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Breaking down silos: a MODAL presentation
- 1. BREAKING DOWN SILOS AN EVENT PRESENTED BY MODAL
- 2. 2 “Silos build the walls in people’s minds and tie the knots in their hearts.” ― Pearl Zhu
- 3. 3 OUTCOMES: • Get the latest techniques in developing high performing, cross functioning teams • Guidance and advice on creating a one-team-collaborative culture • Activities to explore organisational issues • Practical tips and strategies for approaching silos today • Your next steps in breaking down silos within your organisation including a feedforward exercise to complete across teams.
- 6. ORGANIZATIONAL PERFORMANCE: IT’S A TEAM SPORT The shift from hierarchies to cross-functional teams is well underway. Need to educate leaders on how to operate in cross-functional teams and reconfigure rewards and performance management to support team performance. The ability to lead through influence is a requirement for 21st-century leadership.
- 7. LEADERSHIP FOR THE 21ST CENTURY: THE INTERSECTION OF THE TRADITIONAL AND THE NEW In a disrupted world, organizations are challenging their leaders to step up and show the way forward. C-suite executives are being asked to work more collaboratively across functions; line leaders must learn to operate in networks of teams. 21st-century leadership has new requirements - inclusion, fairness, social responsibility, understanding the role of automation, and leading in a network.
- 8. FROM EMPLOYEE EXPERIENCE TO HUMAN EXPERIENCE: PUTTING MEANING BACK INTO WORK The most important factor of all is the work itself: making work meaningful and giving people a sense of belonging, trust, and relationship. Organizations should shift thinking about experience at work in terms of perks, rewards, or support, and focus on job fit, job design, and meaning. Enterprises with a top-quartile employee experience achieve twice the innovation, double the customer satisfaction, and 25 percent higher profits
- 9. GLOBAL ENGAGEMENT STUDY - ADP RESEARCH INSTITUTE 1) Global engagement levels have not changed much in the past three years overall. 2) Being on a team increases engagement 2.3 times. 3) The challenge for almost all organizations today is that they are not set up to know very much about their teams. 4) Most work happens in functional teams that can be fluid, depending on the project. 5) 64% of people surveyed report that they work on more than one team, and 75% report that their teams are not represented in their employer’s organization chart. 6) Trust in team leaders is the no.1 foundation of engagement. Global Study of Engagement, ADP research institute, led by Marcus Buckingham, 19,346 employees across 19 countries
- 10. PwC’s 22nd CEO Survey -Widening gaps and a positivity lapse
- 11. OTHER TRENDS THAT INFLUENCE THE NEED FOR COLLABORATION Research by PWC reveals how seldom companies successfully work across silos: Only about a third (36 percent) of companies prioritize a few cross-functional capabilities at the company level and expect functional leaders to identify how they contribute to the mission. More than half (55 percent) of companies work in silos, with each function making its own decisions on which capabilities matter most. Three out of five companies (61 percent) say the solution to reaching their strategic goals is collaborating more across functions, paired with faster decision making. Dealing with market disruption and seven strategies for breaking down silos, PWC strategy report 2016
- 12. THE IMPACT OF SILOS 1) Limits communication and impedes culture 2) Creates repeat work 3) Blocks information from those who need it Dealing with market disruption and seven strategies for breaking down silos PWC strategy report 2016
- 13. THE PSYCHOLOGY OF GROUPS Tribalism - the behaviour and attitudes that stem from strong loyalty to one's own tribe or social group. Identification is "the appropriation of identity, either (1) by the individual or collective in question or (2) by others. Identification includes "the development and maintenance of an individual's or group's 'sameness' or 'substance' against a backdrop of change and 'outside' elements. Relatedness – One of the 3 fundamental psychological needs of people based on Deci and Ryan’s Self determination theory. Blame/avoidance focus or solution focus?
- 14. What challenges have you seen in your organisation in terms of silos?
- 15. Dealing with market disruption and seven strategies for breaking down silos, PWC strategy report 2016
- 16. 1) BREAKING DOWN ORGANISATION LEVEL SILOS - MODAL’S RECOMMENDATIONS Get the Executive team clear and aligned on organisational priorities and focused on healthy dynamics within their team Identify and set up cross-functional teams – e.g. culture results management team, project teams, employee rep group Run culture and leadership summit with top 3-4 levels of leadership Cascade key culture mindset message down into the organisation e.g. ‘One team, one direction’, “together we win’ Introduce employees to the use of a common enterprise social network app e.g. Microsoft Yammer/Teams, Slack
- 17. 2) BREAKING DOWN SILOS BETWEEN TWO DEPARTMENTS - MODAL’S RECOMMENDATIONS Work with the leaders of the two departments, to align on the desire to have their areas work together more effectively. Have the two leaders meet and discuss what’s working well and what 1-2 key challenges if overcome would create more win-win. Organise alignment conversations between two departments to clarify the goals, expectations and commitments of each group. Take an appreciative inquiry approach in the first instance if you want to minimise defensiveness.
- 18. 3) BREAKING DOWN SILOS WITHIN A TEAM - MODAL’S RECOMMENDATIONS Build trust and psychological safety Establish the team’s purpose and a set of principles for how the team will interact with each other Surface conflict – Teams where members hang onto emotional upsets, don’t move forward. Clarify shared goals and accountabilities of the team. Build commitment to team goals – set up meeting routines and agendas that allow not just information sharing but joint problem solving/decision making.
