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  • Revised:Orlando Words
  • Orlando: Leave this out … will harm culture
  • Added Orlando words
  • Orlando: You empower those that work for you (this is in leadership)
  • Orlando thoughts: Support innovation through empowerment. Fail quickly Share success Be different – do different Innovation is grass roots
  • Orlando: CA first, Team second, Self last … in all we do inside and outside our company to inspire customer loyalty and delight. (should this be in next slide on Team Spirit?)
  • Orlando: Work Hard, Play Hard, Win BIG
  • Orlando: Market Based (local) decision making Move fast Don’t be afraid to decide – don’t wait for others to decide Stop analysis paralysis
  • Orlando: Your decisions and communications will not be overturned by other leaders. Other leaders will not skip level 3-4-5 levels to drive their own agenda and create miscommunication across our enterprise.
  • Orlando: Productivity not Activity. Vocation not Avocation. Results not Busy Work. Impact not Appearing Active.
  • Orlando: With no fear of retaliation or politically becoming an outcast or marked as a problem within the institution. If we desire to have people actually deliver the traits of courage, our culture has to support it. Today it does not, neither top-down nor across.
  • Orlando: You set the example in all that you do
  • Orlando: A little over the top and not necessary for what we are trying to accomplish. May come off like the cub scouts or girl scouts type of thing. This is a senior leadership team in the largest IT management company in the world. Keep it intellectual.
  • Orlando: Not sure what this means or what the point is.
  • Orlando: It all starts with people. We strive to hire and retain the best.
  • Orlando: Net necessary and don’t get it.
  • Orlando: Don’t know. I have been hit hard for sports and war analogies. That said, maybe some are too soft for our culture because we are a high performing athlete when the sum of our parts is optimized and in shape.
  • Orlando: If someone on your team wore the other team’s jersey tomorrow, would you fear them?
  • Orlando: Don’t get this severance point. Can’t perform and the conditions in which the individual is asked to perform are honestly that due of high performance – manage them up or out.
  • Orlando: Don’t get this either
  • Orlando: Productivity is our measure of performance through results. Activity without results is busy work and deserves no reward.
  • Orlando: Who is the profile you are really after here? Say it. Brilliant Jerks is too open to interpretation. Idiot Savant?
  • Orlando: The highest W2 earners are proven to spend minimum 3 hours a day with clients (use a stopwatch and determine where you fall.) Every time you start a conversation with a client start the watch. As soon as it ends, stop the watch. At the end of the day, take an honest look at your metric. Those that spend less than 3 hours a day talking to clients are average and below average W2 earners.
  • Orlando: Are they really? If you say this, you better have those strategies vetted by the employees and garner support before you announce them or this will become water cooler fodder. Let’s face it – not all corporate strategies are viewed as reality by the infantry in the trenches. Those in the glass house have no idea on reality type syndrome.
  • Orlando: Opinions and gut calls should be proved fact with the data. Don’t paralyze the organization from making decisions in timely manner (sometimes split second) to remain innovated, empowered and competitive.
  • Orlando: If you are going to say it. You have to deliver it and live it. CA is not ready for this level of commitment.
  • Orlando: Red or Green – there is no Yellow
  • Orlando: Making target is not enough. We strive to exceed in every metric, measure and category of our business.
  • Orlando: This is not grounded in reality
  • Orlando: Never, Never, Never Give Up – Winston Churchill
  • Orlando: Do not assume. If you want to assume – assume you have lost or are in the losing position
  • Starting here are the “contentious” beliefs!!!
  • More contention

