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Driving a High Performance Culture

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My presentation at the 2nd Jeddah HR Forum www.saudihrweek.com.

Published in: Leadership & Management

Driving a High Performance Culture

  1. 1. Badr Al Badr Managing Director, Cisco Smart+Connected Communities, Asia and Africa 5/5/2010 ©2010 Badr Al Badr 1
  2. 2. Agenda  What is culture  What is high performance culture  The 3 pillar model  Culture -> Performance  Leadership  Motivation  Structure 5/5/2010 ©2010 Badr Al Badr 2
  3. 3. What is Corporate Culture? cul·ture: the set of shared attitudes, values, goals and practices that characterizes a company or corporation. -Webster’s Dictionary © 2009 Guidon Performance Solutions, LLC. 5/5/2010 ©2010 Badr Al Badr 3
  4. 4. How is corporate culture formed?  Culture is represented in the norms and unwritten rules that guide employee actions  Corporate cultures are shaped by a variety of influences  nature of the business  geography  fingerprints of the company founders, current leaders and associates  Culture “happens” but can be changed © 2009 Guidon Performance Solutions, LLC. 5/5/2010 ©2010 Badr Al Badr 4
  5. 5. The Power of Culture  Power has a significant impact on a firm's long-term economic performance.  Low-performance cultures develop easily, even in firms full of intelligent people.  Although tough to change, corporate cultures can be made more performance-enhancing. 5/5/2010 ©2010 Badr Al Badr 5
  6. 6. What is a high performance culture? "A physical or virtual environment designed to make workers as effective as possible in supporting business goals and providing value.” -Gartner 5/5/2010 ©2010 Badr Al Badr 6
  7. 7. What does it mean?  Accountability, innovation, focus, urgency, and responsiveness.  Results-oriented culture based on measurements and incentives  people are held accountable for the goals they set and are recognized and rewarded. 5/5/2010 ©2010 Badr Al Badr 7
  8. 8. Performance Leadership Structure Motivation Culture 5/5/2010 ©2010 Badr Al Badr 8
  9. 9. Market Share Leadership Security Digital Video: IPTV Switching: Modular/Fixed 100% 100% 100% 80% 80% Cisco/SA 65% 80% Cisco/SA 70% 60% 35% 60% 60% 40% Cisco 40% 40% 20% 20% 20% 0% 0% 0% Voice Wireless: LAN Storage: Area Networks 100% 100% 100% 80% 80% Cisco 54% 80% 60% 60% 60% 28% 40% Cisco 40% 40% 24% 20% 20% 20% Cisco 0% 0% 0% Routing: Edge/Core/Access Networked Home Web Conferencing 100% 100% 100% 80% 80% 80% Cisco Linksys 45% 50% 60% 57% 60% 60% 40% 40% 40% 20% 20% 20% Cisco/WebEx 0% 0% 0% 5/5/2010 ©2010 Badr Al Badr 9
  10. 10. Market Share Leadership 35% 65% 70% 24% 50% 57% 67% 54% 45% 70% 35% 28% 28% 54% 24% Only company with leadership across all segments 57% 45% 50% 5/5/2010 ©2010 Badr Al Badr 10
  11. 11. Employee satisfaction leadership  Surveys show that Cisco is considered a best workplace for almost every location in the world  #1 Best Work Environment in Saudi: 2008, 2009  In 2009 on top 10 lists of best workplaces in:  India, Turkey, Austria, Belgium, Denmark, Finland, France, Germany, Netherlands, Spain, Portugal, Sweden, Switzerland, USA. 5/5/2010 ©2010 Badr Al Badr 11
  12. 12. 1/3 culture 1/3 sales engineering employees …are our competitive 1/6 service advantage 1/6 other 63K+ 165+ 450+ employees countries offices 5/5/2010 ©2010 Badr Al Badr 12
  13. 13. Cisco culture  Continuous Improvement/Stretch Goals  Profit Contribution (Frugality)  Teamwork  Fun  Drive Change  Empowerment  Open Communication 5/5/2010 ©2010 Badr Al Badr 13
  14. 14. Leadership Leadership  Role modeling  Alignment with vision  Leadership model: C-LEAD  Delegation & Empowerment  Open communication 5/5/2010 ©2010 Badr Al Badr 14
  15. 15. Role Modeling “The culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate. You change the culture of a company by changing the behavior of its leaders.” Larry Bossidy Former CEO, Honeywell 5/5/2010 ©2010 Badr Al Badr 15
  16. 16. Alignment  Connecting the employee to the company’s vision and mission  Linking individual and team goals to the vision and mission 5/5/2010 ©2010 Badr Al Badr 16
  17. 17. Leadership in a chaotic world Growing Business Evolving Volume Escalating Increasing Risk Growing Business Leadership Complexity Volume Competency  Geopolitical Increasing Needed to  Business models Customers  “Once-in-a-lifetime” Complexity  opportunities Succeed offerings Portfolio of Orders  Geography in Chaos  Emerging technologies Cases  Customerresiliency  Business segments Escalating  Acquisitions Risk 5/5/2010 ©2010 Badr Al Badr 17
  18. 18. Collaborative leadership model • Working Across Connecting with customers, partners, Boundaries suppliers, and colleagues – across functions as well as geographies to achieve significant • Engaging Others results. • Earning Trust Building Cisco’s capabilities by continuing • Developing Self to develop own and others’ skills. • Developing Others • Demonstrating Passion Delivering exceptional results by building commitment to the business and enabling • Empowering Teams teams to succeed. • Achieving Results Developing bold strategies and the • Shaping Strategy organization’s capability to achieve its objectives. • Building Capability Promoting change and innovation to support • Promoting Innovation Cisco’s strategy and set Cisco apart in the global marketplace. • Leading Change
