knowledge, dissemination & embodyment The creation of a High Performance Organization (HPO) “All organizations are perfectly designed to get the results they get.” Arthur Jones Consider, for a moment, what the following have in common: The sundial The ice box The typewriter All three used to fill a meaningful role in mainstream society. … and think about your organization “This sort of thing could severely hurt our business. But if it does, let us be the ones who do it!” Ed Artzt, former P&G CEO Initial objectives • Understanding of the Company values • Motivation of the people • Correct communication through the work and decisional processes • Personal objectives aligned to the bank / upper management objectives • Nurturing and rising of a teamwork environment • Transfer of specific managerial knowledge Threats • The size of the organization • The spread over the entire geography • Current workload, due of aggressive bank objectives • Recent changes in leadership (especially at the mid management level) • New departments (retail) with objectives and ways to work radically different vs. the traditional (corporate) depts. “The fish only knows it lives in water after it is already on the river bank.” Old French Proverb Symptoms of the wrong cultural behavior • • • • • • Overly submissive behaviors (“Do as you’re told”) Conservative behaviors (“Don’t make a mistake.”) Shortcut behaviors (“Beat the system”) Protective behaviors (“Not my responsibility”) “Not invented here” Internal Myopia (each part is focused on a narrow, relatively static set of business parameters) • … ‘The machine’ • Task specialization • Standardization of Performance • Centralized decisions • Uniform Policies • No duplication of functions • Job descriptions • Team structures • Reporting relationships • Compensation systems • Hiring Procedures • Information Practices • Decision – making prerogatives • Norms or habits HPO • Individual objectives aligned to the group objectives • Transparency among groups / information shared freely • Feel like “owners of the business” • Business strategy understood and accepted • Multiskills • Variances / deviations from the ideal process controlled • Interdependent roles • Support congruence (same practices, rewards, systems) • Design around human values and individual talents • Principled driven decisions The living systems • They are purposeful and goal directed • They are self regulating (core process) to achieve their purpose • They require goal clarity, goal commitment, clear feedback and reasonable autonomy in order to be self regulating • Those who survive are able to adapt successfully to environmental changes Examples of today’s Maginot Lines • SONY reliance to protect it Beta Home VHS • P&G tried-and-true product test market, taking 2-3 years • Upper management’s insistence that annual performance reviews be conducted even though little has been accomplished • Failing to question the effectiveness of a new compensation system • American cars industry proud and protective of its products despite costs and customer satisfaction not competitive to the Japanese ones Example of team design checklist 1. Will it be a real team? – – – 2. 3. Will it be a work team? – Will the team have a whole task (inputs – transformations – outputs) so that a product or service is produced? Will be the right resources on the team? – – 4. Will the members be truly interdependent? Will they then cooperate in order to complete their tasks? Will each member’s role be differentiated from others, so it makes an unique contribution to the result? Will there be enough physical proximity for team identity to be easily observable? Will team members have the necessary knowledge and skills to complete the whole task? Will the team have enough people to do the task – but not more than necessary? Will it be a self-sufficient team? – – – Will the team have the authority to determine who does what by when for daily activities? Will the team get accurate and timely information about its results, operating standards, and new developments that will affect daily priorities? Will leadership be shared among team members so that no person is ‘the main boss’? “There’s no law that says anybody has to improve. It’s all voluntary. It’s only a matter of survival.” W. Edwards Deming How it works Picture of the current situation (understand how the system works today) Gap to be filled Definition of the arrival zone (where we want to be) Two golden rules • To get better results, you need to improve the design of the organization • If you change the organization, be careful not to disturb what is working now The Organization Performance Model Business Situation Business Results The needs which must be satisfied and the pressures which must be managed What the organization delivers now 1. 2. 3. 4. 5. 1. 2. Hard number requirements Company requirements Social, political, legal, expectations Competitive pressures Expectations of employees 3. 4. 5. Structure Business Strategy The organization's reason for being 1. 2. 3. 4. 5. Purpose/mission/vision Competitive strategy (What, Why, When, How) Operating principles Objectives and goals Underlying values and assumptions Culture Rewards Decision making Tasks How the organization really operates 1. People Information Hard numbers Extent to which company requirements are met Social, political, legal conduct Position relative to competition Extent to which employee expectations are realized 2. 3. 