Sales Culture Presentation Transcript

  • 1. NA Sales Culture
    Draft
  • 2. Culture Defined
    We define Culture as the combination of values, principles, and behaviors that, taken together, provide a NA Sales environment where we attract, develop and retain the best resulting in a highly motivated and innovative workforce that promotes CA’s Core Values and attainment of CA’s strategies and objectives.”
  • 3. NA Sales Culture
    Our Values
    Our Principles
    Our Beliefs
  • 4. NA Sales Culture
    Our 9 Values
    Our 8 Principles
    Our Beliefs
  • 5. You can see real company values by who gets rewarded, promoted, or let go
    5
  • 6. Real values are the behaviors and skills that we value in fellow employees
    Ethical
    Moral
    Winning
    High Performance
    One Team
    Trust
    Commitment
    Support
    Family
    Understanding
  • 7. Respect for People
    You are open, honest and ethical
    You assume positive intent in others
    You are quick to admit mistakes
    You are non-political when you disagree with others
    You only say things about fellow employees you will say to their faces
  • 8. Consistently Innovate and Advance
    You remove roadblocks
    You reward intelligent risk taking
    You create new ideas that prove useful
    You challenge prevailing assumptions when warranted and suggest better approaches
    You make wise decisions despite ambiguity
  • 9. Inspire Customer Loyalty
    You are dedicated to outstanding quality
    You do the right thing for our customers
    You seek to understand our strategy, market, and customers
    You are broadly knowledgeable about business, technology and our customer’s needs
  • 10. Create Amazing Team Spirit
    You have fun and work hard
    You deliver on promises
    You seek what is best for CA, rather than best for yourself or your function
    You make time to help your colleagues
    You share information openly and proactively
  • 11. You identify root causes, and get beyond treating symptoms
    You pursue issues to discover practical solutions to hard problems
    You think strategically, and can articulate what you are, and are not, trying to do
    You smartly separate what must be done well now, and what can be improved later
    Judgment
    11
  • 12. You listen well, instead of reacting fast, so you can better understand
    You are concise and articulate in speech and writing
    You are known for candor and directness
    You treat people with respect independent of their status or disagreement with you
    You maintain calm poise in stressful situations
    Communication
    12
  • 13. You accomplish amazing amounts of important work
    You demonstrate consistently strong performance so colleagues can rely upon you
    You learn rapidly and eagerly
    You focus on great results rather than on process
    You exhibit bias-to-action, and avoid analysis-paralysis
    Impact
    13
  • 14. You tactfully say what you think even if it is controversial
    You make tough decisions without excessive agonizing
    You take smart risks even when the choice not to do so is open
    You question actions inconsistent with our values
    Courage
    14

  • 15. You inspire others with your thirst for excellence
    You care intensely about CA’s success
    You celebrate wins
    You are relentless
    You are the example
    Passion
    15
  • 16. “You question actions that are inconsistent with our values”
    Part of the Courage value
    Akin to the honor code pledge:
    “I will not lie, nor cheat, nor steal, nor tolerate those who do.”
    All of us are responsible for value consistency
    16

  • 17. Values reinforced in hiring, in 360° reviews, at comp reviews, in exits, and in promotions
    17

  • 18. NA Sales Culture
    Our 9 Values
    Our 8 Principles
    Our Beliefs
  • 19. Principle 1. High Performance from Everyone
    Imagine if every person in CA NA Sales is someone you respect and learn from…
  • 20. Like every company,
    we try to hire well and retain the best
    Principle 1. High Performance from Everyone
  • 21. But, unlike many companies, we practice “adequate performance gets a generous severance package.”
    Principle 1. High Performance from Everyone

  • 22. We’re a team, not a family
    We’re like a pro sports team, not a kid’s recreational team
    Coaches’ job at every level of CA to hire, develop and cut smartly, so we have starts in every position
    22
    Principle 1. High Performance from Everyone

  • 23. Principle 1. High Performance from Everyone
    The Keeper Test Managers Use:
    “Which of my people, if they told me they were leaving in two months for a similar job at a peer company, would I fight hard to keep at CA?”
    23
  • 24. The other people should get a generous severance now, so we can open a slot to try to find a star for that role
    The Keeper Test Managers Use:
    “Which of my people, if they told me they were leaving in two months for a similar job at a peer company, would I fight hard to keep at CA?”
    24
    Principle 1. High Performance from Everyone

  • 25. Honesty Always
    To avoid surprises, you should periodically ask your manager: “If I told you I were leaving, how hard would you work to change my mind to stay at CA?”
    25
    Principle 1. High Performance from Everyone

  • 26. What about Loyalty?
    What about Hard Workers?
    What about Brilliant Jerks?
    26
    Principle 1. High Performance from Everyone
  • 27. Principle 1. High Performance from Everyone
    Loyalty is Good
    Loyalty is good as a stabilizer
    People have been stars for us, and hit a bad patch, get a near term pass because we think they are likely to become stars for us again
    We want the same: if CA hits a temporary bad patch, we want people to stick with us
    But unlimited loyalty to a shrinking company or to an ineffective employee, is not what we are about
    27
  • 28. Principle 1. High Performance from Everyone
    Hard Work – Not Directly Relevant
    It’s about effectiveness – not effort – even though effectiveness is harder to assess than effort
    We don’t measure people by how many evenings or weekends they are in their cube
    We do try to measure people by how much, how quickly and how well they get work done – especially under deadline
    28
  • 29. Brilliant Jerks
    Some companies tolerate them
    For us, the cost to teamwork is too high
    Diverse styles are fine – as long as the person embodies the 9 Values
    29
    Principle 1. High Performance from Everyone

