Your SlideShare is downloading. ×
Aetna   consensus slides
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Aetna consensus slides

251
views

Published on

Published in: Education, Business

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
251
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Communities of Leaders Culture of Trust, Knowledge Sharing, Values, and Dynamic Teaming
  • 2. Key Themes
    • Culture of Trust
    • Knowledge Sharing (Intellectual Capital)
    • Values
    • Dynamic Teaming
    • Communities of Leaders
  • 3. Case Example Based
    • Organization A Organization B
    • 1. Economic/Success 1. Pioneerism
    • 2. Administration 2. Technology
    • 3. Service 3. Administration
    • 4. Technology 4. Collaboration
  • 4. Skills Map Phase I SURVIVING Phase II BELONGING Phase III SELF-INITIATING Phase IV INTERDEPENDENT 1: SAFETY 2: SECURITY 3: FAMILY 4: INSTITUTION 5: VOCATION 6: NEW ORDER 7: WISDOM 8: WORLD ORDER Goals Self Interest/Control Self Preservation Wonder/Awe/Fate Means Food/Warmth/Shelter Function/Physical Safety/Survival Goals Physical Delight Security Means Affection/Physical Economics/Profit Property/Control Sensory/Pleasure Territory/Security Wonder/Curiosity Goals Family/Belonging Fantasy/Play Self-Worth Means Being Liked Care/Nurture Control/Order/Discipline Courtesy/Hospitality Dexterity/Co-ordination Endurance/Patience Equilibrium Friendship/Belonging Obedience/Duty Prestige/Image Rights/Respect Social/Affirmation Support Peer Tradition Goals Belief/Philosophy Competence/Confidence Play/Recreation Work/Labor Means Achievement/Success Administration/Control Communication/Info Competition Design/Pattern/Order Duty/Obligation Economics/Success Education/Certification Efficiency/Planning Hierarchy/Order Honor Law/Rule Loyalty/Fidelity Management Membership/Institution Ownership Patriotism/Esteem Productivity Reason Responsibility Rule/Accountability Technology/Science Unity/Uniformity Workmanship/Art/Craft Goals Equality/Liberation Integration/Wholeness Self-Actualization Service/Vocation Means Adaptability/Flexibility Authority/Honesty Congruence Decision/Initiation Empathy Equity/Rights Expressiveness/Joy Generosity/Compassion Health/Healing Independence Law/Guide Limitation/Acceptance Mutual Obedience Quality/Evaluation Relaxation Search/Meaning/Hope Self Assertion Sharing/Listening/Trust Goals Art/Beauty Being Self Construction/New Order Contemplation Faith/Risk/Vision Human Dignity Knowledge/Insight Presence Means Accountability/Ethics Collaboration Community/Supportive Complementarity Corporation/Stewardship Creativity Detachment/Solitude Discernment Education/Knowledge Growth/Expansion Intimacy Justice/Social Order Leisure Limitation/Celebration Mission/Objectives Mutual Accountability Pioneerism/Innovation Research Ritual/Communication Simplicity/Play Unity/Diversity Goals Intimacy/Solitude Truth/Wisdom Means Community/Personalist Interdependence Minessence Prophet/Vision Synergy Transcendence/Solitude Goals Ecority Global Harmony Word Means Convivial Technology Global Justice Human Rights Macroeconomics Instrumental Skills Interpersonal Skills Imaginal Skills Systems Skills 5/99 Example of Group Skills
  • 5. The Old Economy: Culture of Scarcity Phase I Surviving Phase II Belonging Phase III Self-Initiating Phase IV Interdepending AUTOCRACY Power in Land BUREAUCRACY Machine & Measurement PARTNERING Knowledge/ Relationship SELF ORGANIZING Global & Networked
    • Mass Production
    • Human Freedom
    • Industrial Know how
    • Hierarchical Organizations
    Pre 1780 same standard of living for 3000 years 1800’s 1950
  • 6. The New Economy: Culture of Relationship & Abundance Hierarchies The Knowledge Era Dependence Loyalty Innovative Minds Relationships Customers 1980.... Phase I Surviving Phase II Belonging Phase III Self-Initiating Phase IV Interdepending AUTOCRACY Power in Land BUREAUCRACY Machine & Measurement PARTNERING Knowledge/ Relationship SELF ORGANIZING Global & Networked
  • 7. Culture of Trust
    • Trust is the belief or confidence in the honesty, integrity, reliability, and justice of our colleagues
    • Highest forum of human motivation
    • Brings out the very best in people & generates community
    • Takes time and patience because...
    • WE HAVE TO CONTINUALLY EARN IT!
