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The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
The Networked Organization - The New Foundation for High-Performance
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The Networked Organization - The New Foundation for High-Performance

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Everything about work is changing in the 21st Century. Global businesses are facing the biggest transformation of workforce and productivity management since 1850, at the dawn of command and control …

Everything about work is changing in the 21st Century. Global businesses are facing the biggest transformation of workforce and productivity management since 1850, at the dawn of command and control as the norm for managing organizations.

This presentation shares why such transformation happening, and case study examples of success, including a sample deployment timeline.

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  • 1. The NetworkedOrganization:
    The New Foundation for High-performance
    Polly PearsonVP Employment Brand & Strategy EngagementEMC Corp
  • 2. $18B
    $14.8B
    $14B
    $13.2B
    $11.2B
    $9.7B
    $8.8B
    $8.2B
    $7.09B
    $6.7B
    $6.2B
    $5.44B
    $4.0B
    $2.9B
    $2.3B
    $1.9B
    $1.4B
    $780M
    $385M
    $260M
    $190M
    ‘04
    ‘05
    ‘06
    ‘07
    ‘00
    ‘01
    ‘02
    ‘90
    ‘91
    ‘92
    ‘93
    ‘94
    ‘95
    ‘96
    ‘97
    ‘98
    ‘99
    ’03
    ‘08
    ‘09
    ’10e
    A Bit about EMC and Transformation
  • 3. EMC in 2006
    What approach should we take?
    Employeerecruitment
    and
    engagement
    Globalization,
    diversity
    and
    inclusion
    Internal
    productivity,
    collaboration
    and
    innovation
    External
    productivity,
    collaboration
    and
    innovation
    Mgmt
    style
    Career
    Dev.
    “Not hot in the hallways”
    “Buttoned-down, old-school”
    “ I don’t know the strategy of the VP in the office next door.”
    “Are we Mass-based, or are we Global?”
    “I feel left out of the meeting.”
  • 4. From:
    To:
    Silos
    Command & control
    Single skill
    Meet the need
    Short-term
    Cross-functional
    Connected
    Broad business knowledge
    Scalable
    Balance of short- and long-term
    “me”
    “WE”
    The second important skill for our successful leaders is to have the courage to change.
    We’re still changing as a company. This is the model we know we have to deploy to be considered in the upper echelon of vendors.
    Our customers want us to make everything work seamlessly for them. To be One EMC. To be strategically relevant.
    Now, as we go through such changes not everyone comes along —even with coaching, development, inclusion and restricted shares!
    Casualties are unfortunate but necessary. We must show our courage to change.
    2006
  • 5. The Transformation.
  • 6. Backdrop: The Move Awayfrom the Industrial Era Model
    “Command & Control”
  • 7. “Connection & Collaboration”
    To the Networked,Knowledge Era Model
    Hierarchy of Employee Traitsfor the Creative Economy
    Passion
    Creativity
    Initiative
    CannotCommand(won’t commoditize)
    Intellect
    Diligence
    Obedience
    Commodities
    Illustration: Gary Hamel
    “Leadership at Every Level”
  • 8. Hierarchical
    Connected & Collaborative
    From Command to Connection
    Assigned roles andresponsibilities
    Applied, shared interests
    and passions
    PURE
    GOLD!
  • 9. — Dr. John Sullivan
    “. . . and those on the inside will know that this is the ultimate place to be.”
    • Polly Pearson
    For Smart Talent,“Work” is a B2C Proposition
  • 10. Jump-starting the Journey to the High Performance,Connected Organization
  • 11. Everyone
    Has a
    Voice
    Today:
    170+ communities; >70% of the workforce registered and active
    Internal, Voluntary 2.0 Network . . .perspective and behavior begin to shift
