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Plugged-In Management for Cypress
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Plugged-In Management for Cypress

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Half-day workshop. Excellent examples from groups working on projects.

Half-day workshop. Excellent examples from groups working on projects.

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  • Rather than define them in words, let define them through a game
  • The joy of something like an iPhoneMany people say that the great success of Apple is do to the tight integration of their hardware and services and how they work with, rather than against us."iPhone 4 32GB Black" by Yutaka Tsutano (www.flickr.com/photos/ivyfield/4731067532) CC by 2.0, Derivative (?)http://www.flickr.com/photos/ivyfield/4731067532Cropped left and right sides, blank space
  • 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
  • 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
  • My own book, Plugged-In is about how we mix together people, technology, and organizational process 3 Dimensions – PTO – some of you may know this as sociotechnical systems design3 Practices3 Levels
  • No single technology tool can be a success, no single organizational practice change can be a success. We need to design our work as systems.We’ve known this since the 1950s if not before. Some No Silver (Magic Bullets)The interviews and research I’ve done suggest that there are three practices that plugged-in managers follow:Stop-Look-Listen: Be reflective about your needs and options, then listen to feedback as you take your first steps.Mixing: Create an alignment of people, technology tools, and organizational process that works for the given situation.Sharing: Practicing plugged-in management in public through modeling, being explicit about your methods, mentoring others as they try the plugged-in approach on their own.
  • 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
  • 30” tube – Proponents of traditional MRI say that claustrophobia related to the size of the tube in “not a big deal” even though enough concerns were voiced by patients to prompt the creation of open-sided MRIs. At least at the time, around 1995 there were performance differences – a technology dimension – but these could be traded-off against physical size and feelings.
  • Some individual contributors, managers, and organizations – just get that silver bullets won’t work – they are plugged-in. A couple of examples:
  • 3 Dimensions People, Technology, Organizational process, 3 practicesThe interviews and research I’ve done suggest that there are three practices that plugged-in managers follow:Stop-Look-Listen: Be reflective about your needs and options, then listen to feedback as you take your first steps.Mixing: Create an alignment of people, technology tools, and organizational process that works for the given situation.Sharing: Practicing plugged-in management in public through modeling, being explicit about your methods, mentoring others as they try the plugged-in approach on their own.Providence shared through talking with their peers and the pressZappos by creating an entire arm of training outreach ZapposInsights.
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • In Teams – Decide if you want to change any of your marks – new marks on the left…3 Dimensions People, Technology, Organizational process, 3 practicesThe interviews and research I’ve done suggest that there are three practices that plugged-in managers follow:Stop-Look-Listen: Be reflective about your needs and options, then listen to feedback as you take your first steps.Mixing: Create an alignment of people, technology tools, and organizational process that works for the given situation.Sharing: Practicing plugged-in management in public through modeling, being explicit about your methods, mentoring others as they try the plugged-in approach on their own.Providence shared through talking with their peers and the pressZappos by creating an entire arm of training outreach ZapposInsights.
  • 3 Dimensions People, Technology, Organizational process, 3 practicesThe interviews and research I’ve done suggest that there are three practices that plugged-in managers follow:Stop-Look-Listen: Be reflective about your needs and options, then listen to feedback as you take your first steps.Mixing: Create an alignment of people, technology tools, and organizational process that works for the given situation.Sharing: Practicing plugged-in management in public through modeling, being explicit about your methods, mentoring others as they try the plugged-in approach on their own.Providence shared through talking with their peers and the pressZappos by creating an entire arm of training outreach ZapposInsights.
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • Stop-look-listen = recognition
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • Just like these ingredients on their own don’t make a chocolate chip cookiehttp://www.flickr.com/photos/14657061@N00/5606687561/sizes/m/in/photostream/
  • The joy of something like an iPhoneMany people say that the great success of Apple is do to the tight integration of their hardware and services and how they work with, rather than against us."iPhone 4 32GB Black" by Yutaka Tsutano (www.flickr.com/photos/ivyfield/4731067532) CC by 2.0, Derivative (?)http://www.flickr.com/photos/ivyfield/4731067532Cropped left and right sides, blank space
  • Keith Glynn & Tony HsiehMoved away from drop shipping as they realized that their entire strategy should be built around Wow! Customer service.Eventually this led to them running their own fulfillment center right next to UPS in Kentucky – It’s all about reliability and speed.Random storage of items on human-sized racks – random so people can quickly differentiate the product they are looking for as they reach the location.Each item is individually marked with a license plate number so it can be tracked as it goes and and if it comes back.Employee excursions from HQ to the Fulfillment center are vice versa
  • Moved away from drop shipping as they realized that their entire strategy should be built around Wow! Customer service.Eventually this led to them running their own fulfillment center right next to UPS in Kentucky – It’s all about reliability and speed.Random storage of items on human-sized racks – random so people can quickly differentiate the product they are looking for as they reach the location.Each item is individually marked with a license plate number so it can be tracked as it goes and and if it comes back.Employee excursions from HQ to the Fulfillment center are vice versa
  • Zappos.comAmazon.comLL BeanOverstock.comLands’ EndNational RetailFederation
  • Nurse Judy and the Cardiac critical care teamScheduled bi-pass4-6 hoursWent on a field trip to see about bringing care to the patientChanged the technology,the training, and the shifts, expected that this would be better for patient & familyCNO Kim WilliamsDr. Brevig
  • Think about how many blood pressure checks and hospital meals their patients avoid
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • Sharing
  • 3 Dimensions, 3 practices
  • 3 Dimensions, 3 practices
  • 3 Dimensions, 3 practices
  • Call to action: I'd love you to read the book, I'd love you to review the book, I'd love you to subscribe to the blog, but more importantly I hope you will use and share these ideas to leverage what we do here.

