Key KM Practices to support services differentiation

1. The Culture Change Mosaic:
Key Practices to Drive Knowledge Sharing and Services Differentiation
within Your Organization
SI KM
Doug Madgic & Andre Karamanian
March 17, 2015

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Today’s Speakers
Doug Madgic is currently consulting at Cisco within Services providing
technology implementation program management for selected top
Global accounts. Prior work includes leadership roles within Cisco
Services PMO and Services AS Intellectual Capital Management
where he developed a recognized KM adoption framework and led
Advanced Services Virtual Teams. He also held leadership roles in
Cisco Human Capital Management & Talent Management including
working in over 20 countries while based in Brussels, Belgium.
Doug has an A.B. in Economics & International Relations, from
Occidental College, MBA from American Graduate School of
International Management (Thunderbird). Certifications include SAPM
(Stanford Advanced Project Management) and ITIL v3. He is a former
Adjunct Professor of Int’l HR at Golden Gate Univ. in San Francisco
and has spoken previously to SI-KM, GGU, Pepperdine University and
other organizations. He is a contributing author of Next Generation
Knowledge Management Vol. 3
He and his wife Sarah live in San Mateo, CA with their two girls.
Dr. Andre Karamanian, CCIE Emeritus, is currently a security consultant
at Cisco. He has worked in the field of security for 15 years. He is the
author of "PKI Uncovered: Certificate-Based Security Solutions for Next-
Generation Networks.“
Along with many industry certifications, He regularly speaks at
conferences, publishes, and has multiple patents. His current research
is a collaboration which examines the influence of culture on cyber
behaviors, with Dr. Char Sample from CMU Cert. He recently spoke at
the Chertoff Group Cyber Security Summit, the International
Conference on Cyberwar at Purdue, and the Annual Symposium for
Information Assurance. He is also developing a generalized framework
applying human behavioral analysis against cyber behavior in a
quantitative, operational model.
He and his wife Kathleen live in Durham NC, along with 2 cats, 2 dogs.

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© 2013 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 3
Today’s Discussion
Q&A
Hidden Dimensions of Culture
Cultural Change Mosaic – Key Practices
Introduction

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With the Internet, computing, and
global travel, the world is
becoming a smaller place now…..
right?
“This dominance of technology
over culture is an illusion. The
software of the machines may be
globalized, but the software of
the minds that use them is not”
(Hofstede*, Hofstede & Minkov,
2010)

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What is Culture?
• Definition: “The collective mental programming of the
human mind that distinguishes one group of people from
another”. Hofstede, Hofstede & Minkov, 2010.
• How is culture learned?
“Cultural norms and values are readily absorbed during the
early phase of life; behaviors and values of those closest
to us are also absorbed”. Bargh & Morsella, 2008
Family
Education System
Society

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Relationship between Culture Values and Psychology

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A compilation of effective practices
that influence visible cultural artifacts
and also unseen values, norms and
mindsets.

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Emerging Knowledge Rich Cultures

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Context

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Build
Capabilities
Share/Leverage
Learnings
Alignment
1 2 3
Enable Consistent & Excellent Service Delivery
Services Delivery PMO Areas of Focus

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Aligning to Business Objectives
V
E
S
Drive exceptional business value to our Customers through innovation, delivery excellence, architecting
and implementing best-in-class solutions with industry leading expertise
Ensure high-quality delivery and expertise to satisfy customers and achieve superior business results2+ Years
1-2 Years
6-12
Months
Improve business performance
through delivery excellence
Drive customer-relevant
solutions and architectures
Expand industry-leading
skills and capabilities
SPEED SCALE FLEXIBILITY REPLICABILITY
Drive network stability and operational
excellence
Enable Advanced Technology
readiness and adoption
Implement architectural
roadmaps
Adapt and support new service
consumption models
Grow knowledge of customer
business and Cisco technology
Enhance best-in-class capabilities,
including Partners
Be a magnet for talent
Develop and implement new
innovative/creative delivery models
Leverage knowledge and
intellectual capital
Drive collaborative P&L discipline
and accountability

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1212
Aligning to Smart Services
Smart Services are Software-enabled Services
which offer:
• Contract Lifecycle Management
• Enables contract management along with
product and security notifications
• Cisco Intellectual Capital
• Correlation and analysis of collected data
against Cisco Intellectual Capital
• Actionable Insight
• Provide proactive, pre-emptive services
and advice
And enable:
• Increased operational efficiency
• Improved risk management
• Increased business effectiveness
Open Standards-based Smart Services Platform
Services Repository – Years of Cisco Best Practices / Cisco Knowledge
Base (Cisco IP)
Extract
Information
Proactive
Optimizations
Borderless
Networks
Collaboration
Data Center &
Virtualization
Cisco’s Installed Base
Cisco Business Architectures