  • 12. The Community Brings Genuine Brand Values to Life: Innovation
  • 13. Free.
    People Become More Connected with the Strategy, Culture, and One Another
  • 14. People Begin To Share More
    “Day in the Life”
    Photo Sharing
    Event
    Hundreds photos
    shared from employees in Russia, Japan, Utah, Boston, and more
    Free.
  • 15. Personal Stories from EMCWorking “Moms”
    15 countries
    96 women
    1 man
    And a living blog:
    www.workingmotherexperience.com
    “The Working Mother Experience” BookEMC.com; http://www.workingmotherexperience.com
    . . . and, Courageously, Even More
  • 16. Today:
    Dozens of bloggers; hundreds of micro-bloggers
    And thousands of employees
    who suddenly feel
    welcomed to share
    that they care
    Free.
    Organic Brand Ambassadors Emerge:Home Grown, Enthusiastic, Expert Voices
  • 17. Ambassadors Engage with Customers, Developers, and Partners
    Building relationships
    Honoring “rock stars”
    Developing products
    Increasing revenue
    Improving service
    Reducing support costs
    Providing certification on products
    Building loyalty
    Free.
  • 18. “100 Job Search Tips” eBook
    Free.
    AmbassadorsEngage with Prospective Talent
  • 19. Internal “reality TV”
    Free.
    Executives Catch On – Sharing with a Genuine, Human Voice
  • 20. © Copyright 2010 EMC Corporation. All rights reserved.
    20
    The real magic happens in the “Unofficial” Engagement
  • 21. “Constructive ideas to save money?”
    • 400 + ideas
    • 22. 30,000 + views
    • 23. CFO reporting back
    • 24. Ideas being put to use; employees feel heard
    • 25. Company saving money
    Free.
    Connecting with the BottomLine
  • 26. Innovation Idea Contest“The Country Cup”
    Grass Roots Global
    • Peer votingfosters connection with others, ideas
    • 27. “Country Cup”competition adds spark
    Free.
    Connecting with Innovation
  • 28. Free.
    Connecting with Hope
  • 29. Free.
    Connecting with FutureEmployees:“Why I work at EMC”
  • 30. Free.
    25
    Connecting with Customers
  • 31. EVP of HR interviewing . . .
    new executive hire . . .
    on YouTube!
    Connecting with the Story
    Free.
  • 32. Free.
    Expanding Your Network to Millions
  • 33. Facebook: EMC Careers
    TWITTER: EMC Careers
    Blogs
    Facebook
    Twitter
    YouTube
    Blogs on EMC Culture & Careers
    Free.
    Engagement Opportunities Become Like Viral Fly Paper
  • 34. 29
  • 35. Growth in employee productivity
    $80,000–120,000additional revenue per month
    Recruitmentcosts 55% lower
    $3,800more profitsper employee
    $18,600more market valueper employee
    Highercustomer loyalty
    Higherprofitability
    Fortune 500 Companies withEngaged Employees Report:
    Source: Impact of Engaged Employees on Business Outcomes. Ongoing Employee Engagement Research, Hewitt Associates
  • 36. Quiz: Commitment Drivers
    Which do you think are the top 5 satisfiers for employees today?
    ____ High pay
    ____ Good benefits
    ____ Social, environmentalresponsibility
    ____ Product quality
    ____ Collegial work environment
    ____ The right people get recognized and promoted
    ____ “Great employer” recognition
    ____ Ethics and integrity
    ____ Empowerment; ability to innovate
    ____ Recognition
    ____ Skill and career development
    ____ Treated with respect;people management
    ____ Interesting work;job/skills alignment
    Source: EMC Corp; Corp Exec Board
  • 37. Quiz: Commitment Drivers
    Which do you think are the top 5 satisfiers for employees today?
    ____ High pay
    ____ Good benefits
    ____ Social, environmentalresponsibility
    ____ Product quality
    ____ Collegial work environment
    ____ The right people get recognized and promoted
    ____ “Great employer” recognition
    ____ Ethics and integrity
    ____ Empowerment; ability to innovate
    ____ Recognition
    ____ Skill and career development
    ____ Treated with respect;people management