Plugged-In Management for Cypress Plugged-In Management for Cypress Presentation Transcript

  • Plugged-In ManagementProf. Terri GriffithTerriGriffith.com
  • Plugged-InorDisconnected
  • AP Photo/Charles Rex Arbogast
  • http://www.flickr.com/photos/calliope/223220955/
  • http://openmriofne.com/index_large.htm
  • Zappos Warehousehttp://www.examiner.com/article/the-zappos-approach-to-employee-meetings
  • Scenarios
  • http://www.flickr.com/photos/calliope/223220955/
  • http://openmriofne.com/index_large.htm
  • IndividualsManagersOrganizations
  • WorkTeamsOrganizations
  • Plugged-In Managers See:
  • Plugged-In ManagersAllow for:
  • 3 Practices ofPlugged-In Managers
  • StopLookListen
  • AP Photo/Charles Rex Arbogast
  • Mixing
  • Some rights reserved by advencap
  • Zappos WarehouseTerriGriffith.com/blog
  • #1
  • http://www.flickr.com/photos/yto/6008588712/
  • Sharing
  • FacilitationScenario
  • 00.511.522.533.544.5Be clear with stakeholdersthat all formal meetings willbe held face-to-face.Discussion between meetingsis supported by technologywith voting, chat, andcollaborative documents withpre-set templates.Face-to-facepresentations, discussion, andvoting will be used to makeyour decisions. Stakeholderswith prior experience willshare their methodologiesand best practices.Virtual collaboration will beused for each stage. Formalmeetings will be held usingthe online meeting tools andcommunication in-betweenmeetings will be by electronicvoting and other collaborationtools.Highlight technology andorganizational options. Havestakeholders identify theircommunication andcollaboration preferences andrestrictions. First meeting isface to face and next stepswill be determined there.Schedule a conference call forall stakeholders. Ask peoplefrom prior projects to sharetheir experiences. Hold a voteduring this call to determinehow the group willcollaborate.ExpertsNovices
  • CollaborationScenario
  • 00.511.522.533.54Let each employee decide forhim or herself which featuresto make active. Employeescan make adjustments at anytime. Teams can makeadjustments as they workthrough different stages oftheir projects.Take a viral approach to theimplementation of the newtool. Make all the featuresavailable to everyone in theorganization. Tell two of thecompanys top collaborationleaders about the tool and letthem spread word.Provide detailed on-linetraining covering all thefeatures and uses. Leave allthe options available. Whenan employee logs on, they willpick either "novice" or"advanced" view so they seeexpertise-appropriate options.Activate the file sharing anddiscussion features of thetool. Cover uses of file sharingand discussion in face-to-faceand on-line training. Holdmore training and activateother features after theemployees have experience.Provide detailed training onfile sharing and discussion.Cover use cases for filesharing and discussion. Aftersix months, review of the filesharing and discussionfeatures and consider newfeatures and uses.ExpertsNovices
  • SocialNetworkScenario
  • 00.511.522.533.544.55Contact the service rep andask him to stop until youvehad a chance to clear thisapproach with the companyinformation technologysecurity department. Alsocontact the marketingdepartment and ask forguidance.Organize and train a team ofcustomer service reps to helpthe first service rep as publicinterest grows. Have this teamcreate guidelines and toolsfor other areas of theorganization to use.Add a computer monitoringtool to keep track of thecustomer and service repactivities on public socialmedia sites. Create anautomated policy messagethat posts each time anemployee goes to a socialmedia site.Take a "wait and see"approach. See if newtechniques are developed andwhat happens to thecustomer satisfaction ratings.Encourage other reps to trynew techniques.Create a technology systemthat automatically blocksaccess to social media sitesfrom company computers. Anautomated message willappear on employeecomputer screens if they tryto access social media sites.ExpertsNovices