  • 8. The Results of High Trust
    • Results of Low Trust
    • Diminishing productivity
    • Defensiveness
    • Hostility
    • Power Struggles
    • Alienation
    • Depleted energy
    • Feeling insatiable
    • Anxiety and tension
    • Limited creativity and visions
    • Results of High Trust
    • Increasing productivity
    • Openness
    • Friendship
    • Cooperation
    • Connection
    • Increased energy
    • Satisfaction
    • Peacefulness and Tranquility
    • Expanded creativity and visions
  • 9. The Ethics of Successful Communities of Leaders
    • Fairness
    • Integrity
    • Honesty
    • Authenticity
    • Human dignity
    • Consistency
    • Congruence
    • Encouragement
    • Responsibility
    • Humility
    • Fidelity
    • Courage
    • Justice
    • Growth
    • Quality to like people
    • Trust
  • 10. What leaders do, what they believe and value, and what they reward: Nothing is noticed more quickly and considered more significant than a discrepancy between what executives preach and what they expect their associates to practice. you are watched and seen, and minutely interpreted through the whole organization.
    • Honesty
    • Fairness
    • Consistency
    • Responsibility
    • Justice
    • Human Dignity
  • 11. Management to Leadership
    • Planning & budgeting
    • Organizing & staffing
    • Controlling & problem solving
    • Predictability & order
    • Establishing direction
    • Aligning people
    • Motivating & inspiring
    • Produces change, often dramatic & breakthrough to be more competitive
    Management Community of Leaders
  • 12. Reactive and Proactive People
    • Reactive People
    • Focus on the weaknesses of other people
    • Focus on the problems in the environment
    • Use reactive language
    • Have increased feelings of victimization VERSUS
    • Proactive People
    • Focus on and build upon the strengths of others
    • Identify and seize opportunities
    • Have positive energy
    • And are able to forgive
  • 13.
    • a focus on the generation of internal opportunities by deepening and broadening customer relationships
    A Profound Shift is Taking Place ...
    • a portfolio approach to the allocation of financial capital across the competing needs of the firm
    From To in order to...
    • leverage financial capital as a scarce resource
    • leverage knowledge to renew and innovate
  • 14. The traditional organization The inverted pyramid The partnering organization
    • dynamic / flexible
    • based on value creation
    • configuring capabilities
    • open to stakeholders
    • leveraging alliances
    • communities of leaders
    Network of Commitments customer-centered
    • internally-focussed
    • bureaucratic
    • reactive/slow moving
    • rule-bound/inflexible
    Command and Control hierarchical
    • seperate businesses
    • product multiplicity
    • P&L performance incentives
    • personal ownership
    • shared responsibility
    Accountability and Responsiveness customer-focused
  • 15. Effective Organizations are Holographic
    • The company’s vision, values, and goals are shared by every member
    • As each individual possesses a clear view of the “larger picture” she or he understand and participates in the life of the whole
    • Shared visions, values, and goals provide an efficient way of building commitment, guiding decision making, aligning actions, and achieving holographic state that unites members in effective performance and vibrant community
  • 16. Dynamic Organization Structures CULTURE STRATEGY SOCIO-PSYCHOLOGICAL LEVEL ECONOMIC-FINANCIAL LEVEL INFORMATION PROCESS & MATERIAL FLOW LEVEL
    • Organizational culture is the generic term which includes the company culture
    • Values are an essential part of organizational culture -express whole filed of human preference
    • One must generate a system of objectives based on company philosophy, culture & strategic orientation of the company
  • 17. The Enterprise as a whole ...knowledge capital is the sum of human, structural and customer capital A Framework for Knowledge Capital Financial Capital Tangible Assets Knowledge Capital Structural Capital Customer Capital Human Capital
  • 18. The Human Potential in an Organizations
    • Human Beings are both unique and complex
    Mental Emotional Physical
    • Concepts
    • Structures
    • Ideas
    • Actions
    • Operations
    • Relationships
    • Imagination
    • Linear
    • Logical
    • Sequential
    • Systemic
    • Gathering
    • Linking
    • Feeling
    • Connecting
    • Communicating
  • 19. Using our Whole Selves: Thoughts and Feelings ... Yang Logical Linear Thinking Verbal “ Masculine” Deals with Words Parts, specifics Analysis Break apart Sequential Thinking Thoughts Yin Intuitive Holistic thinking Associative “ Feminine” Deals with Pictures Wholes Synthesis Put together Simultaneous and Holistic Feelings
  • 20. Being Alive with Meaning ...
