 © Jim Shaffer Group
    • Key Points
      • The traditional model of the past and present
      • The pressure to add value
      • The Future is being built now
      • Manage the system
      • Create the communication culture
      • Change work to increase value
      • Improve performance
      • Build the capability
      • Align the culture with the function
      • Implications—what does it mean to me?
    • The past and present Traditional information delivery through electronic, visual and written channels. Process-focused distribution business. Awareness Attitudes Perceptions Ownership Satisfaction Support Usefulness Traditional Work Business Results Traditional Process Measures
    • Pressure for value Customers Business Leaders Practitioners Value
    • Pressure for value Customers
      • Customers are only willing to pay for value
      • Value adding means performing work for which the customer is willing to pay
      • Adding cost but not adding value is waste
    • Pressure for value Business Leaders
      • “ We need communication people in the future who focus on impact and results, not on activities.”
      • “ I want them thinking ahead—letting me know what could prevent us from taking our performance to unheard of levels. I’m not so much interested in another newsletter or video. I’m interested in the things that make a difference to our share price.”
    • Pressure for value Practitioners
      • “ I want to go home at night knowing that this company is measurably better because I did what I did today.”
      • “ I want to be valued for adding value.”
    • The past and present
      • Little to no measurable value added to the business
      • Viewed as cost center
      • Limited growth or opportunity to practitioners
      … but the future is brighter because we’re building it and know what’s possible…
    • The future of organizational communication
      • Continued customer and competitive pressures for value
      • Nowhere close to maximizing people resource
      • The communication system drives performance
    • Future: Focus will be on the communication system rather than a small piece of it DECISIONS ACTIONS BUSINESS RESULTS The Communication System CONTENT Leaders Systems Formal Channels
    • Future: Businesses will build create the communication culture that helps them win Communication is strictly on a need-to-know basis and managers determine what employees need to know. Communication isn’t formally or informally managed. Managers make all important operational decisions, inform employees, and then clarify what is required by responding to questions. Information sharing encourages conformity to policies, procedures and standards. Need-to-Know 1 The leadership has installed a structured communication system that’s designed to effectively manage formal communication media and processes. Communication management is largely top-down. Managers usually make the decisions, but frequently after seeking the views of employees. Managers have received some basic communication skills training but aren’t held accountable for results. Managed Process 2 Communication management focuses on improving organizational performance. Leaders encourage cross-functional employee group problem solving on key issues such as quality, service, cost and speed. Leaders have begun to align systems and processes to communicate consistently. Communication effectiveness and efficiency are regularly measured and used as a foundation for improvement and leadership accountability. Performance-Based 3 The organization uses a blend of performance improvement projects and systems alignment to create and sustain a communication environment that continuously improves organizational performance. It has adopted the principles and practices of open book management where employees are expected to think and act as business owners. Ongoing work groups assume expanded responsibility for key issues such as quality. Leaders are held accountable for communication effectiveness. Integrated System 4 Communication management is a condition of employment, used as a strategic capability. Leaders at all levels are held accountable for the communication environments they create and sustain. Employees function full-time with minimal direct supervision. Frequently, traditional supervisory roles don’t exist. The organization is the number one performer in its industry, and regularly on Fortune’s Most Admired Companies and/or Best Companies to Work For lists. Organization Capability 5 Description Role Level Communication Culture
    • Future: Work will move higher on the leverage curve Stage 1 Stage 2 Stage 3 Roles Deliver Information Improve Performance Build Capability Stage 1 Stage 2 Stage 3 Low High Leverage Curve
    • Stage 2: Improve performance Improve Performance
      • Eliminates communication flaws
      • Lack of information
      • Slow moving information
      • Inaccurate information
      • Mixed messages
      • Focuses where it matters most
      • Insurance
      • Pharmaceuticals
      • Food and lodging
      • Airlines
    • Future: Work will create dramatic performance lift 82% cost reduction 9% productivity increase $300,000 savings Manufacturing Pilot started here
    • Future: Work will create dramatic performance lift Turnover cut 10% Savings: $6-9 million Billing cycle reduced 10 days 1.4 million process steps out Services
    • Future: FedEx’s current work represents the future model
      • Improve export volume in largest hub
      • Identify communication barriers
      • Create work team of couriers, ramp people, sales, call centers, staff support
      • Establish baseline and measure throughout
        • Facilitate sales and operations communications
        • Create incentives that communicate that export volume is important
        • Build better communication tools for customers and employees
      • Result
        • Nearly 1,500 additional qualified leads
        • Export volume up 9% and 37% in two districts
      • Being broadened across company
    • Future: Organizations will seek strategic advantage through their ability to manage communication Build Capability
      • Organization capabilities are the collective abilities of an organization to execute its strategy.
      • Communication capability refers to the entire organization’s ability to manage the communication system.
    • Future: Maturity Stages 2 and 3 will integrate and provide additional organizational lift Business Strategy Business Goals Build Communication Capability Improve Performance Conduct projects Align the organization
    • Future: Organizations and their functions will align cultures and roles 1 2 3 Stage Deliver Information Improve Performance Build Capability Role Communication Function Need-to-Know 1 Managed Process 2 Performance-Based 3 Integrated System 4 Organization Capability 5 Role Level Communication Culture
    • Future: Implications
      • Lower versus higher value work will be more delineated than now. Decide where you want to be.
      • New competencies and mindset will be needed.
        • Results versus process focus
        • Business skills; how businesses work and what they’re trying to do
        • Analytical skills; lucid, rational well organized analysis
        • System skills; organizations are systems
      • Get into performance projects now. It’s transportation to higher maturity levels.
      • The education system needs to produce more business-oriented people to manage organizational communication.
    • For more information, contact: Jim Shaffer Jim Shaffer Group [email_address] www.jimshaffergroup 410-268-7050