2018 North American Employee Engagement Conference Slides

CHICAGO JUNE 07, 2018
THE 2018 NORTH AMERICAN
EMPLOYEE ENGAGEMENT CONFERENCE
IN ASSOCIATION WITH

v
MATT MANNERS
FOUNDER, THE EMPLOYEE ENGAGEMENT AWARDS

TELL THE WORLD
Wifi
Network: EEConference
Password: Engagement
Twitter
#EmployeeEngagement &
@ee_awards
Facebook
facebook.com/eeawards

DOWNLOAD THE EMPLOYEE ENGAGEMENT HUB APP
Search “Employee Engagement Hub”
Click yes to accept push notifications
Once opened go to ‘search’ button and click on the
Employee Engagement Awards and Conference
logo
Login using email and password: Chicago

WHAT’S COMING UP?
• 08.45 – Welcome Note – 2018: The Year of the Employee
• 08.55 – Chili’s Bar & Grill – Finding Meaning @ Chili’s
• 09.20 – Cisco – #WEARECISCO
• 09.40 – PeopleScience Table Talk – Want to Spark More Innovation?
Give Employees the Gift of Time
• 10.00 – Temkin Group – Connecting the Dots Between Employee
Engagement and Customer Experience – By The Numbers
• 10.20 – Break & Refreshments
• 10.40 – Starr Conspiracy – Insurgents vs. Incumbents: Will Employee
Engagement Overtake Talent Management?
• 11.00 – Limeade – How to Boost Employee Engagement and Prevent
Burnout
• 11.20 – The Rebel Playbook – How to be a Rebel

WHAT’S COMING UP?
• 12.00 – Jason Lauritsen – 2018 Employee Engagement Entry Themes &
Research
• 12.20 – 2018 North American Employee Engagement Awards
Ceremony
• 13.00 – Lunch and Networking
• 13.45 – Panel Debate & Culture Collaboration Session
• 14.45 - Break & Refreshments
• 15.00 – Caterpillar – Safety First
• 15.20 – SimplyConnect Consulting – Want Better Engagement?
Starting Thinking Like the CMO
• 16.00 –Boeing – Driving the Business with the Voice of Employee
• 16.20 – Jeffrey Hayzlett – Think Big,Act Bigger,The Rewards for Being
Relentless
• 17.00 – Cocktail Hour & Live Entertainment

v
CHRIS EBBLER
DIRECTOR, WORKPLACE COMMUNITY, CHILI’S

It is no longer enough to simply create a quality product or service to make your
presence known; to truly stand out from the crowd, you must become part of
people’s lives in a consistent, authentic way.

2012 2013 2014 2015 2016 2017
YTD
0.0
(0.5)
(1.0)
(1.5)
(2.0)
(2.5)
(3.0)
(3.5)
(4.0)
19

Corporate Expectations Top issues

v
CARMEN COLLINS
SOCIAL MEDIA LEAD, TALENT BRAND, CISCO

© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential
Be You. With Us.
#WeAreCisco

© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential
Our team mission
@CShirkeyCollins
@WeAreCisco
TO MAKE
WITH TALENT

How?
@CShirkeyCollins
@WeAreCisco

We talk like we’re 70K employees at the company.
Not like we’re a 70K-person company.
@CShirkeyCollins
@WeAreCisco

Sharing Our Culture Externally: Employees & Talent
Listening
Talent Brand team engages & asks
permission to re-use photo on
@WeAreCisco
Social Storytelling
Social post, blog post, Facebook
Live, etc. Tailored to channel &
audience
Employee Share
To their social network, using
#WeAreCisco. Moments that
matter.
Amplify
@WeAreCisco posts the
content and credits the
employee for authenticity.
Content Evaluation
Which Talent Brand
@WeAreCisco social channel
best fits the story and
audience?
Excited Employees
@WeAreCisco tells their story;
they’re encouraged to share
more. Also helps with
retention & referrals.
Drive Funnel
Key talent areas & teams get
awareness, engagement &
leads
Employee Engaged
Sends photo, tells us the story
behind it to Talent Brand team.
PRIDECisco
Talent Brand Our
People Deal
Trust
Start
@CShirkeyCollins
@WeAreCisco

© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential @CShirkeyCollins
@WeAreCisco

A short while
ago
In a galaxy
Not that far
away. . .
@CShirkeyCollins
@WeAreCisco

• #WeAreCisco #LoveWhereYouWork #MayThe4th
@CShirkeyCollins
@WeAreCisco

@CShirkeyCollins
@WeAreCisco

PS: All photos in this slide deck are of real
Cisco employees. Our Careers Site follows
the same formula – Check it out!
www.cisco.com/careers
@CShirkeyCollins
@WeAreCisco

PEOPLESCIENCE TABLE TALK:
WANT TO SPARK MORE INNOVATION? GIVE EMPLOYEES
THE GIFT OF TIME

THE PANEL
ASHLEY WHILLANS
Harvard Business
School
CHARLOTTE BLANK
Maritz Motivation
Solutions
JEFF KREISLER
PeopleScience
DARREN LEVINE
Regional Municipality
Of Durham

Innovation of Time
A PeopleScience Table Talk
Jeff Kreisler
Editor, PeopleScience (Moderator)
Charlotte Blank
Chief Behavioral Officer, Maritz
Ashley Whillans, Ph.D.
Assistant Professor of Business
Administration, Harvard Business School
Darren Levine
Innovation and Research Unit, The
Regional Municipality of Durham, Ontario
Canada

v
AIMEE LUCAS
VICE PRESIDENT, TEMKIN GROUP

Employee Engagement & Customer
Experience: By the Numbers
Aimee Lucas, CCXP
CX Transformist & Vice President
June 2018
@Aimee_Lucas

Copyright ©2018 Temkin Group. All rights reserved.
64
large organizations with a goal
to become industry leaders in
CX in three years
Base: 171 organizations with $500 million or more in revenue | 10,000 U.S. consumers
Source: Temkin Group Q1 2018 CX Management Survey | Q1 2018 Consumer Benchmark Study
companies rated EXCELLENT by
consumers in 2018 Temkin
Experience Ratings
54%
7 %

Hold
on…Getting
closer…I think
I’ve found it!

Hold
on…Getting
closer…I think
I’ve found it!
“WE HAVE TO SAVE THE SHOES!”
Loss Prevention department
Store management
Stockroom management and staff
Shoe department frontline

Customer experience
is EVERYONE’S
business.

What is customer experience?
The perception that customers
have of their interactions with an
organization.
Success | Effort | Emotion

Customer experience drives loyalty
Base: 10,000 U.S. consumers
Source: Temkin Group Q1 Consumer Benchmark Study
After a bad experience…
30% tell the company
50% tell their friends
15% provide feedback on a ratings site
14% tweet about it
30%
50%
15% 14%
BAD EXPERIENCES SPREAD QUICKLY

Customer experience drives loyalty
Base: 10,000 U.S. consumers
Source: Temkin Group Q1 Consumer Benchmark Study
When
consumers
have a VERY
GOOD CX,
they are
GOOD CX MEANS MORE SALES
3.5
times
more likely
to make
additional
purchases
from the
company.

CX Law #4
Unengaged employees
don’t create engaged
customers.

Engaged employees are valuable assets
5 times more likely to do something good for the
company even if it’s not expected
5 times more likely to make a recommendation about an
improvement that can be made at the company
9 times more likely to recommend a friend or relative
apply for a job within your company
2 times more likely to recommend company’s products
and services to someone who might need them
Base: 5,626 US full-time employees
Source: US Employee Engagement Benchmark Study, 2017

THINK BELIEVE ACT
Employees are
intellectually
bought-in and
understand the
company’s vision.
Employees can tell
that leaders are
truly committed to
a clear set of
values.
Employees adjust
behaviors to align
with what they
believe is important
to the organization.
To create a customer-centric culture, focus on:

HR involvement in CX makes a difference!