  • 30. Principle 1. High Performance from Everyone
    Why are we so manic on high performance?
    In procedural work, the best are 2x better than average
    In creative work, the best are 10x better than average, so huge premium on creating effective teams of the best
    30
  • 31. Principle 1. High Performance from Everyone
    Why are we so manic on high performance?
    A Great Workplace is made up of
    Amazing Colleagues
    31
  • 32. Principle 2. We are Grounded and Decisive
    Our strategies are grounded in reality

  • 33. Principle 2. We are Grounded and Decisive
    We deal with FACTS not opinions

  • 34. Principle 2. We are Grounded and Decisive
    Items discussed can be executed upon
    They’re not just theoretical
  • 35. Principle 2. We are Grounded and Decisive
    We use data effectively
    We draw conclusions
    No analysis paralysis

  • 36. Principle 3. Everything we do is Pass-Fail because…
    The outcome trumps the task
    We are Goal Driven
  • 37. Principle 3. Everything we do is Pass-Fail because…
    We are fanatical about goals
    We Keep Our Eye on the Ball
    We know how to block and tackle
  • 38. Principle 3. Everything we do is Pass-Fail because…
    We never let circumstances compromise our commitment to our goals
    We don’t rationalize mistakes.
    Can Do!

  • 39. Principle 4. We are Fast and Relentless, so
    We have outrageous urgency
    The Impossible is Possible
  • 40. Principle 4. We are Fast and Relentless, so
    We NEVER quit on a deal
    The Impossible is Possible
  • 41. Principle 4. We are Fast and Relentless, so
    We anticipate obstacles and plan for them
    The Impossible is Possible
  • 42. Principle 4. We are Fast and Relentless, so
    We prioritize our time to stay proactive
    Success@30 is our mantra
    The Impossible is Possible
  • 43. Principle 5. We are Committed
    We are committed to something bigger than self; to fellow team members, to the team or function or area, to the Areas and the NAs.
  • 44. Principle 5. We are Committed
    Leaders emerge from any position
  • 45. Principle 5. We are Committed
    We pull off the impossible
  • 46. Principle 5. We are Committed
    We imagine and take on the unconventional
  • 47. Principle 5. We are Committed
    We are creative
    There is always a better way
  • 48. Principle 6. We are Resilient
    We don’t require perfect circumstances for success
  • 49. Principle 6. We are Resilient
    Problems are opportunities in disguise
    Problems are opportunities to shine
  • 50. Principle 6. We are Resilient
    Change creates energy
    Resistance to change retards growth
  • 51. Principle 6. We are Resilient
    Challenges are motivation
  • 52. Principle 6. We are Resilient
    We are undaunted
    Swagger
    We are LEGENDARY
  • 53. Principle 7. We are Winners, who
    Thoughtfully pick battlegrounds…and then go all-in
  • 54. Principle 7. We are Winners, who
    Have high standards for deployment of finite resources
  • 55. Principle 7. We are Winners, who
    Set high standards of professionalism and demand compliance

  • 56. Principle 7. We are Winners, who
    Discipline to strip-line
  • 57. Principle 7. We are Winners, who
    Fanatical about organization charts and High Value Networking
    HVN is a daily HABIT
  • 58. Principle 7. We are Winners, who
    Not afraid to ask the tough questions
  • 59. Principle 8. We are Strategic Partners
    We have
    business acumen
  • 60. Principle 8. We are Strategic Partners
    Business Alignment templates are way of life
  • 61. Principle 8. We are Strategic Partners
    We speak in our customer’s language
  • 62. Principle 8. We are Strategic Partners
    We understand our customer’s business
  • 63. Principle 8. We are Strategic Partners
    We articulate future end-state and business outcomes
  • 64. Principle 8. We are Strategic Partners
    We are not afraid of financials and business metrics
    ROI is KING
  • 65. NA Sales Culture
    Our 9 Values
    Our 8 Principles
    Our Beliefs
  • 66. We believe that…
    Responsible People
    Thrive on Freedom
    And are Worthy of Freedom
    66
  • 67. We believe that… The Responsible Person is
    Self motivating
    Self aware
    Self disciplined
    Self improving
    Acts like a leader
    Doesn’t wait to be told what to do
    Never feels “that’s not my job”
    Picks up the trash lying on the floor
    Behaves like an owner
    67
  • 68. Our desire is to increase employee freedom, rather than limit it, and thereby continue to attract and nourish innovative people, so we have a better chance of long-term continued success
    68
  • 69. With the Right People
    We can expectResponsibility,
    Innovation and Self-Discipline from each person and therefore provide more Freedom
    69
    We believe that…
  • 70. Is Freedom Absolute?
    Are all rules and processes bad?
    70
  • 71. Freedom is not absolute.
    Like “free speech”
    there are some
    limited expectations to
    “freedom at work”
    71
  • 72. Two Types of Necessary Rules
    Prevent irrevocable disaster
    E.g. Financials produced are wrong
    E.g. Hackers steal our customers’ information
    Moral, ethical, legal issues
    E.g. Dishonesty, harassment are intolerable
    72
  • 73. Mostly, Though, Rapid Recovery is the Right Model
    Just fix problems quickly
    High performers make very few errors
    We’re in a creative-inventive market, not a safety-critical market like medicine or nuclear power
    You may have heard preventing error is cheaper than fixing it
    Yes, in manufacturing or medicine, but…
    Not so in creative environments
    73
  • 74. An example of Freedom and Responsibility
    74
  • 75. Most companies have complex policies around what you can expense, how you travel, what gifts you can accept, etc.
    Plus they have whole departments to verify compliance with these policies.
    75
  • 76. CA Policies for Expensing, Entertainment, Gifts and Travel:
    “Act in CA’s best interests”
    (5 words long)
    76

