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People culture behavior creating social outcomes

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  • 1. People, Culture, Behavior #e2conf‐17 Jon Ingham ‐ @joninghamExecutive Consultant, Social Advantage  Margaret Schweer ‐ @nGeneraInsight VP, nGenera Insight / Moxie Software 
  • 2. People, Culture, Behavior Jon Ingham “Strategic HCM” / “Social Advantage”
  • 3. Shared Talent Speed Mindset Quality ofLearning Accountability Collaboration Leadership• (Source: Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t, 2003)
  • 4. Organizational Capabilities Core CompetenciesCompetitive Positioning
  • 5. Organizational CapabilitiesHuman Organization SocialCapital Capital Capital
  • 6. Organizational CapabilitiesSocial Capital Social Social Social Social Learning Innovation Collaboration Speed+ Customer ServiceRelationship CapitalKnowledge ManagementEngagement, RetentionEmployer Branding etc…
  • 7. Enterprise 2.0 Business Activities Outcomes Impact Social Capital
  • 8. Enterprise 2.0People, Culture, BehaviorDeveloping Collaborative Capacity Margaret Schweer, PhD Vice President,  nGenera Insight Santa Clara, November 9, 2010
  • 9. Collaboration Is Not a Baseball Game Even if you build a collaborative platform, they may not come … And even if they do come … “We’ve built a great deal of capability  but it only represents 1% of all the activity being done to create  real work because it’s not part of the flow of the work.” 10 | © 2010 nGenera.  All Rights Reserved. 
  • 10. Successful, Sustainable Collaboration Platforms Have to Work for the Individual Is this easy to use? • Intuitive, with little or no learning  curve • Versatile design, allowing users to  adapt it for their specific use • Powerful search and filtering  technology • Single sign‐on • Integration with mobile technologies • Ability to create secure working  groups Does this help me do my job better? • Value based on saving time – useful content and the ability to connect and  communicate  • Incentives that align with knowledge‐sharing and platform use, including  having a stake, having a voice, having an impact, and having a community  bond 11 | © 2010  Tamara Erickson.  All Rights Reserved. 
  • 11. Successful, Sustainable Collaboration Platforms Are Sustained by a Supportive Organizational Culture Organizations have their own rhythm for how  things get done, but enabling factors for  collaborative capacity include: • Highly engaged, committed employees • Existence of trust based relationships • Prevalence of networking opportunities • HR processes aligned with collaboration • Organizational philosophy supporting a  “community of adults” • Leaders with both task and relationship skillsCollaboration is sustained not  • Productive and efficient behaviors and processes because of the technology  • Important and challenging tasks platform but because of  • Clearly defined individual roles and responsibilities organizational culture • Executives who model collaboration 12 | © 2010 nGenera.  All Rights Reserved. 
  • 12. Enabling FactorsExistence of Trust‐Based Relationships Trust is essential for collaboration For most, trust develops through relationships Leaders must consciously architect the  development of relationships Make a significant investment in relationship‐ building through . . .   Physical architecture  Forums – sponsored events  Technology  Process design – induction processes,  rotations, career path designs 13 | © 2010 nGenera.  All Rights Reserved. 
  • 13. Building TrustDeveloping an Emerging Consensus Building Employee Trust at the Transportation Security Administration • Management developed a collaborative process and platform to solicit and  discuss ideas from the community of 43,000 employees • Starting with relatively simple issues as discussion starters, they advanced  to tackle complex and sensitive issues such as restructuring the employee  compensation scheme • TSA leaders found they could build trust through transparency into how  ideas are evaluated and why final decisions are reached 14 | © 2010 nGenera.  All Rights Reserved. 
  • 14. Enabling FactorsHR Practices that Encompass Collaboration The simple truth – some people enjoy collaborating more than  others. Some are more likely to flourish in an environment that depends on  collaborative skills. Select  Are you careful who you let on the  bus? Train  Do you on‐board in a way that  supports collaboration? Promote  Are you careful who you promote?   What criteria are evident?  Do your promotion criteria favor  collaborative behavior? 15 | © 2008 nGenera. All Rights Reserved. 
  • 15. HR PracticesInviting an Honest Assessment of Fit • A four‐week training period immerses employees in the company’s  strategy, culture, and obsession with customers • After one week, employees are offered a $2,000 bonus if they agree  to quit that day • Logic: if you’re willing to take the company up on the offer, you don’t  have the sense of commitment Zappos is looking for 16 | © 2010  nGenera.  All Rights Reserved. 
  • 16. HR PracticesDeveloping a Commitment to Collaboration To begin addressing the cultural  barriers around knowledge sharing: • Created a series of case studies  focused on real events in the  company’s past that illuminate  values, processes, and norms • Cases are discussed as part of  employee “on‐boarding” to promote  a better understanding of how the  company works and encouraging a  culture of knowledge sharing and  collaborative problem solvingSource: “Boosting the Productivity of knowledge workers,” E. Matson and L. Prusak, 2010 17 | © 2010 nGenera Corp. All Rights Reserved. 
  • 17. Enabling FactorsOrganization Philosophy Supports “Community of Adults”The Collaborative Enterprise offers a different “contract” to those who perform workCreate employment practices consistent with a “Community of Adults”  Break work into projects  Stop measuring time  Reduce status‐based titles  Offer options – including options to do less  Make arrangements, including compensation,  transparent Performance management can break the bonds  of the old hierarchical systems, but does not  promote collaboration In general, compensation systems have no  discernable correlation with collaboration 18 | © 2010 nGenera.  All Rights Reserved. 
