The Risks of Ignoring Bookkeeping in Your Business
Improving Connections & Performance
1. Improving Connections & Performance:Building a Resilient and Engaged Sourcing Organization August 22, 2010
2. “I dream, I test my dreams against my beliefs, I dare to take risks, and I execute my vision to make those dreams come true.”
3. What does every employee dream of? Opportunities! The State of Employee Engagement, BlessingWhite, 2008, pg 13
4. Opportunities drive engagement Without opportunitiesengagement is difficult. Advancing Careers, Driving Results: Career Development for Business Success, Right Management, 2010, pg 5-6
5. Engagement increases employee performance * Stakeholder Engagement ** Employee Engagement * Employee Engagement – What’s Your Engagement Ratio, Gallup, 2010, pg 7 ** The State of Employee Engagement, BlessingWhite, 2008, pg 5
6. So how can weTAP into talentand discretionary effort?... …provide an OUTLET.
7. Providing an Outlet Provide employees with the opportunityto work together to address organizational needs Channel value delivery towards business areas people are mostpassionate about or interested in Build a stage to allow employees’ contributions to be better recognized Employees should be proactively looking for opportunities to improve the value-add services they provided and be encouraged to act upon their insights with others.
8. The Programis an ideafor tapping into personal talent and discretionary effort Channelis the frameworkfor enabling the delivery of additional value Talentis the entire set of skills and knowledge each person decides to bringto work Effortis the amount of extra thought and energy put towards applying talent # Employeesis the total number of active participants The Program – tapping DREAMS Outlet = The Program=channel ( talent + effort)^ (# employees) Value is driven by applying talent, effort, and employees. Magnitude of value is delivered using channels.
20. # employees that want to work on project (active participants)Project will only be worked on if 3-5 active participants identified (due to 3 month time limit) Small team announce final list of projects for round
43. Talking with the original team members to understand thought-process for developing solutionStages of User Adoption 100% * 75% ~30% is often critical mass for maintaining momentum Total Adoption 50% 25% 0% * Diffusion of Innovations, Everett M Rogers, Free Press, 2003; image from Wikipedia; 30% not from book Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16%
51. “The search for better, for more competent men [and women], from the presidents of our great companies down to our household servants, was never more vigorous than it is now.And more than ever before is the demand for competent men [and women] in excess of the supply.” * Frederick Winslow Taylor (1911) * Frederic Taylor is considered the ‘father’ of modern management
52. Determining performance potential of teams Working group – rely on sum of individual contributions Pseudo-team– individuals work together, but real business issues are superficially glossed over Potential team – members actively involved and real business issues addressed, but with little coordination Real team – members coordinate involvement to address real business issues High-performance team – members maintain high-level of coordination and involvement to address real business issues Team Performance Curve (graph) The Wisdom of Teams: Creating the High-Performance Organization, Katzenbach, Harvard Business Press, 1993 (descriptions) http://www.lmcuk.com/management-tool/the-team-performance-curve (descriptions) http://www.oedconsulting.com/assets/oed_high_performing_teams.pdf
53. Competitiveness + Knowledge = Performance Daily work S&P culture S&P history Strategic Supply Chain Management: Improving Performance Through a Culture of Competitiveness and Knowledge Management,Hult, Strategic Management Journal, 2007 Competitiveness alone is not enough. It must be coupled with learning.
54. Developing social networks Social Computing Upends Past Knowledge, Brown, Forrester Research, March 2007
55. Ten Faces of Innovation Anthropologist- extremely good at reframing a problem in a new way [and has] the ability to "see" things that have gone unnoticed Experimenter- invites others to collaborate, while making sure that the entire process is saving time and money Cross-Pollinator- draws associations and connections between seemingly unrelated ideas or concepts to break new ground Hurdler- problem-solver who gets a charge out of tackling something that's never been done before Collaborator- person who truly values the team over the individual Director- has an acute understanding of the bigger picture, with a firm grasp on the pulse of their organization Experience Architect - person relentlessly focused on creating remarkable individual experiences [by turning] something ordinary into something distinctive Set Designer - looks at every day as a chance to liven up their workspace. They promote energetic, inspired cultures by creating work environments that celebrate the individual and stimulate creativity. Storyteller- captures our imagination with compelling narratives of initiative, hard work, and innovation Caregiver- is the foundation of human-powered innovation. Through empathy, they work to understand each individual customer and create a relationship. The Ten Faces of Innovation, Thomas Kelley, Doubleday, 2005; excerpts above from http://www.tenfacesofinnovation.com/tenfaces/index.htm.
