people culture behavior creating social outcomes

People, Culture, Behavior #e2conf‐17Jon Ingham ‐

@joningham

Executive Consultant, Social Advantage

Margaret Schweer ‐

@nGeneraInsightVP, nGenera

Insight / Moxie Software

People, Culture, Behavior

Jon Ingham“Strategic HCM” / “Social Advantage”

Learning Accountability Collaboration Quality ofLeadership

SharedMindset Talent Speed

• (Source: Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t, 2003)

Competitive Positioning

Core Competencies

Organizational Capabilities

OrganizationCapital

HumanCapital

SocialCapital


SocialLearning

SocialInnovation

SocialCollaboration

SocialSpeed

Social Capital

+ Customer ServiceRelationship CapitalKnowledge ManagementEngagement, RetentionEmployer Branding etc…


Activities OutcomesBusinessImpact

Enterprise 2.0

Social Capital

People, Culture, Behavior Developing Collaborative Capacity

Margaret Schweer, PhDVice President, nGenera

Insight

Santa Clara, November 9, 2010

Enterprise 2.0

Collaboration Is Not a Baseball Game

Even if you build a collaborative platform, they may not come …

10 | © 2010 nGenera. All Rights Reserved.

And even if they do come …

“We’ve built a great deal of capability but it only represents 1% of all the activity being done to create

real work because it’s not part of the flow of the work.”

Is this easy to use?• Intuitive, with little or no learning

curve• Versatile design, allowing users to

adapt it for their specific use• Powerful search and filtering

technology• Single sign‐on• Integration with mobile technologies• Ability to create secure working

groupsDoes this help me do my job better?• Value based on saving time – useful content and the ability to connect and

communicate • Incentives that align with knowledge‐sharing and platform use, including

having a stake, having a voice, having an impact, and having a community bond

11 | © 2010 Tamara Erickson. All Rights Reserved.

Successful, Sustainable Collaboration Platforms Have to Work for the Individual

Successful, Sustainable Collaboration Platforms Are Sustained by a Supportive Organizational Culture

Organizations have their own rhythm for how things get done, but enabling factors for

collaborative capacity include:• Highly engaged, committed employees

• Existence of trust based relationships• Prevalence of networking opportunities• HR processes aligned with collaboration• Organizational philosophy supporting a

“community of adults”• Leaders with both task and relationship skills• Productive and efficient behaviors and processes• Important and challenging tasks• Clearly defined individual roles and responsibilities• Executives who model collaboration


Collaboration is sustained not because of the technology

platform but because of organizational culture

Enabling Factors Existence of Trust‐Based Relationships

Trust is essential for collaborationFor most, trust develops through relationships

Leaders must consciously architect the development of relationships

Make a significant investment in relationship‐ building through . . .

Physical architectureForums –

sponsored events

TechnologyProcess design –

induction processes,

rotations, career path designs


Building Trust Developing an Emerging Consensus

Building Employee Trust at the Transportation Security Administration• Management developed a collaborative process and platform to solicit and

discuss ideas from the community of 43,000 employees• Starting with relatively simple issues as discussion starters, they advanced

to tackle complex and sensitive issues such as restructuring the

employee compensation scheme

• TSA leaders found they could build trust through transparency into how ideas are evaluated and why final decisions are reached



Enabling Factors HR Practices that Encompass Collaboration

The simple truth – some people enjoy collaborating more than others.

Some are more likely to flourish in an environment that depends on collaborative skills.

Select

Are you careful who you let on the

bus?

Train

Do you on‐board in a way that

supports collaboration?

Promote

Are you careful who you promote?

What criteria are evident?

Do your promotion criteria favor

collaborative behavior?

• A four‐week training period immerses employees in the company’s strategy, culture, and obsession with customers

• After one week, employees are offered a $2,000 bonus if they agree to quit that day

• Logic: if you’re willing to take the company up on the offer, you don’t have the sense of commitment Zappos

is looking for

HR PracticesInviting an Honest Assessment of Fit


HR Practices Developing a Commitment to Collaboration

To begin addressing the cultural barriers around knowledge sharing:

• Created a series of case studies focused on real events in the

company’s past that illuminate values, processes, and norms

• Cases are discussed as part of employee “on‐boarding”

to promote

a better understanding of how the company works and encouraging a culture of knowledge sharing and

collaborative problem solving

17 | © 2010 nGenera

Corp. All Rights Reserved.

Source: “Boosting the Productivity of knowledge workers,”

E. Matson and L. Prusak, 2010

Enabling Factors Organization Philosophy Supports “Community of Adults”

The Collaborative Enterprise offers a different “contract”

to those who perform work

Create employment practices consistent with a “Community of Adults”

Break work into projects

Stop measuring time

Reduce status‐based titles

Offer options –

including options to do less

Make arrangements, including compensation, transparent

Performance management can break the bonds of the old hierarchical systems, but does not

promote collaborationIn general, compensation systems have no

discernable correlation with collaboration


• No fixed schedules, no mandatory meetings, no impression‐ management requirements and work‐life balance . . .