  • 18. Creating a Community of Adults The “Results‐Only Work Environment” • No fixed schedules, no mandatory meetings, no impression‐ management requirements and work‐life balance . . .  • ROWE judges performance on output instead of hours • Since implementation, key indicators show  Productivity is up by 35%  Average voluntary turnover is down dramatically  Employee engagement is upSource: “Smashing the Clock,” Business Week, December 11, 2006 19 | © 2010  nGenera.  All Rights Reserved. 
  • 19. Creating a Community of Adults Determining What My Work is Worth • A program called “Up ‘n’ Down Pay” allows employees to manage  their own pay, flexibly • Provides compensation information for comparable jobs in the  company or industry • Has found that individuals almost always do so fairly based on the  information they are providedSource: “Leading by Omission,” Ricardo Semler, MIT World video, September 22, 2005 20 | © 2010  nGenera.  All Rights Reserved. 
  • 20. Creating a Community of AdultsOwning My Own Development • Social networking site • You identify 10 or so people you trust and from whom you’d like  to learn (receive “feedback” in the Gen Y sense) • You request feedback whenever . . . multiple times a day around  specific activities • The individual owns the feedback process 21 | © 2010 nGenera.  All Rights Reserved. 
  • 21. Enabling FactorsFocus on Important and Challenging TasksImportant The ROI of  Collaboration  Challenging 22 | © 2010  nGenera.  All Rights Reserved. 
  • 22. Focus on Important and Challenging Established the “59 Councils” An Important and  Challenging Goal • Important goal: manage new businesses • Replaced its hierarchical decision‐making structure with 59 councils • Challenging conditions:  avoid the stagnation of hanging on in old  markets too long and not entering new markets nimbly, at the right time • CEO John Chambers: “a distributed idea engine where leadership  emerges organically, unfettered by a central command”Source: “Seeking Growth, Cisco Reroutes Decisions,”The Wall Street Journal, August 6, 2009; “Cisco CEO John Chambers’s Big Experiment,” WSJ Blog: Digits, August 5, 2009; “How Cisco’s CEO John Chambers is Turning the Tech Giant Socialist,” Fast Company, November 26, 2008 23 | © 2010 nGenera.  All Rights Reserved. 
  • 23. Enabling FactorsClarify Roles and Leave the Approach to the Team Collaboration is enhanced when the  work roles are structured clearly, but the  approach itself is left to the discretion  and creativity of the team Create role clarity   Design teams so that the roles and  responsibilities of all members are clearly  defined Allow task ambiguity  Describe tasks in ways that allow team  creativity 24 | © 2010  nGenera.  All Rights Reserved. 
  • 24. Clarify Roles and Responsibilities Guard Rails for Creativity Principles that Allow  Individuals to Act  • The P&G Principles, Values, and Purpose (PVP)  Initially:  To improve the lives of the world’s consumers  Revised:  To improve more lives in more places more completely • Because management is scrutinizing everyone’s actions against the  PVP, people are free to actSource:  Rosabeth Moss Kanter, speaking at an nGenera Insight event,  April, 2010 25 | © 2010  nGenera.  All Rights Reserved. 
  • 25. Enabling FactorsExecutives Who Model Collaboration Leadership behavior has a significant  influence on the collaboration Role model collaborative behavior  Mentor effectively Support the creation of a “Gift Culture” in  which all participants give freely of their  time to help others learn Develop a new breed of leader 26 | © 2010  nGenera.  All Rights Reserved. 
  • 26. Executives who Model Collaboration The New Leadership Mantra   It’s ALL about the community . . . It may take longer, but it’s better to get buy‐in from  the community  Just ask, because few do . . . Volunteers able and willing to do more than you think  Lead by following . . . Managers are more powerful when they are “not leading”  Nurture renegades . . . Interesting innovative things happen when people are allowed to  break or change the rules in an organization  Think hybrid . . . Open source approaches can be more powerful when paired with  conventional approaches; blend your approach to a particular problem or issue  Think globally . . . It’s virtual so there is a world of options available to the organization   Shut up and listen. . . always . . . and very carefullySource: “Mitchell Baker and the Firefox Paradox”by D. Freedman, INC. Magazine, February 2007 27 | © 2010 nGenera Corp. All Rights Reserved. 
  • 27. Why Is Collaboration So Difficult For Many Organizations Because collaboration is discretionary … People have to want to do it You often can’t tell if they really are doing it It takes time and effort . . . and is personally hard It’s not always worth it It takes many forms Almost all the corporate etiquette and “unwritten  rules” of the culture discourage it 28 | © 2010 nGenera.  All Rights Reserved. 
  • 28. Social outcomes (People, culture, behavior)Organizational Business Value needs (Workflow) Activities (Technology)
  • 29. Social Intent
  • 30. SocialActivities
  • 31. • Plenary introduction• sessions• Three small group sessions • Whole team session to• to develop and • consider: communicate • Alignment – the team• a personal values-story purpose, customer• Given you are this person dreams and nightmare • Values – realigning and these are your skills purpose based on and talents, what can you customer input bring to this organization? • Implications – barriers• How does this link? (are and challenges for action you doing what you wanted planning to do when you grow up?)• Are you in the right job and the right organization?
  • 32. Role of HR Business Activities Outcomes ImpactSocial Recruiting Organization DevelopmentSocial Learning Talent ManagementAlumni Management Human Capital Managementetc etc
  • 33. Questions Jon Ingham ‐ @joninghamExecutive Consultant, Social Advantage Margaret Schweer ‐ @nGeneraInsightVP, nGenera Insight / Moxie Software