Improving Connections & Performance


Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Improving Connections & Performance

  1. 1. Improving Connections & Performance:Building a Resilient and Engaged Sourcing Organization<br />August 22, 2010<br />
  2. 2. “I dream, I test my dreams against my beliefs, I dare to take risks, and I execute my vision to make those dreams come true.”<br />
  3. 3. What does every employee dream of? Opportunities!<br />The State of Employee Engagement, BlessingWhite, 2008, pg 13<br />
  4. 4. Opportunities drive engagement<br />Without opportunitiesengagement is difficult.<br />Advancing Careers, Driving Results: Career Development for Business Success, Right Management, 2010, pg 5-6<br />
  5. 5. Engagement increases employee performance<br />*<br />Stakeholder <br />Engagement<br />**<br />Employee Engagement<br />* Employee Engagement – What’s Your Engagement Ratio, Gallup, 2010, pg 7<br />** The State of Employee Engagement, BlessingWhite, 2008, pg 5<br />
  6. 6. So how can weTAP into talentand discretionary effort?... <br />…provide an OUTLET.<br />
  7. 7. Providing an Outlet<br />Provide employees with the opportunityto work together to address organizational needs<br />Channel value delivery towards business areas people are mostpassionate about or interested in<br />Build a stage to allow employees’ contributions to be better recognized<br />Employees should be proactively looking for opportunities <br />to improve the value-add services they provided<br />and be encouraged to act upon their insights with others.<br />
  8. 8. The Programis an ideafor tapping into personal talent and discretionary effort<br />Channelis the frameworkfor enabling the delivery of additional value<br />Talentis the entire set of skills and knowledge each person decides to bringto work<br />Effortis the amount of extra thought and energy put towards applying talent<br /># Employeesis the total number of active participants<br />The Program – tapping DREAMS<br />Outlet = The Program=channel ( talent + effort)^<br />(# employees)<br />Value is driven by applying talent, effort, and employees.<br />Magnitude of value is delivered using channels.<br />
  9. 9. The Program – employee opportunities<br />If every employee had the opportunity to work on their “official” responsibilities and contribute to “unofficial” activities, what could be accomplished? <br /><ul><li>What heights of stakeholder satisfaction could be reached?
  10. 10. What percent of influenced spend could be achieved?
  11. 11. How many additional millions could be saved?
  12. 12. What level of employee engagement could be experienced every day?</li></li></ul><li>The Program – employee opportunities (cont’d)<br />Here’s just a few opportunities employees can contribute to:<br /><ul><li>Finding ways to increase stakeholder understanding of the sourcing process
  13. 13. Benefit: drive engagement, set expectations, clarify assumptions, increase ownership of process
  14. 14. Addressing buyer behavior that limit ability to deliver savings
  15. 15. Benefit: sourcing results are more easily achieved
  16. 16. Developing methods of having contracts written in ways that assist the realization process
  17. 17. Benefit: more time spent on stakeholder relationships and finding value-add opportunities
  18. 18. Establishing communication channels up, down, and sideways
  19. 19. Benefit: informed workforces are better prepared and more likely to perform at high levels</li></li></ul><li>The Program – channeling value (pre project)<br />(continued next slide)<br />This is where the rubber meets the road and determines if The Program creates value.<br />The Program:<br />5 independent rounds<br />May be terminated at any time if critical mass of employees do not contribute<br />Rounds will be 3 months and offset financial quarters by one month<br />Employees submit opportunities before each round<br />Small team collates opportunities into subsets of specific or themed projects<br />Top 5 or 10 projects voted on by employees to determine:<br /><ul><li># employees that think project is good idea (passive participants)
  20. 20. # employees that want to work on project (active participants)</li></ul>Project will only be worked on if 3-5 active participants identified (due to 3 month time limit)<br />Small team announce final list of projects for round<br />
  21. 21. The Program – channeling value (during project)<br />Once projects for round are announced, project teams get organized and start to develop solutions.<br />The Program:<br />Teams define purpose of their project, identify affected audiences, and then brainstorm solutions<br />Single-page summary document of project scope, purpose, audiences, and general approach are placed in central location. Intention of doing this is to:<br /><ul><li>Ensure team has a defined direction
  22. 22. Allow others to view what is conceptually being worked on
  23. 23. Provide visibility into activities that may change passive participants into active participants
  24. 24. Show initial value-add and improve likelihood of organizational support and adoption
  25. 25. Team actions and tasks identified and dispensed
  26. 26. “Democratic leadership style” to be primarily used throughout project (defined on next slide)
  27. 27. During 3 month round teams may poll/survey passive participants interested in their project</li></ul>(continued next slide)<br />
  28. 28. Leadership That Gets Results, Daniel Goleman, Harvard Business Review, 2000, pg 5/7-8<br />The Program – channeling value (project leadership)<br />
  29. 29. The Program – channeling value (audiences)<br />When defining the scope of a project, think about who will be directly affected.<br />
  30. 30. The Program – channeling value (during project)<br />Before 3 month round ends, each team will try to capture value they have worked so hard to create to ensure it can be shared with the rest of the organization. This stage in the process is very important because of the strong and direct influence on adoption.<br />The Program:<br />When capturing value, team will determine best methods to:<br /><ul><li>Store information
  31. 31. Communicate information