  19. 19. Application of Leadership Model Recruitment Performance • Interview training • Performance • Hiring process management • Internal talent • Leadership evaluation movement Model as a Foundation Development Assessment • Leadership Series • 360 Assessment • Management Series • Talent Review • Leadership Promotion process • Self assessment
  20. 20. How leadership drives this culture?  Establishes measurement and management systems with strong accountability for results.  Focus on retaining and incenting the best and brightest talent.  Above all, do what is in the best interest of the organization, not just their own team. 5/5/2010 ©2010 Badr Al Badr 20
  21. 21. Structure Structure  Web 2.0 Collaboration tools  Performance management  Reviews: annual, quarterly, monthly, weekly  Matrix management  Talent reviews  Online 360  Pulse surveys 5/5/2010 ©2010 Badr Al Badr 21
  22. 22. Collaboration: Flexibility driving productivity How Cisco Employees’ Work Is Changing  63% of time is spent communicating and collaborating  Collaborative work is more often virtual (35%) than face-to-face (28%) Cisco Technology Enabling Mobile, Collaborative Work “Styles”  56% of work is done away from their Cisco desk  43% have a remote manager  85% telecommute part of the time  24% of work is done from home, 48% outside business hours Mobility Maximizes Productivity and Achieves Work/Life Integration  Average commute time is 1.4 hours a day  Employees report being more productive outside the office  70% would prefer to work from home at least two or more days a week 5/5/2010 ©2010 Badr Al Badr 22
  23. 23. Performance Management  The ongoing process of aligning individual goals to organizational initiatives, as well as assessing results  Rewards programs are aligned assessment  Online tools that enable employees to formally document their goals and accomplishments 5/5/2010 ©2010 Badr Al Badr 23
  24. 24. Performance Management: Goal setting What is Goal Why is it important? Setting?  Drives great  SMART goals performance  Cross-functional and  Establishes alignment organizational and within the business  Time/workload  Empowers employees prioritization to act in an environment of speed,  Alignment to the scale business  Flexible and dynamic 5/5/2010 ©2010 Badr Al Badr 24
  25. 25. Performance Management: Development planning What is it? Why is important?  Development in current  Accelerates individual role performance and growth  Long-term career planning tied to personal  Increases business aspirations performance  Know what it takes to be successful  Joint commitment with employee and manager  Involves ongoing dialog 5/5/2010 ©2010 Badr Al Badr 25
  26. 26. Motivation Motivation  Corporate Social Responsibility provide meaning to work  A good workplace drives motivation  Motivation drives performance 5/5/2010 ©2010 Badr Al Badr 26
  27. 27. Networking Volunteerism Academy we believe community belongs to everyone. Make Every Connection a Green Connection Sustainable Business Practices 5/5/2010 ©2010 Badr Al Badr 27
  28. 28. Employees Are Proud to Work at Cisco Fortune Magazine Great Places to Work 100 Best Companies to work for twelve  Best Employers in Austria, Belgium, consecutive years! Ranked sixth overall Demark, Finland, France, Greece, Ireland, Worlds Most Admired Companies Netherlands, Norway, Portugal, Spain, Sweden, and Switzerland Barron’s 100 most respected companies— Black and Hispanic Engineering ranked tenth overall and IT Magazines Fast Company Magazine Most admired companies for Hispanics  50 Most Innovative Companies Most admired companies for Blacks Human Rights Campaign Working Mother Magazine  Cisco scores 100% on Corporate Equality Index for the fifth time Best Companies for Multicultural Women National Association of Female Hewitt Associates Executives (NAFE) Best Employers in Asia, India and Turkey 5/5/2010 ©2010 Badr Al Badr 28
  29. 29. Who are “best employers”? "best employers" as organizations that care about how people are treated at work, run their businesses with their people top of mind, and have superior business results as a consequence. -Hewitt  According to Hewitt, best employers • excel at making employees feel connected to the business • communicate with employees about the organization's goals • align people and business through performance management • link pay with performance of the individual and the company. 5/5/2010 ©2010 Badr Al Badr 29
  30. 30. Motivated employees drive performance  Expand their expertise in their area as well as to broaden their experience over time.  Each individual is continually improving their own skills and contributions to the organization  Search for more efficient and effective ways of operating, and to look beyond their own area to understand the needs of the overall corporation.  Best employer companies generally have: • higher profitability • higher customer loyalty • lower hiring costs 5/5/2010 ©2010 Badr Al Badr 30
  31. 31. Performance Leadership Structure Motivation Culture 5/5/2010 ©2010 Badr Al Badr 31

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