4. Attitudes toward strategy and goals Actual distribution of power and rewards Actual work people do/don`t do Other norms that explain how things get done (or don't get done) Steps Data collection (organization performance review) • Step 1: Understand the vision • Step 2: (at the strategic level) Interviews with department heads to identify structural and systemic deficiencies Analysis • Step 3: (tactic level) Cross – understanding events, at the department and branch managers Synthesis & Hypothesis • Step 4: Deployment of the values and principles story, within each subgroup / department / branch, by its leader Action plan • Step 5: Consolidate information into one coherent plan • Step 6: Implement and foresee the change • Step 1: Understand the vision – Meeting with the main decision factors of the bank – What you get: vision & issues – What we want to generate: top commitment for the program • Step 2: (at the strategic level) Interviews with department heads to identify structural and systemic deficiencies – – – – Identifying also the cultural and behavioral issues What goes well, what doesn’t go well (in their opinion) Is there a clear strategy, owned by all Are there correct motivating and compensating systems in place – We can use, alternatively, a questionnaire based on ‘the diamond (strategy, work, structure, people, decision making, information, rewards): what is good, bad, why, consequences – for each element What you get: systemic and structural issues What we want to generate: data • Step 3: (tactic level) Cross – understanding events, at the department and branch managers – Team-building or workshop events, with the objectives of measuring the gaps (the differences between declarations and intentions and the current situation / real possibilities) – ‘Taking the dirt out’ – Getting the commitment and generating the empowerment for the next actions (for change) – May be added a train the trainer course, specifically on the Bank values and principles – We can use the theme of ‘training needs’ – We can make a separate team event, as a catalyst for change of mindset, better cooperation and energizing – The main objective is to create a mindset ‘out of the ordinary’ – With a facilitator that asks question of the kind: • What is you vision for your company and for your team? • Why do you exist (as a team)? • What is your purpose of coming/ working together? What you get: vision, intentions, declaration, gaps, threats / obstacles What we want to generate: interdependence, cross understanding • Step 4: Deployment of the values and principles story, within each subgroup / department / branch, by its leader – Discussing the opportunity for change – Discuss specific things, as: • • • • • How we make plans How we take decisions How well we communicate What sort of training we need How well we measure efficiency / success – Facilitating communication – Generating a set of initiatives at each group’s level – With a facilitator that asks question of the kind: • What to we need to better perform the [specific task] • Why we are lagging behind on [specific issue] • What do you feel about [sensitive issue] What you get: ‘dirt out’ and communication What we want to generate: understanding of the values and principles, set of initiatives • Step 5: Consolidate information into one coherent plan • Step 6: Implement and foresee the change Conclusions High Performance Organizations are characterized by structures that reinforce the qualities of living systems. Although this should seem natural, it is not. Centuries of organizing work based on Machine Theory have influence our thinking about how to divide, measure and control work and its outputs. A principled approach is helpful to the HPOs by allowing them to harness the natural energy of the people against the tasks to be completed. HPOs have learned to design for results and self sufficiency rather than for form and elaborate supervisory control. Their focus is on getting the work done right in the first place, rather than detecting or controlling errors. Often is the design process itself that jolts members of the organization into a realization of how much better their performance should be. knowledge, dissemination & embodyment Knowledge transfer Knowledge transfer - proposals • • • • • • • • • • • People management Time management Project administration Efficient communication (in written as well) Personnel evaluation (maybe interviewing as well) Team work (team effectiveness) Leadership 1st time Supervisors Train the trainer Efficient Presentation Influence management Training program - suggestion • Start with workshops to discuss issues & create solutions and commitment: – Problems, what’s your opinion, you say, give examples, how can be put in practice, how we measure • Insert a team building – a ‘Businessopoly’ • Work together on knowledge transfer & soft skills, to create strong competencies • Insert some attitude building trainings • For managers – seminars with homework and applications, close to the real business • Keep a constant rhythm of trainings, over one year time. Challenge for results simultaneously. • Specialized training sessions for new positions Training program suggestion Event Wkshop & Facilitation Training required / suggested Workshop: issues & answer; What we have to learn to perform better People management People development 6 seminars of 1 Team effectiveness day each, once / Basic elements of a business month, Friday Trade marketing Finance Session / Time management Training 2 Communication Skills Session / Memo writing Better use of Excel & Powerpoint Training 3 Session / Positive thinking – Social Habits Training 4 Session / Businessopoly - Team building event Training 5 Session / Influence management Training 6 Negotiation (for intermediate users) Session / Train the Trainer Training 7 Recruiting & Interviewing Session / Team effectiveness Leadership Training 8 Session / Project management Training 9 Session / Presentation skills Training 10 Days 2 2 2 2 2 2 1 1 2 1 1 When 14& 15 Oct 21 Oct, 4 Nov, 2 Dec, 10 Feb, 17 March, 14 April 19-21 Jan 3& 4 Feb 2 16 - 17 Feb 2 3 & 4 March 2 1 2 1 2 1 6-8 April 9-10 June 21 - 23 September 2 20 - 21 October 2006 2 16 & 17 Nov 2006 Businessopoly • Team event, based on the Monopoly game, played in teams • With a reward for the winning team • Questions and surprises based on the value and principles of the Bank • Rules and elements of the game adapted to the current situation and strategies of the Bank • Has multiple benefits: – – – – Transfer of corporate knowledge Team-building event Mind-set re-orientation Better understanding of the business