  • 77. “Act in CA’s Best Interests”Generally Means…
    Expense only what you would otherwise not spend, and is worthwhile for work.
    Travel as you would if it were your own money.
    Disclose non-trivial vendor gifts.
    Take from CA only when it is inefficient to not take, and inconsequential.
    “taking” means, for example, printing personal documents at work or making personal calls on work phone: inconsequential and inefficient to avoid
    77
  • 78. Freedom and Responsibility
    Many people say one can’t do it and scale
    But since going public in 2002, which is traditionally the beginning of the end for freedom, we’ve increased talent density and employee freedom substantially.
    78

     
     
  • 79. Summary of Freedom and Responsibility:
    Minimize Rules.
    Inhibit Chaos With Ever More High Performance People.
    Flexibility Is More Important Than Efficiency In The Long Term.
    79
  • 80. “If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead teach them to yearn for the vast and endless sea.”
    -Antoine De Saint-Exupery,
    Author of The Little Prince
    *translation uses ‘people’ instead of ‘men’ to modernize
    80
    We believe that …
  • 81. The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people
    81
    We believe in Empowerment
    It’s about
    Context, not Control
  • 82. Context not ControlProvide the insight and understanding to enable sound decisions
    Context
    Strategy
    Metrics
    Assumptions
    Objectives
    Clearly-defined roles
    Knowledge of the stakes
    Transparency around decision-making
    Control
    Top-down decision-making
    Management approval
    Committees
    Planning and process valued more than results
    82
  • 83. Exceptions
    Control can be important in emergency
    No time to take long-term capacity-building view
    Control can be important when someone is still learning their area
    Takes time to pick up the necessary context
    Control can be important when you have the wrong person in a role
    Temporarily, no doubt
    83
  • 84. Managers: When one of your talented people does something dumb, don’t blame them.
    Instead, ask yourself what context you failed to set.
    84
  • 85. Managers: When you are tempted to “control” your people, ask yourself what context you could set instead.
    Are you articulate and inspiring enough about goals and strategies?
    85
  • 86. Good Context
    Link to company/functional goals
    Relative priority (how important/how time sensitive)
    Critical (needs to happen now), or…
    Nice to have (when you can get to it)
    Level of precision and refinement
    No errors (credit card handling, etc.), or…
    Pretty good/can correct errors (website), or…
    Rough (experimental)
    Key stakeholders
    Key metrics/definitions of success
    86
  • 87. Why Managing Through Context?
    High performance people will do better work if they understand the context
    87
  • 88. Investing in Context
    This is why we are so open internally about strategies and results
    88
  • 89. Highly Aligned, Loosely Coupled
    Three Models of Corporate Teamwork
    Tightly-Coupled Monolith
    Independent Silos
    Highly Aligned, Loosely Coupled
    89
  • 90. Tightly-Coupled Monoliths
    Senior management reviews and approves nearly all tactics
    Lots of x-departmental buy-in meetings
    Keeping other groups in agreement has equal priority with pleasing customers
    Mavericks get exhausted trying to innovate
    Highly coordinated through centralization, but very slow, and slowness increases with size
    90
  • 91. Independent Silos
    Each group executes on their objectives with little coordination
    Work that requires coordination suffers
    Alienation and suspicion between departments
    Only works well when areas are independent
    E.g. GE: aircraft engines and Universal Studios
    91
  • 92. The NA Sales Choice
    Tightly-Coupled Monolith
    Independent Silos
    Highly Aligned, Loosely Coupled
    92
  • 93. Highly Aligned, Loosely Coupled
    Highly Aligned
    Strategy and goals are clear, specific, broadly understood
    Team interactions are on strategy and goals rather than tactics
    Requires large investment in management time to be transparent and articulate and perceptive and open
    Loosely Coupled
    Minimal cross-functional meetings except to get aligned on goals and strategy
    Trust between groups on tactics without previewing/approving each one – groups can move fast
    Leaders reaching out proactively for ad-hoc coordination and perspective as appropriate
    Occasional post-mortems on tactics necessary to increase alignment
    93
  • 94. Highly-Aligned Loosely Coupled teamwork effectiveness is dependent on high performance people and good context
    Goal is to be
    Big and Fast and Flexible
    94
  • 95. We believe that …
    Pay Top of Market is Core to High Performance Culture
    One outstanding employee gets more done and costs less than two adequate employees
    We endeavor to have only outstanding employees
    95
  • 96. Three Tests for Top of Market for a Person
    What could person get elsewhere?
    What would we pay for replacement?
    What would we pay to keep person?
    If they had a bigger offer elsewhere
    96