Thank you!
Aimee Lucas, CCXP
CX Transformist & Vice President
Temkin Group
www.temkingroup.com
Email: aimee@temkingroup.com
Twitter: @Aimee_Lucas
Visit our Employee Engagement page:
www.tinyurl.com/TGEEOverview

IN ASSOCIATION WITH
TIME FOR SOME COFFEE & TREATS

v
STEVE SMITH
PARTNER, CHIEF OF THE INTELLIGENCE UNIT,
STARR CONSPIRACY

The Starr Conspiracy | Confidential
81
June 2018

82
Why Am I Here?

83
Talent Management vs. Employee Engagement?
Download the report:
https://tinyurl.com/TalentManagement2018

84
Which One Will Win? That’s Not the Right Question.
“We want to understand what works
here rather than what worked at any
other organization.”
— Laszlo Bock, former head of HR at Google
“Best practices in HR are usually
defined as whatever Google is doing.”
— Patty McCord, former head of HR at Netflix

“When used right,
technology becomes an
accelerator of momentum,
not a creator of it.”
85
— Jim Collins, Good to Great

86
Market Cycles for Talent Technology
Talent 1.0
(beginning 2000)
Talent 2.0
(beginning 2010)
Talent 3.0
(beginning 2016)
Maximizing
Value of People
Maximizing
Value of the
Workplace
Maximizing
Value of Actual
Work

87
Talent 1.0: Integrated Talent Management
● Tech enablers: The internet, SaaS
● Brutal facts: HR software for HR that
sped up bad processes. It’s a terrible
employee experience.
● Focus: Built for the organization
● Vision: Maximizing the value of people
● Business Outcome: Management
structures that extract value

88
Internet BoomHierarchical Workplace War for Talent

89
How Mainstream Technology Markets Emerge

90
Talent 2.0: Employee Engagement
● Brutal facts: Better employee
experience, but the needle hasn’t
budged on engagement.
● Market context: iPhone launch, global
economic meltdown
● Focus: Built for the employee
● Vision: Maximizing the value of
the workplace
● Business Outcome: Engage
employees, create business value
● Tech enablers: Smartphones/mobile
(“B2C UX”), social media, behavioral
economics, well-being

91
Breakdown of Hierarchy The Millennials Death of the Performance Review

92
Talent
Market Map,
2016

93
Talent 3.0
● Brutal facts: HR needs to be
involved in how work gets done.
● Market context: Tech backlash
(#MeToo, #FakeNews, hacking
scandals, data privacy)
● Focus: Built for the workforce
● Vision: Getting the right work done
well together
● Business Outcome: Productivity
● Tech enablers: Big data, AI, machine
learning, bots, conversational UI

94
Gen Z Ethical Design Focus on Culture Employee Experience

95
So What?
● All still operable: 1.0 is reinvigorating, 2.0 is ongoing, 3.0 is showing promise
● There’s no one right answer; there’s your right answer
● Start with strategy, then find the technology
● You probably need to hire a consultant — said the consultant
● Make choices that build human connections, unleash potential (manager to employee,
organization to employee, etc.), and tell stories
● New focus: How work gets done
● Key trends to watch:
○ The manager-employee conversation
○ The organization-employee conversation
○ Culture/purpose/social responsibility
○ Employee-centric development, soft skills

96
Download the
Talent Management 2018 report at:
https://tinyurl.com/talentmanagement2018

| © 2018 Limeade99
How to boost employee
engagement and
Henry Albrecht, Limeade CEO

| © 2018 Limeade100
• What’s the structure
of your cup?
• What fills it up?
• What empties your cup?

| © 2018 Limeade101
• Understanding well-being
& engagement
• The science of burnout
• Why burnout is an
organizational issue
• What employers can do

| © 2018 Limeade102
• Conducts
• Establishes market
• Keeps a pulse on the
trends
• Translates research into

| © 2018 Limeade105
(and vice versa)
(2016 Well-Being and Engagement Report (Limeade/Quantum Workplace))

| © 2018 Limeade107
• Participation in a program?
• Job satisfaction?
• Discretionary effort?