    ____ Interesting work;job/skills alignment
    Source: EMC Corp; Corp Exec Board
  • 38. 33
    Results: Snapshot
  • 39. Additional
    revenue
    Better RecruitmentVolume and Speed
    Higher
    Employee
    Engagement
    Additional
    Innovation
    Highercustomer engagement
    Additional
    profit
    More Market
    Value per
    Employee
    More +
    More Favorable
    Media Coverage
    EMC’s ROI
  • 40. 95%
    93%
    92%
    Personal
    Satisfaction
    Enjoy
    Co-workers
    Manager
    Integrity
    *Based on 30,827 responses from 92% of employees
    Employee Survey Results*
  • 41. RECORD
    Employee
    Satisfaction
    and
    Motivation
    Ratings
    Customer
    Satisfaction
    Ratings
    Revenue
    Cash Flow
    Innovation
    and
    Market Share
    Best Place
    To Work
    Awards
    RESULTS
    EMC’s 2009 Score Card
  • 42. Key Elements “Lessons” in Our Journey (so far)
    Inside out
    Get good behind the firewall, then go outside
    A “coalition of the willing”
    Cross-functional, global – and at all levels of the organization
    Clearly defined “corporate champions”
    All initiatives need a “face” and a “voice”
    The “3 Es” – Enablement, Empowerment and Encouragement
    avoid corporate mandates
    Lightweight governance
    Use it sparingly, (e.g., “guidelines” vs. “policies”)
    Celebrate and promote successes
    Increases the velocity of change in the organization
    Have patience
    It takes time for perceptions and behaviors to change
  • 43. Your Photo Goes Here.
    What the journey could look like.
  • 44. 2010
    2011
    2012
    2013
    Something
    in the Air
    Reverse Mentorsfor BOD& Top Execs
    BOD & CEOAir Cover
    Explore & Listen
    BOD Share Notes
    Big Gun Champion Assigned“CommandComm”
    Marketing, HR + IT Connect
    “WorkforceProficiency”
    InternalEnthusiasts
    Internal Network “launch”
    Rolling purchase of software seats
    Lunch & Learns
    Viral evangelism: WIIFY, Peer mentoring
    Communities grow
    Trust Builds
    “Rock stars” discovered
    Employees Go External
    “Blog Corps Groomed”
    Investment Idea “Flow”
    2.0 Behavior among managers & execs
    Flattened Escalation;Heightened Decision Making Ability Lowered Cost Structure Connected Workforce
    Connected Supply Chain
    Connected with Customers
    Destination for top talent – “cool”
  • 45. New Tricks
    Lead with Trust100% of your employees are adults; 99.9% do not want to be fired
    Listen to the conversations and tone of web 2.0 behaviorSupportive, collaborative, peer-to-peer mentoring, idea rich
    Shareinformation openly internally; question why not share this? Why not ask the company community help with this?
    . . . and watch people be inspired, while they help you!
  • 46. Some Observations: The Big Border Disappearing Act
    Employees
    Customers,Prospects, Communities
    Ideas
    Innovation Success
    HierarchiesGeographiesAgeRaceDegrees
    Leadership & Action
    We are at a rare inflection point in business,similar to the dawn of the industrial era.
  • 47. STAY IN TOUCH.
    BLOG: http://www.pollypearson.com
    EMAIL: pearson_polly@emc.com
  • 48. Appendix
    EMC’s Timeline
  • 49. 2006
    2007
    2008
    2009
    Something
    in the Air
    Research: Tools & Culture
    InternalEnthusiasts
    Marketing, HR + IT Connect
    “WorkforceProficiency”
    EMC| ONE “soft launch”
    Rolling purchase of software seats
    Lunch & Learns
    Viral evangelism: WIIFY, Peer mentoring
    Communities grow
    “Rock stars” discovered
    Employees Go External
    “Blog Corps”
    Record Employee Engagement, Profit, and Revenue
    2.0 Behavior among managers & execs
    EMCers Top Industry Blog Ranks
    EMC Ranked World Most Admired Company + Top Social Brand
    EMC|ONE: 50%+ of employee population active, 160+ communities
    Facebook & Twitterrecognized as a business tool

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