  • 97. Employee Success
    It’s pretty ingrained in our society that the size of one’s raise is the indicator of how well one did the prior year – but at CA there are other factors too – namely, the outside market
    In our model, employee success is big factor in comp because it influences market value
    In particular, how much we would pay to keep the person
    But employee success is not the only factor in comp, so the linkage of prior year performance to raise size is weak
    97
  • 98. Good For Each Employee To Understand Their Market Value
    It’s a healthy idea, not a traitorous idea, to understand what other firms would pay you, by interviewing and talking to peers at other companies
    Talk with your manager about what you find
    Minor exception: interviewing with groups that directly compete with CA, because their motive is in part confidential information
    98
  • 99. In some time periods, in some groups, there will be lots of opportunity and growth at CA
    Some people, through both luck and talent, will have extraordinary career growth
    99
    Promotions & Development
  • 100. Baseball Analogy: Minors to Majors
    Very talented people usually get to move up, but only true for the very talented
    Some luck in terms of what positions open up and what the competition is
    Some people move to other teams to get the opportunity they want
    Great teams keep their best talent
    Some minor league player keep playing even though they don’t move up because they love the game
    100
  • 101. CA Doesn’t Have to be For Life
    In some times, in some groups, there may not be enough growth opportunity for everyone
    In which case we should celebrate someone leaving for a bigger job that we didn’t have available to offer them
    If that is what the person prefers
    101
  • 102. Two Necessary Conditions for Promotion
    Job has to be big enough
    We might have an incredible manager of something, but we don’t need a director of it because the job isn’t big enough
    If the incredible manager left, we would replace with manager, not with director
    Person has to be a superstar in current role
    Could get the next level job here if applying from outside and we knew their talents well
    Could get the next level job at peer firm that knew their talents well
    102
  • 103. Timing
    If manager would promote employee to keep them if employee were thinking of leaving, manager should promote now, and not wait
    Both tests still have to be passed
    Job big enough
    Superstar in current role
    103
  • 104. Development
    We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning colleagues and giving them big challenges to work on
    Mediocre colleagues or unchallenging work is what kills progress of a person’s skills
    104
  • 105. Individuals should manage their own career paths, and not rely on a corporation for planning their careers
    Like retirement planning – safer as individual responsibility
    105
  • 106. Individual’s economic security is based upon their skills and reputation
    We try hard to consistently provide opportunity to grow both
    106
  • 107. Why is culture important?
    What is our culture trying to support?
    107
  • 108. Culture is How a Firm Operates
    What practices give CA the best chance of continuous success for many generations of technology and people?
    108
  • 109. Continuous Success =
    Continuous growth in revenue, profits and reputation
    109
  • 110. Need a culture that supports rapid innovation and excellent execution
    110
    Both are required for continuous growth
    There is tension between these two goals; between creativity and discipline
  • 111. Need a culture that supports effective teamwork of
    high-performance people
    111
    High performance people and effective teamwork can be in tension also – stars have strong opinions
  • 112. Need a culture that avoids the rigidity, politics, mediocrity, and complacency that infects most organizations as they grow
    112
  • 113. This slide deck is our current best thinking about maximizing our likelihood of continuous success
    113
  • 114. Our culture is a work in progress
    Every year we try to refine our culture further as we learn more
    114
  • 115. The End
    115