Synergy & Distributed Leadership Brochure


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Synergy & Distributed Leadership Brochure

  1. 1. Distributed Leadership and Team Management in environments of uncertainty and complexity
  2. 2. Introduction Beyond teamwork, an organizational cooperation model. Synergy is an experiential learning course When the improvements achieved by structured around a behavioural simulation that technological advances are insufficient, begins a carries the participants from an environment of group dynamics where they learn to cooperate, uncertainty until another of complexity. The first they become aware of the whole and balance the is equivalent to situations of uncertainty and achievement of the personal goals with the change, of crisis and chaos, mergers and objectives of the organization. takeovers, but also for growth and expansion, A playful, powerful and experiential dynamic, new businesses, restructuring and reorganization. gets a high emotional impact on the motivation The second is equivalent to mature, competitive, and cohesion. At the end, the group has globalized, interrelated and interdependent internalized and validated the final conclusion. In markets. complex and interdependent environments During the evolution of the course, the where the individual is exceeded or dependent organizational and personal needs are analyzed on others to achieve their goals, is the team that each time. Initial competences more focused on takes over. A new approach to management is the exploration as the proactivity, flexibility, the necessary to manage the new situation, allowing ability to influence or learning are complemented the organization to continue a common strategy by other subsequent more relational and focused but act with local knowledge, creating synergies on the team, such as motivation, communication, through distributed leadership. cooperation, shared leadership, delegation or The intensity of the experience next to a robust coordination. conceptual model of base open the door to During the process of maturation and as a result subsequent personal developments and direct of the search for the proposed objective, the applications to the business or to the group modifies its priorities in a natural way. organization.
  3. 3. “The formation of a new team of persons coming from different business areas, and even from other organisations, to take on a far-reaching project resulted in the need to develop a training program that would create a propitious environment for interpersonal knowledge and promote teamwork. But above all, it was necessary to clearly show the challenges and problems that we faced, which is the most novel aspect with respect to a training action. The experience with the Equilibrium Cone was simultaneously gratifying and successful, given that it combined fun aspects (games and simulators) and operational aspects (specific work projects) that satisfied the objectives of both cohesion and efficiency, respectively.” Ricardo Alonso Fernández Director of Corporate Banking Global Banking & Markets Santander Banking Group
  4. 4. Objetives The current environment in which organizations Personal efficiency: Identifying the behaviours to must compete is increasingly complex. Firms must develop in order to improve the personal efficiency. get along in a more interconnected world in which Synergy: Promoting the optimisation of resources it is increasingly difficult to foresee what is going to through shared use. happen. Synergy is an attended seminar that, for two days, The objective of the program is to develop the submerges the participants in a situation of growing following: complexity, uncertainty and change. With the use Distributed leadership: Building self-organised of a behaviour simulator, it achieves a high impact teams that are responsible to themselves, thereby and generates emotional involvement such that allowing them to develop initiative, to make learning through experience is assured. decisions and to have flexibility and adaptability. A dual analysis – personal and business – allows Teamwork: Knowing the teamwork guidelines seeing how personal abilities are key when beyond a mere attitude of co-operation. promoting a culture of Shared Leadership and Teamwork in organisations. Change management: Identifying the benefits of management based on teams in situations of complexity, interrelationships and constant change. Experimentation through Gaming and Simulation is an attractive and motivating training methodology, with constant changes of rhythm, which encourages interac- tion and participation. The game appeals to the emo- tive side of learning in the participant, bringing out a positive attitude with high expectations, which is the key to the process of learning and is directly related to the level of efficiency of that learning.
  5. 5. “Participating in SYNERGY was an intellectual challenge for me due to the different way of facing a known subject. The idea of breaking with schemes and not being anchored in traditional ones is perfectly clear. Learning to dominate my natural leadership in order to adapt it to good teamwork was another good practice. Overall, an intense and very recommendable experience for people who want to learn different methodologies.” Jordi Ballesté Vice-President Angelini Group
  6. 6. Key takeaways The dynamics of the course allow the themes to be internalised, which include the following: Areas of analysis  How to tolerate frustration to permanent change.  How to work in environments of uncertainty.  From ambiguity (emotional) to the dilemma (emotional/rational) and from the dilemma to the problem (rational).  How to manage the anxiety produced in a situation of lack of control.  Attitudes favouring Teamwork as an organizational response.  How to communicate in symmetry (from equal to equal).  Non-hierarchical leadership effects.  Decision-making with vague information.  How to prioritize alternatives on uncertainty.  Controlled assumption of risks.  Relationship between level of ambition, commitment and results. The perspective of the participants is such that and extrapolation to reality is so high that participants are shown with all their strengths and weaknesses, which furthermore allows:  Filming the sessions in order to obtain personal video-feedback with an analysis of personal behaviour and individual impact on the group.  Planning subsequent coaching sessions.  Complementing the session with subsequent consulting for the organisation based on the model used.  Defining an action plan for personal development. Therefore, the program is directed at companies and organisations of a certain size and complexity. Specifi- cally, it is directed at companies that are in highly competitive environments or in changing situations.