| © 2018 Limeade108
A deep and sense of
at work that creates extra
and

| © 2018 Limeade110
• I like the work that I do and it
is energizing to me
• I’m challenged and learning
• I’m making a difference and
have purpose
• I’m valued, included and
treated fairly
• I’m using my strengths
• I can focus with reasonable
levels of stress
• I can have a life outside of
work
• The people around me
respect and support me
• The organization supports me
and cares
(Limeade Institute, 2017)R2 = .78

| © 2018 Limeade111
(Limeade Institute 2017, Gallup, 2015 & 2017)
Employees who rate
their managers as
excellent are
than those who rate their
managers
as poor
Managers account
for up to
in employee
engagement
Managers are the
most important driver
of the perception of
organizational support

| © 2018 Limeade114
• I have cared so deeply,
for so long, without a
break from the stress
that I have become
depleted and cynical
• I am past the point
of caring or I have never
cared at all
This is just a job I have given everything
to this job

| © 2018 Limeade115
Burnout is when people have been highly engaged
for a long time, without the personal skills and
organizational support to maintain their well-
being. It is a harmful
that targets
your

| © 2018 Limeade116
A prolonged exposure to chronic emotional and
interpersonal stressors. It’s defined by:
I’m so tired
I feel depleted
I’m so fed up,
I just don’t
care anymore
I’m not making
a difference
(Maslach, Schaufeli, & Leiter, 2001)

| © 2018 Limeade117
Workplace stress caused up to Turnover costs businesses
up to
(Goh, Pfeffer & Zenios, 2015, Cap, 2012)
Job insecurity and high work demands caused

| © 2018 Limeade118
• Lower productivity
• Stress-related health issues
• Increased substance abuse
• Can precipitate anxiety, depression
and decreases
in self-esteem
• Reduced organizational
commitment
• Absenteeism
• Intention to leave
• Actual turnover

| © 2018 Limeade119
• Greater personal conflict at work
• Increased work disruption (“inefficacy” affects
colleagues & customers)
• “Spillover” into people’s lives outside of work

| © 2018 Limeade120
You have to care, you have to be all in,
you have to be engaged, to get to the
point of burning out
Burnout happens when you have high
engagement but
low well-being

| © 2018 Limeade121 (Limeade Institute, 2017)
(n=131,179’ into footnote area. E.g. n=219,043. HE n = 131,179, ME n = 70,750, LE n = 17,114)
Those with high
engagement report the
lowest levels of stress
Those with high engagement and
high stress may be displaying the
early signs of burnout

| © 2018 Limeade122
• Overload—workload and time pressure
• Role conflict and ambiguity
• Lack of support from managers
• Lack of feedback
• Lack of participation in decision making
• Lack of fairness and equity
• Values disconnect
• ”Broken” psychological contract

| © 2018 Limeade123
• Mission-driven, caring people
• Start with 20-hour shifts with life &
death hanging in the balance
• Then let’s add in M&A, EHRs and a ton
of technological disruption
• Are we surprised that 50% of physicians
report at least one burnout symptom?
(Mayo Clinic, 2015)

| © 2018 Limeade125
1. Authentically commit to and support the
of your employees — care
about them as people
2. Have explicit efforts to connect people to
and
know your people

| © 2018 Limeade126
1. Actively of
your employees
2. Think about your job as being the
each employee to the company (and
vice versa)
3. Create the conditions for your employees to be
engaged: Remove obstacles, help employees
connect to the

| © 2018 Limeade127
1. Schedule time for and treating yourself right
2. Find projects and people that give you
3. Continue developing a :
resilience, positivity, reframe
4. Seek and re-connect to your
5. Do not underestimate connection
6. Look for (demand?)

| © 2018 Limeade128
@Limeade
henry@limeade.com
www.limeade.com

v
DEBRA COREY
AUTHOR & SPEAKER, THE REBEL PLAYBOOK

How to be a rebel and
rulebreaker in this new world of
work
Debra Corey, Author and Head of Reward, Recognition & Engagement

Jobs
Employee Voice
Technology
Demographics
Changing world of work

30% US workers are engaged
70% US workers are disengaged
24% US workers are
actively disengaged

17% Higher productivity
20% Higher sales
21% Higher profitability

It’stimetodo
somethingdifferent.
...

The Engagement Bridge
10-part model

There is no fixedstarting
point
The elements are
intertwined
Every organization
is different
Don’t worry about
perfection
Key points of the model

Rule: You should hide the truth
from employees to ‘protect’ them.

#Rebel
Jamie
Getgood
GM Holden

Rule: Your employees don’t need to know
what’s going on in your business.