- 19. Results Accountability Commitment Conflict Trust Leadership Principles Development High Performing Team Model
- 20. What one thing will you do in your organisation, that would promote less silos and more effective collaboration?
- 21. FEEDFORWARD
Editor's Notes
- One of the fundamental changes in business today is the steady shift away from hierarchical models of management. Over the past few years, the terms “digital,” “agile,” and “network” have become commonplace. In our 2017 Global Human Capital Trends survey, “building the organization of the future” was the No. 1 trend respondents identified, with 88 percent viewing it as important or very important. Eight percent of this year’s survey respondents told us they now operate almost wholly in teams, with another 23 percent saying that most work is done in teams within a hierarchical framework (figure 1). And 65 percent of our respondents rated the ability to lead through influence as a requirement for 21st-century leadership, building management models around persuasion. The shift from hierarchies to cross-functional teams is well underway. Our data shows that adopting team structures improves organizational performance for those that have made the journey; organizations that have not risk falling further behind. building management models around persuasion.
- Over the last five years, issues related to productivity, well-being, overwork, and burnout have grown.2 The digital, always-on world of work has been challenging for people (as we discussed last year and in 2014), and organizations have become increasingly concerned. And based on the results from our study, it’s clear that those issues have resulted in significant dissatisfaction with the job itself. This year, we found that only 49 percent of respondents believed that their organizations’ workers were satisfied or very satisfied with their job design. Only 42 percent thought that workers were satisfied or very satisfied with day-to-day work practices, only 38 percent said that they were satisfied or very satisfied with work-related tools and technology, and only 38 percent thought that they have enough autonomy to make good decisions (figure 1). Organizations are investing in many programs to improve life at work, all focused on improving the day-to-day experience workers have. While there is much that can be done to improve work/life balance, research shows that the most important factor of all is the work itself: making work meaningful and giving people a sense of belonging, trust, and relationship MIT research shows that enterprises with a top-quartile employee experience achieve twice the innovation, double the customer satisfaction, and 25 percent higher profits than organizations with a bottom-quartile employee experience.
- When we examined the most engaged teams, we found that, by far, the best explainer of level of Engagement was whether or not the team members trust their team leader. Knowing what is expected and using one’s strengths make engaged teams.
- I have argued that cross-functional teamwork, long recognized as vital to innovation, is today more about teaming than about creating formal teams. Teaming involves coordinating and collaborating in fluid configurations – rather than in well-bounded stable teams, which are often impractical in global, 24/7 operations. I recently had the opportunity to collaborate with researchers at IBM on the Global C-Suite Study 2017, which surveyed 12,800 CxOs across diverse, competitive industries about their priorities and views on the future. One key finding is that executives from leading companies were significantly more focused on developing people and cultures, compared to their counterparts and to their own views in the past. Specifically, the study finds that forward-thinking CxOs are especially committed to creating organizational structures and operations that support collaboration and experimentation. By recognizing the limitations of top-down control in highly uncertain and dynamic environments, these leaders are shifting to structures that foster autonomy and enable employees to shape their enterprise’s strategic direction. A key focus of these market leaders is indeed the creation of fluid work structures to enable cross-functional teaming. They understand that this only happens when the company has a learning culture that supports speaking up and taking risks. Amy C. Edmondson, Novartis Professor of Leadership and Management, Harvard Business School
- Limits communication and impedes culture—Siloed teams eventually inhibit your company’s culture. Employees crave communication, collaboration and a thriving work environment. They want to feel comfortable being themselves and feel like they’re part of a team. In fact, 47 percent of workers find it motivating when colleagues discuss workplace success. Creates repeat work—Often, you frustratingly discover that someone else at your company (most likely on another team or in a different department) is doing the same work or looking for the same information. When teams are in the dark on other teams’ projects, it can severely impact your business’s productivity Blocks information from those who need it—The average interaction worker spends nearly 20 percent of their work week looking for internal information or tracking down colleagues who can help with specific tasks.
- London Marathon story about booing people who have a different colour marker from 3 starting groups Deindividuation: a psychological state of decreased self-evaluation and decreased evaluation apprehension causing antinormative and disinhibited behavior – linked to group identification In 1980, Ed Diener (professor of psychology and Gallup researcher) argued that paying attention to one's personal values through self-awareness increases the ability of that person to self-regulate. In a group context, when attention is distributed outward (in line with this model) away from the self, the individual loses the ability to plan his actions rationally and substitutes planned behaviors with a heightened responsiveness to environmental cues By recognizing the limitations of top-down control in highly uncertain and dynamic environments, these leaders are shifting to structures that foster autonomy and enable employees to shape their enterprise’s strategic direction. A key focus of these market leaders is indeed the creation of fluid work structures to enable cross-functional teaming. They understand that this only happens when the company has a learning culture that supports speaking up and taking risks (Amy Edmondson)
- Have the Executive team - Define a single shared thematic goal - Build trust - Develop accountability - Clarify the critical few mindsets and behaviours to shift in the organisation
- MODAL high Performing team model incorporates Patrick Lencioni’s 5 dysfunctions of a team framework as well as research from Jon Katzenbach and Steve Kozolowski
- Come talk to our consul