  7. 7. Currículum Step-by-step, a series of themes appear, which the group experiences and which, with the help of the trainer, they analyse and determine. The last part is dedicated to personal analysis and to projection at the company. UNCERTAINTY Exploration and proactivity. Mental schemes as a source of self-limitation. Objective identification and inverse definition of the roadmap. Use of information. LEARNING Experiential learning. The cost of the error versus the cost of the investment. Mental models to overcome. DEVELOPMENT From simple to complex. Information management. Building order through structures. Teamwork as a common need. INTERRELATIONSHIP From dependence to interdependence. From ambiguity to the problem. Shared leadership and alternating communication. COMMITMENT There are no results without emotional involvement. Equity is not efficacy. SELF-COORDINATION Decentralized self-coordination versus centralized coordination. Communication in symmetry and its effect on relational satisfaction, cohesiveness and conflict. Information management with imperfect information Definition, unification and alternative criteria.
  8. 8. “SYNERGY is an intelligent way of demonstrating through play that at the company, we are all necessary and that there is strength in unity. It is a side to transversality, and at Dannon it has been very useful for realising how important people are in all functions, each in their own role, so that projects advance and become a reality.” Robert Cosialls Director of Purchasing of Dannon for Southern Europe
  9. 9. Ricardo Zamora 15 years of experience training teams with the cooperative model Cooplexity Ricardo Zamora is Bachelor of Science in Business and a Masters in Business Management from ESADE, one of the top 10 European and International Business Schools. He is Associate in the Advanced Management Program at ESADE Executive Education as well as other School of Business and at some Latin American Universities. He taught directly to global companies from USA to China. He founded his own firm called Training Games in 1995, a training consultancy specialized in Simulation & Gaming, meaning gaming methodologies applied to learning. The creator of simulators such as Salesmanship, Carterbanc and Synergy, as well as games such as Teaching Cards, Fork, The 5 phases of the sale and Linker. Zamora has specialized in the development of cooperative competences and applies his programs in large corporations with complex interrelationships. He is the creator of Synergy, an attended seminar that submerges the participants in a situation of growing complexity, uncertainty and change. Large and multinational companies such as Dannon, Heineken, Unilever, HP, Arbora & Ausonia (Procter),
  10. 10. Customers University Partners ESADE: Management School of Business of Barcelona (Spain) UTD: University of Texas Dallas UAB: Universtat Autónoma de Barcelona Mass Consumption Cobega (Coca Cola Group), Dannon , LU (Dannon Group), Font Vella (Dannon Group), Heineken, Puleva Food, Mahou-San Miguel, Grupo Siro, Bimbo (Sara Lee Bakery Group), Unilever, Frigo (Unilever Group), Nestlé, Arbora & Ausonia (Procter & Gamble Group) Technology Telefónica, Hewlett Packard, Thales Information Systems, Adbraintage, Astra, T- System Pharmaceutics AstraZeneca, BDF - Beiersdorf, Boehringer Ingelheim, Farma-Lepori (Angelini Group), CibaVision (A Novartis Company), Novartis, Roche Diagnostics, Pfizer, Chefaro , Lilly, Medichem Sector bancario Santander Group, Banco de Sabadell, Deutsche Bank, BBVA, Caixa de Catalunya, La Caixa Construction, Real State Ferrovial-Agroman, Acieroid, Lafarge-Asland, Inmobiliaria Colonial Health SPAIN TRAINING GAMES Sanitas, Sanitas Residential, Mutua del Parque Empresarial La Finca Carme, Asepeyo Pº Club Deportivo, 1 - Edif. 15ª, 1ª pl. Chemicals 28223 Pozuelo de Alarcón Kao Corporation, BASF, AKZO Chemicals Madrid (España) Utilities REE (Red Eléctrica de España), ENDESA, UNIÓN FENOSA,AGBAR Group UK COOPLEXITY INSTITUTE Textile, Fashion Suite 11897, 2nd Floor INDITEX, Dimodes, Nike, Venilia (grupo 145-157 St John Street Solvay) London EC1V 4PY Logístics DHL