#Rebel
Sally Park
Krispy Kreme

Rule: You should create corporate
(i.e. dull and boring) values.

#Rebel
Denise
Hanlon
Formerly
with Vocus

Rule: You should create policies to
protect the company from employees
who don’t follow the rules.

Rebel
Patty McCord
ex Chief Talent Officer Netflix,
author of ‘Powerful’
“Maybeourpeoplewouldn’t
sueussomuchifwedidn’t
pissthemoffsomuch”

Rule: You should spend most of your
recognition money on long-service
awards.

87%
of money spent on
recognition is spent on
tenure-based
recognition
Bersin by Deloitte

78% Of employees don’t
feel recognized
Bersin by Deloitte

Rule: You need to spend a lot of
money on recognition awards to make
them meaningful.

72%
Said a simple thank
you would make them
feel more motivated
and help build morale
Reward Gateway study

#Rebel
Paul
Venables
Venables Bell
& Partners

#Rebel
Samantha
Smart
Virgin Group

Rule: HR or a manager needs to
approve awards made by employees.

Rule: Benefit programs should only
be put in place to align with market
practice.

Are
innovative
Are
unique
Are
brave
Characteristics of rebels and rule breakers

More information:
rebelplaybook.com
rewardgateway.com
Free copy of the book:
Come to RG booth

v
JASON LAURITSEN
EMPLOYEE ENGAGEMENT EXPERT

2018 Employee Engagement
Awards Themes and Trends

1. Surveys are still an effective and
important tool in employee
engagement work—when used
properly.
THEMES AND TRENDS

2. Employee Net Promoter Score
(eNPS) is being used more regularly
as a proxy for employee engagement.
THEMES AND TRENDS

Employee Net Promoter Score (eNPS)
“On a scale of zero to ten, how likely is it that you would
recommend this company as a place to work?”
0 1 2 3 4 5 6 7 8 9 10
Not at all likely Extremely likely
PROMOTERS DETRACTORS eNPS

3. Recognition is a major emphasis
in most programs.
• Traditional service awards
• Peer to Peer
• Values alignment
THEMES AND TRENDS

4. Employee “activation” strategies are
being used to ensure the voice of the
employee is regularly heard.
• Ambassadors, Champions, Committees, etc.
• Values/culture creation
THEMES AND TRENDS

5. Organizations are creating and
funding programs aimed at helping
employees get beter connected with
one another.
THEMES AND TRENDS

Of note…
✓ Community and volunteerism
✓ Cultural clarity
✓ Inclusion and belonging
✓ Flexibility

What theme is most surprising
to you?
What did you expect to see on the list
that isn’t there?
Discuss

gettalk.at/eeawards
To get a copy of the slides:

PANEL DEBATE AND COLLABORATION SESSION

THE PANEL
LINDSAY WOLFF LOGSDON
Culture Lab X
JOSH LEVINE
Culture Lab X
RUTH DANCE
The Employee
Engagement Alliance
JULIE ANN SULLIVAN
Business Culture Expert
NICOLE DESSAIN
DISRUPT HR
JOY ORDIONI
Brandemix
ANN RATCLIFF
Fuel 50
DAVID LAHEY
Fond.co

v
TIM CRANE
GENERAL MANAGER, CAT SOLUTIONS

Caterpillar: Confidential Green
Our problem wasn’t a lack of commitment to safety.
Our failure was in establishing a culture of safety.

96% of employees believe their managers value safety.

Employees respond to our actions, not our intentions.

AUTHENTIC INVOLVEMENT

CAT SOLUTIONS - REORGANIZATION
• Recently gone through
reorganization.
• How are people feeling post-
reorganization?
• Does the team support and
understand the strategic direction?
• Do they believe in the direction?
• Do they feel connected to other
team members?

EMOTIONAL ANALYTICS

High commitment, pride
and enthusiasm,
because they know why
they’re doing what
they’re doing and the
impact that their work
has on customers
Valued and empowered
team members because
of collaboration.
THEMES FOR POSITIVE EMOTIONS

THEMES FOR NEGATIVE EMOTIONS
Anxiety due to uncertainty
about the long-term goals of
the company
People feel disconnected as
their roles are undefined
within the Solutions team
Team members are irritated at
the lack of systems that are
needed to support the
business, and by the promises
made to clients that aren’t
realistic. Work-life balance is a
struggle.