  32. 32. Medium – PowerPoint, Word, Web, Excel
  33. 33. Channel – Brown Bag, SharePoint Announcement, Email
  34. 34. Communication plan will be developed based on method of information communication and storage. Aspects to be included in plan may be:
  35. 35. Audiences targeted for communication
  36. 36. Message for audiences; including changes that affect them, why, benefits of change, storage location
  37. 37. Timing for original communications and timeframes for follow-ups (as necessary)
  38. 38. Project documentation compiled into single package:
  39. 39. Communication plan and accompanying documentation
  40. 40. Documents that fully explain solution and how it can be applied (including an executive summary)</li></ul>(continued next slide)<br />
  41. 41. The Program – channeling value (post project)<br />The total magnitude of value from The Program is ultimately delivered during the post project stage.<br />The Program:<br />Team uses communication plan to deliver solution to audiences<br /><ul><li>All communications will be coordinated so they can be timed and batched as appropriate</li></ul>Training sessions held to showcase the team’s work and help early adopters use solution<br />As employees use the solution we will be able share and explore ways to adopt by:<br /><ul><li>Connecting with others who are also using the solution
  42. 42. Posting questions and comments in designated areas
  43. 43. Talking with the original team members to understand thought-process for developing solution</li></ul>Stages of User Adoption<br />100%<br />*<br />75%<br />~30% is often critical mass<br />for maintaining momentum<br />Total Adoption<br />50%<br />25%<br />0%<br />* Diffusion of Innovations, Everett M Rogers, Free Press, 2003; image from Wikipedia; 30% not from book<br />Innovators<br />2.5%<br />Early Adopters<br />13.5%<br />Early Majority<br />34%<br />Late Majority<br />34%<br />Laggards<br />16%<br />
  44. 44. The Program – building a stage<br />Celebrating a job well done!!...<br />The Program:<br />In celebration of successfully completing a round, actively participating employees will be publicly recognized for their thoughtful contributions<br />Team solutions will be housed in a central location as testament to their work and provided as examples of what the organization can accomplish when it works together <br /><ul><li>Team member names will be associated with their solution</li></ul>Central location will function much like Google labs (showcasing solutions from The Program)<br />Each year a vote will take place to determine:<br /><ul><li>Best solution
  45. 45. Best communication plan
  46. 46. Best documented solution
  47. 47. Most creative solution
  48. 48. Most adopted solution from previous year (vote biannually)
  49. 49. Best executed communication plan from previous year (vote biannually)</li></li></ul><li>“I am convinced that there is a scientific approach to this business, and I think we shouldn’t give up until we have found out all we can…not so that we may be able to accomplish the actual, but so that we may have a basis upon which to go into the fantastic”<br />(1935)<br />
  50. 50. Appendix<br />
  51. 51. “The search for better, for more competent men [and women], from the presidents of our great companies down to our household servants, was never more vigorous than it is now.And more than ever before is the demand for competent men [and women] in excess of the supply.”<br />*<br />Frederick Winslow Taylor<br />(1911)<br />* Frederic Taylor is considered the ‘father’ of modern management<br />
  52. 52. Determining performance potential of teams<br />Working group – rely on sum of individual contributions<br />Pseudo-team– individuals work together, but real business issues are superficially glossed over<br />Potential team – members actively involved and real business issues addressed, but with little coordination<br />Real team – members coordinate involvement to address real business issues<br />High-performance team – members maintain high-level of coordination and involvement to address real business issues<br />Team Performance Curve<br />(graph) The Wisdom of Teams: Creating the High-Performance Organization, Katzenbach, Harvard Business Press, 1993 <br />(descriptions)<br />(descriptions)<br />
  53. 53. Competitiveness + Knowledge = Performance<br />Daily work<br />S&P culture<br />S&P history<br />Strategic Supply Chain Management: Improving Performance Through a Culture of Competitiveness and Knowledge Management,Hult, Strategic Management Journal, 2007<br />Competitiveness alone is not enough. It must be coupled with learning.<br />
  54. 54. Developing social networks<br />Social Computing Upends Past Knowledge, Brown, Forrester Research, March 2007<br />
  55. 55. Ten Faces of Innovation<br />Anthropologist- extremely good at reframing a problem in a new way [and has] the ability to "see" things that have gone unnoticed<br />Experimenter- invites others to collaborate, while making sure that the entire process is saving time and money<br />Cross-Pollinator- draws associations and connections between seemingly unrelated ideas or concepts to break new ground<br />Hurdler- problem-solver who gets a charge out of tackling something that's never been done before<br />Collaborator- person who truly values the team over the individual<br />Director- has an acute understanding of the bigger picture, with a firm grasp on the pulse of their organization<br />Experience Architect - person relentlessly focused on creating remarkable individual experiences [by turning] something ordinary into something distinctive<br />Set Designer - looks at every day as a chance to liven up their workspace. They promote energetic, inspired cultures by creating work environments that celebrate the individual and stimulate creativity.<br />Storyteller- captures our imagination with compelling narratives of initiative, hard work, and innovation<br />Caregiver- is the foundation of human-powered innovation. Through empathy, they work to understand each individual customer and create a relationship.<br />The Ten Faces of Innovation, Thomas Kelley, Doubleday, 2005; excerpts above from<br />
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.