    • Aliveness
    • Passion
    • Integrity
    • Authenticity
    • Relatedness
    • Expression
    • Reverence
    • Perspective
    • Fully engage
    • Deep meaning, purpose & direction
    • Character, ethic, courage, congruence
    • Centering/ self-referral, inner peace
    • Conversation, vulnerability, compassion
    • Generating learning, speaking truth
    • Grace, humility, service
    • Cultivating a field of view, thinking holistically
  • 21. The Dynamics of Knowledge Capital Value Creation is Driven by the Interaction of the Three Key Components of Intellectual (Enterprise) Capital Value in waiting Value creation resultant Value creation interaction Human Customer Structural
  • 22. Aspirations Aspirations Aspirations Aspirations Capabilities Capabilities Capabilities Capabilities Customers’ Customers: Suppliers/Partners: Customers/ Partners: Aetna: Aetna’s Field of Interaction Opportunities
  • 23. Knowledge Focus See your organisation as if it consists of nothing but Knowledge and Knowledge Flows
  • 24. Customer Capital Structural Capital Human Capital Focus on Knowledge: Start the Dialogue How can we capture data into systems supporting dialogue with customers? Which IT systems support tacit knowledge transfer? How can we build better relationships with customers and suppliers that bring learning to our people? How can we maximize leverage of all intangible assets in working for customers? How can we improve relations with customers and suppliers that bring intangible revenues?
    • How can we create an office space for knowledge transfer?
    • How can we change internal control systems to reflect Intangible Assets?
    • How can we create events that transfer tacit knowledge?
    • How can we improve trust among people?
  • 25. Values
    • Values priorities are the glue that hold
    • relationships & knowledge together
    • All relationships, personal & team are based on a
    • minimal set of commonly held values priorities
    • Since values priorities are measurable they are the
    • KEY to cultural alignment & knowledge management
    Knowledge Relationships Values . . a good team is based on minimal values held in common that gives added values to each person
  • 26. The Process of Aligning Values unclear values values of person 4 values of person 1 values of person 3 values of person 2 Leadership Team Core Values team member values team member values team member values team member values business team 1 business team 2 business team 3 business team 4 Organizational Core Values alignment of teams within the organization alignment of individuals within teams
  • 27. The Four “V’s” Values Energizing Individuals Valuing Building Relationships Team “I”ng Value Knowledge Creation “ They are all connected” Monetary - measures…. Values - enhance and measure ... Valuation Economic Value
  • 28. Aspirations Aspirations Aspirations Aspirations Capabilities Capabilities Capabilities Capabilities Customers’ Customers: Suppliers/Partners: Customers/ Partners: Aetna: Aetna’s Field of Interaction Opportunities
  • 29. Evolving Business Model Transactions Product Solutions Business Solutions Mass Customization Partnering Dynamic Teaming, Virtual Enterprising & Knowledge Networking Unique Customization Structural Capital Community of Capabilities & Aspirations Human Capital Individual Capabilities & Aspirations Customer/Supplier Capital Virtual Community of Capabilities & Aspirations
  • 30. Dynamic Teaming & Knowledge Networking Capabilities Aspirations Aspirations Aspirations Aspirations Capabilities Capabilities Capabilities Company Supplier/Partners Customers’ Customers Customers Envisioning Knowledging
  • 31. Balanced Scorecard: Navigating into the Future Vision Strategy Culture Values Financial Perspective Examples: GWB Net Income Income Growth “ If we succeed, how will we look to our shareholders? Customer Perspective Examples: Market Share Customer Satisfaction Service Quality How do we look to our customers? Internal Business Perspective Examples: Time to react Capacity Utilization Efficiency What business processes must we excel at? Innovation and Learning Perspective How can we sustain innovation, change and improvement?
  • 32. Balanced Scorecard: Navigating into the Future Customer Capital Financial Capital Structural Capital Human Capital Vision Strategy Culture Values Financial Perspective Examples: GWB Net Income Income Growth “ If we succeed, how will we look to our shareholders? Customer Perspective Examples: Market Share Customer Satisfaction Service Quality How do we look to our customers? Internal Business Perspective Examples: Time to react Capacity Utilization Efficiency What business processes must we excel at? Innovation and Learning Perspective How can we sustain innovation, change and improvement?
  • 33. Balanced Scorecard: Navigating into the Future (Revised) Customer Capital Human Capital Structural Capital Financial Capital Vision Strategy Culture Values Financial Perspective Examples: GWB Net Income Income Growth “ If we succeed, how will we look to our shareholders? Customer Perspective Examples: Market Share Customer Satisfaction Service Quality How do we look to our customers? Internal Business Perspective Examples: Time to react Capacity Utilization Efficiency What business processes must we excel at? Innovation and Learning Perspective How can we sustain innovation, change and improvement?
  • 34. Balanced Scorecard: Navigating into the Future (Values) Values: Values: Values: Values: VALUES: Instrumental Interpersonal Imaginal Systems Vision Strategy Culture Values Financial Perspective Examples: GWB Net Income Income Growth “ If we succeed, how will we look to our shareholders? Customer Perspective Examples: Market Share Customer Satisfaction Service Quality How do we look to our customers? Internal Business Perspective Examples: Time to react Capacity Utilization Efficiency What business processes must we excel at? Innovation and Learning Perspective How can we sustain innovation, change and improvement?
  • 35. Communities of Leaders ^ A u t h e n t i c