silos, turf wars and matrix madness
TRANSCRIPT
Leading Effectively Across Today’s Boundaries
Silos, Turf Wars and Matrix Madness
Pittsburgh Human Resource Association
• Boundaries: Friend or Foe
• The Business Case…for Change
• Leadership’s Blueprint for Change
• Growing Cross-Boundary Leaders
Session Overview
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A Natural Part of Growing Up
Start-up, Small, Growth• Unpredictable and unstable world• Up close and personal• Continuously morphing• Fox-hole buddies• Values still core – truly!
Growth, Scale, Diversify• Clear structures/work processes• Lines of authority/controls• Responsibilities for execution• Layers to manage resources/risk• Roles & views become narrow
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A Key Obstacle to Growing Up
Traditional Organization Structures & Career Paths Compound the Challenge
Managing Self
Managing Others
Managing Other Managers
Managing a Function Managing a Biz Unit
Managing Multiple BU’s
Managing the Enterprise
DivisionRegion
Corporate
Finance
Operations
Sales
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What Must Change and Why?
CONFERENCEBOARD IBM ACCENTURE CENTER FOR
CREATIVE LDRSHPHuman Capital Human Capital
Building partnershipsinside and outside the organization –especially across
horizontal boundaries.
20 competencies including: Relationship
Management, Confronting People
and Issues, Adaptability, and
Participative Decision Making
Operational Excellence
Customer Relationships
Innovation Innovation
Customer Relationships
Branding
Global Risk Management
Business Model Innovation
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What Must Change and Why?
VERTICAL
Functional
Manageability
Product/SvcEXTERNAL
HORIZONTAL
TraditionalGEOGRAPHIC
Enterprise
Speed
Value Chain
Matrix
Boundary Needs To BeTypically
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Vertical Boundaries
• The continued shift to knowledge workers
• The need for the best and quickest decisions
• Adding layers more cautiously and deliberately
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Freedom With Fences
Produce Products
Create Demand
Support
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Horizontal Boundaries
• Coordinating the supply and demand of talent
• Return on capital deployed
• Flow of information,solutions and ideas
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Collaborating for Speed Inside and Out
Team Work
Openly Sharing
Information
Eliminating Siloed
Behavior
Minimizing Political
Maneuvering
Managing ConflictTrust
Six Characteristics of Our Boundaryless Collaboration
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50% of my time is spent visiting with companies outside of our industry.
You just never know where that next big break-through might come from.
James Cornelius, Chairman & former CEO
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External Boundaries
• Supply chain convergence
• Customer value-add
• The enterprise value chain
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Even in markets that we considered quite mature, we found ways to grow because we were getting closer to our customers and partnering with them. We found ideas
about what they needed and what we could supply.
Dean Scarborough, President & CEO
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SUPPLY CHAINMANAGEMENT
DISTRIBUTION SYSTEMS
PRODUCT DESIGN
QUALITY CONTROL
COOPERATIVE COMPETITION
Blurring External Boundaries
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Geographic Boundaries
• Culture nuances and protocol
• Regulatory and government requirements
• Emerging markets and infrastructure needs
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Matrix Management is Here to Stay
• Because boundaries are here to stay
• The need for effective customer UVP’s
• Providing a seamless customer experience
• Increasingly global supply chain
• Integrating products,markets and regions
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Leadership’s Blueprint for Change
ASPIRATION
MINDSET
BEHAVIOR
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•There is only one purpose
•There is only one company
•There is only one customer
A Singular & Aligned Purpose
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There is only one boss. The customer. And he can fire everybody in the company from the chairman on down,
simply by spending his money somewhere else.
Sam Walton
A Singular & Aligned Purpose
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• We value safety above all else –the safe way will always be the right way
• We do all we can to create value for our customers –provided it’s safe
• We do all we can to build shareholder value –provided it serves our customers
You will never go wrong, be questioned, criticized or blamed…If you acted consistently with our three values:
One Company’s “True North”
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Leadership’s Blueprint for Change
ASPIRATION
MINDSET
BEHAVIOR
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Shaping an Early and Different Mindset
• I lead…you follow
• Seek win-win situations
• Being the “go – to” person
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An Enterprise with Boundaries is Easier
• Managing my people
• Following instructions
• Doing what I know
• Minimizing participation
• Selling a product or service
• Getting the lowest price
• Deploying “our” model globally
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Leadership’s Blueprint for Change
ASPIRATION
MINDSET
BEHAVIOR
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Tools, Skills and Development
Processes and Tools that Support Cross-Boundary Leadership
Conflict Management
Process
Boundary-Busting HR Tools
Cross-Boundary Workouts
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Providing Direction & Momentum
• Clear / aligned goals & KPI’s
• Dual report performance reviews
• Replace “advancement” with “growth”
• Showcase & reward lateral moves
• Make consistent people decisions
• Reward the exporting of talent
The Consequence Conundrum ©
Expecting X
Rewarding Y
Tolerating Z
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Actions Trump Words Every Time
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Boundaryless Leadership Skills
Global Business Acumen Building & Leveraging Networks
Communications Managing Conflict
Cross-Boundary Collaboration Delegating & Empowering
Partnering Synthesis & Triage
Iterative Thinking Process & Systems Orientation
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Key Development Principles
• This isn’t just about “teamwork”
• Expand scope and use of “true” 360º assessments
• Challenge them to stretch and generate supporters
• Sharpen the definition and management of HIPO’s
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Manage Hot People into Hot Jobs
Move Key Players to Other Business Units
Managing Self
Managing Others
Managing Other Managers
Managing a Function Managing a Biz Unit
Managing Multiple BU’s
Managing the Enterprise
DivisionRegion
Corporate
Managing Other Mgrs
BIZ UNIT A BIZ UNIT B
TOPO
HIPO
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Key Development Principles
• Identify and schedule “learning partners” meetings
• HIPO Forums / discussion groups / simulations
• Cross-functional projects with tight turnarounds and C-level exposure
• Transfers or extended rotations
• Seek and leverage external board roles and relationships
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Leadership’s Blueprint for Change
ASPIRATION
MINDSET
BEHAVIOR
One purpose, company & customer
Redefine what it means to “win”
Provide tools, training & opportunity
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About the presenter: Bill Thomas has over 30 years of experience in HR/OD, CustomerExperience Management, TQM and Operations management. Prior to joining Centric, heheld national and global management roles with PricewaterhouseCoopers and DellComputers, respectively. He was the co-architect of PWC’s Service Excellence initiative,and helped design and launch Dell’s Customer Experience effort. He co-authored therecent book “Anticipate: Knowing What Customers Need Before They Do,” and his workhas been featured in CEO magazine, Human Resource Executive magazine, QualityProgress, HR Advisory and others. He can be reached at 866.302.9099 or via email [email protected].
About the company: Centric Performance works with organizations of various typesand sizes to help them accelerate growth and improve results – at the enterprise,business unit, function, team or individual level. We do this by identifying, evaluating andimproving their efforts and performance in four areas proven to create stakeholder value:
• Strategy, Leadership and Organization Effectiveness• Optimizing the Customer Experience
• Human Resource Practices and Processes• Business Transition Planning and Implementation
Further information is available at www.centricperformance.com.
Accelerating Growth…Improving Results
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