Leading Inclusively: Case Study of a 21st Century Model
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A case study of a FORTUNE 200 company's journey with Web 2.0 behavior and tools. EMC Corp is moving beyond pure command and control business management, to a model which recognizes leaders at every level. This presentation outlines the journey, and resulting contributions to cost savings, innovation, recruitment, hope, and more.
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Leading Inclusively: Case Study of a 21st Century Model
- 1. Leading Inclusively: Case Study of a 21 st Century Model Polly Pearson VP Employment Brand and Strategy Engagement EMC Corporation April 2010
- 3. Backdrop: The Move Away from the Industrial Era Model “ Command & Control”
- 4. To the Connected, Knowledge-Era Model “ Leadership at Every Level” Illustration: Gary Hamel “ Collaboration & Connection”
- 5. Jump-starting the Journey to a Connection Culture
- 6. Internal, Voluntary 2.0 Network … perspective and behavior begins to shift Everyone Has a Voice Today: 170+ communities; >70% of the workforce registered and active
- 7. The Community Brought Our Genuine Brand Values to Life: Innovation
- 8. The Community Brought Our Genuine Brand Values to Life: Inclusion
- 9. People Became More Connected with the Strategy, Culture, and One Another Free.
- 10. People Began To Share More “ Day in the Life” Photo Sharing Event Hundreds photos shared from employees in Russia, Japan, Utah, Boston, and more …
- 11. ... And More Employee Art Gallery Employee Gathering Space … … Personalized Tone Spills into Hallways
- 12. … and, Courageously, Even More “ The Working Mother Experience” Book EMC.com; http://www.workingmotherexperience.com Personal Stories from EMC Working “Moms” 15 countries 96 women 1 man And a living blog: www.workingmotherexperience.com
- 13. Organic Brand Ambassadors Emerged: Home Grown, Enthusiastic, Expert Voices Today: Dozens of bloggers; hundreds of micro-bloggers … And thousands of employees who suddenly feel welcomed to share that they Care. Free.
- 15. Ambassadors Engage With Prospective Talent “ 100 Job Search Tips” eBook Free.
- 16. Executives Caught On – Sharing with a Genuine, Human Voice Internal “reality TV” Free.
- 17. The real magic happens in the “Unofficial” Engagement © Copyright 2010 EMC Corporation. All rights reserved.
- 18. Leadership at Every Level: Connecting with Passion Portrait of Dick Egan, EMC Founder painted and donated by EMCer, Ian Kabat Free.
- 21. Leadership at Every Level: Connecting with Customers © Copyright 2010 EMC Corporation. All rights reserved. Free.
- 22. Connecting with the World : World Business Forum © Copyright 2010 EMC Corporation. All rights reserved. Free.
- 23. Connecting with Future Employees : “Why I work at EMC” Free.
- 24. Leadership at Every Level: Connecting with Millions … within your target market Free.
- 25. Connecting with Hope Free.
- 26. © Copyright 2010 EMC Corporation. All rights reserved.
- 27. Fortune 500 Companies with Engaged Employees Report: Growth in employee productivity $18,600 more market value per employee $3,800 more profits per employee $80,000–120,000 additional revenue per month Higher profitability Higher customer loyalty Recruitment costs 55% lower Source: Impact of Engaged Employees on Business Outcomes. Ongoing Employee Engagement Research, Hewitt Associates
- 28. Results Snapshot © Copyright 2010 EMC Corporation. All rights reserved.