STRATEGIC DIRECTION
Understanding of the strategic
direction
Team does not have a strong
understanding of the strategic
direction.
Belief in the strategic direction
34% ‘Neither agree nor disagree,
which presents a significant
opportunity to win people over.
63% do believe in the strategic
direction.

CONNECTION WITHIN THE TEAM
Connection with direct supervisor
Results showed that supervisor
capability was high and very
positive with regards to supporting
their team members in their role
Connection with other
team members
Results showed that a
high number of people
did not feel connected
to the rest of the
Solutions team

Make cultural risk visible…measure it, manage it through engagement.

v
JAMIE COLVIN
FOUNDER, SIMPLYCONNECT CONSULTING

Want Better Engagement?
StartingThinking Like the
CMO
Jamie Colvin
Founder & CEO

HR
1. Attract — gain
customers
2. Sell — get them
to buy more and
more
3. Wow — deliver a
great experience
Marketing
1. Attract — gain
customers
2. Sell — get them
to buy more and
more
great experience
?
?
?
?

Business
Outcomes
Real-Time Data
Data AnalyticsChange Management
Expertise
Communication

Real-Time
DataVoid
Consumer
Expectation Reality
Traditional
Thinking
Revolution
Z Generation
Workforce

WorkWork Work Work Work Work Work Work Work Work Work Work
Work Work Work Work Work Work Work Work Work Work Work Work Work Work
Work Work Work Work Work Work Work Work Work Work Work Work
WorkWork
WorkWork
WorkWork

Work Work Work Work Work Work Work Work Work Work Work Work Work
WorkWork
WorkWork
WorkWork
Work Environment
Love my team
Why can’t
we…
Do they know what they
are doing?
Oh well, love my
job…
Have no idea how I’m really
doing….
This could be a cool
project
Nope, same old, same
old
Urgh. My
manager…
That grass looks greener
WorkWork
WorkWork
WorkWork

WorkWork
WorkWork
WorkWork
• Workforce planning
• Open requisitions
• Time to fill
• Exit interviews
• Turnover
• Annual survey

Group 1
Group 2
Group 3
Group 4
Group 5
All groups
Group 6
Group 7
Group 8
Group 9

Real-Time Data
+
People Insights
Manager effectiveness low in 25% high
risk union locations
35% turnover risk in Group 9…job
satisfaction and alignment are lagging
30% of High-Potential employees scoring
below peers
These three teams have improved 8 out of
10 metrics in just 45 days. How?

• # of campaigns
• Frequency
• Media variety
• Open rates
• Click-through
rates
• Attendee counts
• Website hits
• Website visits
• Video watch
rates
• Likes, shares
• Calls to service
• Hits to service
• Sign-up rates
• Activity rates
• Milestone
reachers
• Likes, shares
• Referral rates
• Completion
rates
• Results data
• Referral rates
• Likes, shares
• Testimonial
rates
Grab their
attention
through
effective
marketing
Watch how
they do or
don’t use
what you’ve
provided
Monitor how
well
consumers
take the first
step
See how well
initiators
stick with it
Look at
behaviors
shift for
those who
make it to
the end

• Coupled with
Great American
Smokeout
• Targeted 367
vs. mass
comms.
• 72% open rate
• 64% click-
through rate
• 500+ website
visits
• 75%+ video
watch rate
• 287 made
contact
• 90% joined
challenge
• 142 quitters
• 4 new
testimonials
• 40+ referrals2 calls received
in the previous
year
0 quitters in the
previous year

Consumer Engagement: Next
Frontier
Campaigns
+
Data-Driven Communication
=
Employee Marketing 365

EAP: Aging
Parents
Preventive
Care
Saving on
Taxes
Retirement
Readiness
Happy
1,000th Day
Employee
Referral
Happy 1st
Anniversary
Congrats on
Promotion
Feedback
Reminders
Manager
Tips
Saving for
CollegeEAP: Teens
Helping the 25
yr old get care
EAP:
Toddlers
EAP: Post-
baby
401k
Match
Using Your
FSA
401k
Inactivity
Voluntary
Benefits
Tobacco
Cessation
Returning from
leave tips
Going on
maternity
leave