  • ManagementConsultingScenario
  • 00.511.522.533.544.5Move up the pace of theworkflow automationimplementation. Use the pre-configured templatesprovided by the technologyvendor. These templatesinclude a full set of back-officebanking tools and the abilityto train employees using testdata from similarImplement the workflowtechnology given your bestanalysis of how the workshould be done and based onyour extensive history withsimilar organizations. Providetraining on how to use thenew tools effectively and givecase examples of how otherbanks haTurn over the ultimate designand implementation of theworkflow automation tool andprocess to a group ofemployees. They have heardthe assessment that there isno creativity or motivation inthe bank and so understandthe difficulties they face.Put the technology adoptionon hold. Work with a subsetof the back office employeesand salespeople viaworkshops on workflow andorganizational process.Facilitate their decisionmaking around new ways ofdoing this work, but let themdrive the decisionEngage a recruiter to help youhire five loan processingemployees from yourcompetitor where a similarimplementation has alreadybeen successful. Implementworkflow management as ithas been done in theirorganization. Provide trainingto match this proExpertsNovices
  • ChinaScenario
  • 00.511.522.533.54Break the project down intotightly defined pieces forwhich clear start and finishmetrics can be identified.Have small teams made up ofeither all United States or allChina employees work on thetightly defined pieces andassemble at the end.Let the workflow and processemerge based on theexperience and training of theengineers. Have meetings atimportant milestones whereyou assess the currentmethods and considerwhether changes should beimplemented.Require a “level playingfield.― All team memberswill telecommute (work fromhome) and use thecompany’s sophisticatedtechnology tools to share andcommunicate the work.Everyone is working from thesame location -- the Internet.Create sub-teams withengineers from both theUnited States and China. Givethese sub-teams tightlydefined projects; then putthem all together at the end.Use video conferencing andsmall group trips between thefull-team meetings.Create one team consisting ofall the engineers at bothlocations. Give responsibilityfor the whole project to thesingle team, but let sub-groups emerge. Give the teama budget that they can use tofund travel orcommunications tools.ExpertsNovices
  • MergerScenario
  • 00.511.522.533.544.55Bring togetherrepresentatives from thedifferent functions of the twocompanies. Give them abudget, a target requestedtime frame, informationabout the square footage youhave, and the phone numbersof the top facilities andcollaboration consultants.Buy the "Innovation System"furniture set from the worldleader in innovative officespace furnishings. This systemof furnishings has beenwritten up in your industrystrade magazines and is beingused at a competing firm thatyou see as having the mostWork with a merger specialistwho has helped many othercompanies your size mergeeffectively. Work with thespecialist to create a mergertaskforce made up leadersfrom each of the functionalareas from bothorganizations. Spend themajority of your deciForm a taskforce with peopleelected from each of thefunctional areas of bothorganizations. Share themerger goals with the wholenew organization and haveemployees submit officedesigns to support the goals.Select office systems thatboth support thUse a merger and officeinteriors specialist to assessthe new work space and newways of working. Have topmanagement from both themerging companies decidewhere different employeeswill have their offices. Createa system that that is bothefficient anExpertsNovices
  • PeopleTechnologyOrganization
  • Stop-Look-ListenMixingSharing
  • FasterEasier to ImplementMore Effective
  • One More Scenario
  • BUILDER
  • -10 --- 0 --- +10
  • Your Situation
  • TerriGriffith.comThePluggedInManager.comTerriGriffith