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Aligning to Knowledge Architecture
Customer Network
Collection:
Abstraction:
CNC
Loop
Parser
OPNET
User Interface:
Customer
Deliverables:
Network
Profile
Audit BP 2.0
BP
COLD
RAT
& TRAP
Global
Profile
EoX
Syslog
Audits
SIAR
PSR
Custom
Config
Rules Based Intellectual Capital
Audit
Dashboard
On Demand
HWFN
PSIRT
PCBA

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Building General Management Capabilities

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Building Team Capabilities

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Building Knowledge Contribution Capabilities
“One of the most effective ways of changing mental programs of individuals is
changing behavior first (Bern, 1970.) That value change has to precede behavior
change is a naïve (idealistic ) assumption that neglects the contribution of the
situation to actual behavior”

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Leveraging Community Learnings
KS Program Lead: Lalitha Venkatesh

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Sharing Best Practices Within and Across Functions

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Sharing and Celebrating Knowledge Reuse Successes

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Strengths & Unique Differences
Cultural Background
Cultural Dimensions

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Strange and Unique Differences
• Many Parts of North American view direct eye contact as a sign of honesty
• Many Parts of Asia view direct eye contact as a form of disrespect
• It's custom in Russia to send uneven number of flowers except for
Funeral/Sympathy arrangements. Sympathy and Funeral arrangements must be
composed of even number of flowers.
http://www.roses.ru/flowers_in_russia.shtml
Give your gal a dozen roses: Translation death is on its way, send her 11 flowers
instead.

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Culture Background
• Unlearning habits or automatic thought processing is more difficult than learning the behavior.
Hofstede et al., 2010, Minkov 2013.
• Easier to learn and absorb cultural norms than to unlearn them. Hofstede et al., 2010, Minkov
2013.

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Cultural Dimensions
• 4 Primary cultural dimensions:
• Power distance (pdi)
• Individualism vs Collectivism (ivc)
• Masculine vs feminine (m/f)
• Uncertainty avoidance (uai)
• 2 additional dimensions were added
• Long Term Orientation( vs Short Term Orientation (ltovsto). Bond, 1980.
• Indulgence vs restraint (ivr). Minkov

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Power Distance Index (PDI) 11 - 104
• Egalitarian vs Authoritative
• “might makes right” vs be flexible in order to achieve results.
• “In group”/”out group”
• Loyalty vs truth
• “Defacing the out-groups’ Web sites with aggressive messages or violent threats may
strengthen the feelings of identification or self-esteem the hackers have with their own
group”. Woo, Kim and Dominick, 2004.

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Individualism Vs Collectivism (IVC) 6 - 91
• Collectivists consider the needs of the group over the needs of the individual.
“Golden mean” Yu & Yang, 2009.
• Individualists are responsible for their own destiny.
• Collectivists are uncomfortable making decisions on their own and do not trust their
individual decisions. Bornstein et al., 2003, Guess 2004, Guss & Dorner 2011

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Masculine vs Feminine (M/F) 5-110
• Gender roles clearly defined vs loosely defined
• Aggression vs nurturing
• Confrontation vs negotiation
Uncertainty Avoidance (UAI) 6 - 91
• Fear of the unknown vs curiosity about the unknown
• Precision vagueness
• Coding blind spots?
• Attack preferences?

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LTOvSTO 0-100
• Delayed gratification vs immediate gratification
• Holistic strategies vs direct or adaptive strategies
• Patience in achieving results
IVR 0-100
• Restrained vs over the top
• Invisible vs Bragging
• Serious vs pranks
• Low IVR cultures do not feel comfortable drawing attention to themselves

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Summary
Culture Change
requires influencing
collective mindsets
which in turn can
impact behaviors
and business
outcomes
A knowledge sharing
culture can be
strengthened
through key
practices such as
Aligning, Building
Capabilities and
Facilitating
Connections
Understanding these
Practices plus the
Hidden Dimensions
of Culture can
improve global
engagement and
business outcomes

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Thank you
Doug Madgic
650 796 4042
dmadgic@gmail.com
http://www.linkedin.com/in/dmadgic
Twitter:@dmadgic
Dr. Andre Karamanian
CCIE(emeritus), CISSP, CCSP, INFOSEC, CNSS, CCNP-w
Advanced Malware Consulting SE
akaraman@cisco.com