Need to start worrying about…

TraditionalThinking Revolution
Performance
Management
Doesn’t Work
Average
Tenure is
Decreasing
Year OverYear
Candidate-
Driven Job
Market
Speed of Business
Changes
Accelerating
No Real-Time
Data During
Times of
Change

TraditionalThinking Revolution
Performance
Management
Doesn’t Work
SAP's head of HR,Wolfgang Fassnacht,
"found the annual review process
counter-productive to meaningful
dialogue.”

Faster,
nimble
programs
Real-Time Data
+
People Insights
+
Communication
+
Continuous Improvement
=
Business Results
Radically
changes HR
Operations
Redefines
strategic HR
Now R&D
and
Marketers of
the EVP

Business
Outcomes
Real-Time Data
Data
Analytics
Change
Management
Expertise
Communication
HR
1. Attract — gain
customers
2. Sell — get them to
buy more and more
great experience
?
?
?
?

v
JAMAL MADNI
ENTERPRISE TECHNOLOGY, CHIEF STRATEGIST,
BOEING

CONNECT PROTECT EXPLORE INSPIRE
Bold Vision, Bright Future
Enterprise Technology Strategy
Employee Engagement Awards
2018 Keynote
Jamal Madni
Enterprise Technology Chief Strategist
June, 2018
Copyright © 2017 Boeing. All rights reserved.

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256
2016 Satellite Systems Snapshot
40 Year Low Government Defense Spending
Suspension of Ex-Im Bank
Cost Increases, Attrition & Eroding Morale

257
Mission Outcomes Themes
Founded 2013
“Renaissance
Career
Development”
Champions:
Paul Rusnock, Michelle
Parker, Bill Sargent
13 Major Events
1000+ Attendees
30+ Leaders
153 Business Ideas
Generated
1054 Exposed to
Site Vision
dVS I – IV:
• “The Boeing Tracks”
• “Inward & Outward
Satellite Strategy”
• “One Boeing,
Unlimited Opportunities”
• “Our Space, New Space,
Open Space”
dVS V:
• “Open Space 100 Campaign”
dVS VI:
• “Month of Vision”
Steve Epner, Lunch and Learn Host
Naveed Hussain, Keynote
Bruce Chesley, Keynote
Erik Daehler, Keynote and Facilitator
“Renaissance Career Development”
http://davinci.web.boeing.com
Creativity, Conviction, Connection
Organic, Dynamic, Seismic Interactive, Contemporary
Multi-Disciplinary, One Boeing
Innovative

258
Satellite Systems
Action Board
• Meets consistently
after each Summit
• CSS, GSS and SDC
engr, ops, supply
chain, capture, and
finance leadership to
review & act
upon ideas
People
Our employees feed ideas at
the da Vinci Summits & are
rapidly fed back next
actionable steps from the
Action Board
5 da Vinci
Summits
• First Time Quality
• Process Cycles
• Supply Chain
• Business Capture
• Inclusion
Timeline:
• 5 Summits in 5 Months
• May – September
Goal:
• 100 Generated Ideas
• Crowd-Sourcing Innovation
Methodology:
• “Open Space” Paradigm
• Mastered from Boeing Ventures
2016 Open Space 100 Campaign

259
Four Principles
• Whoever comes is the right people
• Whatever happens is the only thing that could have
• When it starts is the right time
• When it’s over it’s over
Law of
Two Feet
• If you find yourself in a situation where
you are neither learning or contributing,
move somewhere where you can.
What You
Need
• Marketplace
• Circle
• Blackboard
• Breathing
Open Space – “The Energy Of a Good Coffee Break”

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Open Space – “The Energy Of a Good Coffee Break”

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Results: $20M Savings in Product Unit Costs

Satellite Systems Month of Vision
1054 Participants
4 MoV
Summits
200
Participants
1 Web
Interface
600 Chart
Downloads

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2018 Satellite Systems Snapshot

DRINKS!
Cocktail Hour &
Live Entertainment

2018 North American Employee Engagement Conference Slides

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