• ROWE judges performance on output instead of hours• Since implementation, key indicators show

Productivity is up by 35%

Average voluntary turnover is down dramatically

Employee engagement is up

Source: “Smashing the Clock,”

Business

Week, December 11, 2006

Creating a Community of Adults The “Results‐Only Work Environment”


• A program called “Up ‘n’

Down Pay”

allows employees to manage their own pay, flexibly

• Provides compensation information for comparable jobs in the company or industry

• Has found that individuals almost always do so fairly based on the information they are provided

Creating a Community of Adults Determining What My Work is Worth

Source: “Leading by Omission,”

Ricardo

Semler, MIT World video, September 22, 2005 20 | © 2010 nGenera. All Rights Reserved.

• Social networking site

• You identify 10 or so people you trust and from whom you’d like to learn (receive “feedback”

in the Gen Y sense)

• You request feedback whenever . . . multiple times a day around specific activities

• The individual owns the feedback process

Creating a Community of Adults Owning My Own Development


Enabling Factors Focus on Important and Challenging Tasks

Important

Challenging


The ROI of Collaboration

Focus on Important and Challenging Established the “59 Councils”

• Important goal: manage new businesses• Replaced its hierarchical decision‐making structure with 59 councils• Challenging conditions: avoid the stagnation of hanging on in old

markets too long and not entering new markets nimbly, at the right time• CEO John Chambers: “a distributed idea engine where leadership

emerges organically, unfettered by a central command”

Source: “Seeking Growth, Cisco Reroutes Decisions,”

The Wall Street Journal, August 6, 2009; “Cisco CEO

John Chambers’s

Big Experiment,”

WSJ Blog: Digits,

August 5, 2009; “How Cisco’s CEO John Chambers is

Turning the Tech Giant Socialist,”

Fast Company,

November 26, 2008

An Important and Challenging Goal


Enabling Factors Clarify Roles and Leave the Approach to the Team

Collaboration is enhanced when the work roles are structured clearly, but the

approach itself is left to the discretion and creativity of the team

Create role clarity

Design teams so that the roles and

responsibilities of all members are clearly defined

Allow task ambiguity

Describe tasks in ways that allow team

creativity


Clarify Roles and Responsibilities Guard Rails for Creativity

• The P&G Principles, Values, and Purpose (PVP)

Initially: To improve the lives of the world’s consumers

Revised: To improve more lives in more places more completely• Because management is scrutinizing everyone’s actions against the

PVP, people are free to act

Source: Rosabeth

Moss Kanter, speaking at

an nGenera

Insight event, April, 2010

Principles that Allow Individuals to Act


Enabling Factors Executives Who Model Collaboration

Leadership behavior has a significant influence on the collaboration

Role model collaborative behavior Mentor effectivelySupport the creation of a “Gift Culture”

in

which all participants give freely of their time to help others learn

Develop a new breed of leader


Executives who Model Collaboration The New Leadership Mantra

It’s ALL about the community

. . . It may take longer, but it’s better to get buy‐in from

the community

Just ask, because few do

. . . Volunteers able and willing to do more than you think

Lead by following

. . . Managers are more powerful when they are “not leading”

Nurture renegades

. . . Interesting innovative things happen when people are allowed to

break or change the rules in an organization

Think hybrid

. . . Open source approaches can be more powerful when paired with

conventional approaches; blend your approach to a particular problem or issue

Think globally

. . . It’s virtual so there is a world of options available to the organization

Shut up and listen. . . always . . . and very carefully

27 | © 2010 nGenera

Corp. All Rights Reserved. Source: “Mitchell Baker and the Firefox

Paradox”

by D. Freedman, INC. Magazine, February 2007

http://en.wikipedia.org/wiki/File:Mozilla-corporation-logo-color.svg

Why Is Collaboration So Difficult For Many Organizations

Because collaboration is discretionary …People have to want to do itYou often can’t tell if they really are doing itIt takes time and effort . . . and is personally hardIt’s not always worth itIt takes many formsAlmost all the corporate etiquette and “unwritten

rules”

of the culture discourage it


OrganizationalValue

Social outcomes(People, culture, behavior)

Activities(Technology)

Businessneeds(Workflow)

Social Intent

SocialActivities

• Plenary introduction • sessions

• Three small group sessions • to develop and

communicate • a personal values-story• Given you are this person

and these are your skills and talents, what can you bring to this organization?

• How does this link? (are you doing what you wanted to do when you grow up?)

• Are you in the right job and the right organization?

• Whole team session to • consider:• Alignment – the team

purpose, customer dreams and nightmare

• Values – realigning purpose based on customer input

• Implications – barriers and challenges for action planning

Role of HR

Activities OutcomesBusinessImpact

Social RecruitingSocial LearningAlumni Managementetc

Organization DevelopmentTalent ManagementHuman Capital Managementetc

Questions

Jon Ingham ‐

@joninghamExecutive Consultant, Social Advantage

Margaret Schweer ‐

@nGeneraInsightVP, nGenera

Insight / Moxie Software

people culture behavior creating social outcomes

Documents

ngenera insightmoxiesoftware

ngenera corp

dave ulrich

norm smallwood

ngenerainsight vp

retentionemployer branding

andhavingacommunity

line isnt