- 29. We’re Finding: ROI Additional revenue Higher customer engagement Additional Innovation More Market Value per Employee Better Recruitment Volume and Speed More + More Favorable Media Coverage Higher Employee Engagement Additional profit
- 30. Employee Survey Results Personal Satisfaction Enjoy Co-workers 95% 63 % 3 92% 93% Manager Integrity * Based on 30,827 responses from 92% of employees
- 31. EMC’s 2009 Score Card RESULTS Employee Satisfaction And Motivation Ratings Customer Satisfaction Ratings Revenue Cash Flow Innovation And Market Share Best Place To Work Awards RECORD
- 32. Quiz: Commitment Drivers Which do you think are the top 5 satisfiers for employees today? *EMC Corp; Corp Exec Board ____ High pay ____ Good benefits ____ Social, environ responsibility ____ Product quality ____ Collegial work environment ____ The right people get recognized and promoted ____ “Great employer” recognition ____ Ethics and integrity ____ Empowerment; ability to innovate ____ Recognition ____ Skill and career development ____ Treated with respect; people management ____ Interesting work; job/skills alignment
- 33. Quiz: Commitment Drivers Which do you think are the top 5 satisfiers for employees today? *EMC Corp; Corp Exec Board ____ High pay ____ Good benefits ____ Social, environ responsibility ____ Product quality ____ Collegial work environment ____ The right people get recognized and promoted ____ “Great employer” recognition ____ Ethics and integrity ____ Empowerment; ability to innovate ____ Recognition ____ Skill and career development ____ Treated with respect; people management ____ Interesting work; job/skills alignment
- 35. Stay in Touch http://www.pollypearson.com ; @PollyPearson [email_address] — Dr. John Sullivan
Notas del editor
- I’m going to be throwing a bunch of information at you today, but don’t worry…you don’t have to write it all down. You can get this presentation from my blog. And a word about the creative commons license in the bottom left-hand corner…
- The practice of management was born around 1850 – when companies suddenly had 300 or more employees. They had to figure out how to manage productivity at that scale. The only model to replicate at that time, was the command & control model used by the army. … a model that directed legions of uneducated workers.
- Today, we’re in the knowledge era, a time when our people and their ideas are our route to productivity and business value. To enable the best results in this dynamic of an educated and diligent workforce, companies must unlock passion, creativity and initiative of their people. Results come from new innovations and ideas, and connections to engage hearts & minds in action. Companies are re-wiring behavior models and tools today to enable global agility, and innovation. They’re increasingly looking to “Collaboration and Connection” business models. -- Gary Hamel is an author and speaker and currently considered the top authority according to WSJ and FORTUNE on business strategy and management models.
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- Building Communities to Build Relationships Over 30 active communities and Labs for customers and partners to collaborate with EMC and several others in development Over 16,000 members, representing 151 countries, have joined in the first 9 months 1000 new members joining each month... and growing Developing new, and improving existing products … such as the RSA key fob code as an app on the iPhone and Blackberry In the “Labs,” product teams provide customers with early access to innovate with EMC in building better products. Collaboration occurs in every phase of product development from inception through announcement Creating new Channels and increasing revenues In the Solution Gallery, those developing solutions on EMC products engage prospective customers with reviews, ratings, demos and generate qualified sales leads Meeting Developers & Inventors of Products created by EMC Customers are given unfettered access to those who develop and support our products, providing both with valuable insights Improving service and reducing support costs with technical forums Not just engineers, but customers, too, provide answers to each other’s questions, and these answers are available to thousands of others, reducing the number of expensive one-on-one calls to Customer Support Providing Certification & education on products & solutions Several thousand “EMC Proven” customers, partners and employees share best practices and tips with the most knowledgeable, certified storage professionals in the world Building Communities to build relationships Developers congregate in the Developer Network downloading free code and sharing tips and tricks. Partners have their own communities but also mingle with others in user groups, understanding customer pain points and improving solutions, business users network with others who face similar challenges. The bottom line, communities enable customers to maximize the investment they’ve already made in EMC solutions, generating increased customer satisfaction and loyalty.
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- Title Month Year The top satisfiers go in reverse order: #13 is the top satisfier and #1 is the lowest satisfier.
- Title Month Year The top satisfiers go in reverse order: #13 is the top satisfier and #1 is the lowest satisfier.
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