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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
This presentation contains intellectual property of both ON THE MARK and Dolby Laboratories
Welcome: Driving Dolby’s New Approach to Performance and Development
April 2015
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Webinar Overview
Driving Dolby’s New Approach to Performance and Development
1. About the Presenters2. Why Change…3. Curiosity, Considerations and Research4. The program (What)5. The Amplify Journey (How, Change Process)6. Results and Wisdoms
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
About the Presenters
1. About Mark LaScola2. About ON THE MARK3. About Anna Schocket4. About Dolby Laboratories
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
About the Presenters
With a Bachelor of Arts in Psychology from Fresno State University (1980) and an interdisciplinary Master of Science in Marriage and Family Therapy from San Jose State University (1985) - where his work focused on systems theory and its application to human systems and processes - Mark founded OTM in 1990. Now in its 25th year of operation and with OTM offices located on both sides of the Atlantic, OTM is recognized by many as their preferred vendor in providing substantive yet practical organization design and lasting change.
Mark’s passion for “collaborative business transformation”, as he calls it, sits at the heart of OTM and supports a belief in people, holistic thinking and pragmatism. Mark shares his experience and supports the wider industry through regular publication of best practices and is the author of one of the industry’s most integrated and comprehensive re-design / transformation methodologies. Mark also sits on the Boards of the European Organization Design Forum and the Organization Design Community, and regularly speaks at industry events. Significant publications include his contribution to one of the top ten business books of the 1998 (NY Times) entitled The Self-Managing Organization: How Leading Companies are Transforming the Work of Teams for Real Impact, Purser and Cabana, New York, NY, The Free Press, 1998; and HR specific articles including A Critical Review of the Three-Box Model for HR Organization Design, LaScola and Davies, WorldatWork Journal, Version Q1 2011, and Get the Foundation Right: Transforming HR, LaScola, HR Magazine Aug 2011.
When not on a plane or watching a real football (soccer) match, he’s at home with his family in Phoenix, Arizona.
Mark LaScolaFounder & Managing Principal – ON THE MARK
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
About OTM
About the Presenters
Sectors Functions GeographyAerospaceDefenceLogistics & DistributionFinancial ServicesTelecommunicationsFMCGIT Software & ServicesManufacturingRetail
Human ResourcesSupply ChainManufacturingOperationsFinance, ITRegulatorySales, MarketingEngineeringOutsourcing – BPOSkunk works
North AmericaWestern EuropeScandinaviaEastern EuropeLatin AmericaMiddle EastSouth East AsiaSouth Pacific
We are leaders in collaborative organization design and business transformation. Now in our 25th year of operation, with offices located on both sides of the Atlantic, OTM is recognized by many as their preferred vendor in providing substantive yet practical organization design and lasting change. Our passion is for collaborative business transformation and our work is guided by research, evidenced-based and established best practice and emerging methodology.
Other OTM Offerings:
OTM offers a variety of other services supporting organization design and business transformation solutions including a) in-house Executive Primers, b) internal or external multi-day, hands-on skill building workshops using real projects, c) behind the scenes support and guidance, d) conference presentations and TED Talks. For more information, references or case studies contact Pamela Edmond, OTM Global Marketing Director at [email protected].
Our Experience:
With our experience of delivering close to 370 organization design and transformation projects, across 30 countries and countless industry sectors, OTM offers the most disciplined, integrated and comprehensive re-design and transformation solution. trained and developed approximately 5,000 executives, managers and internal change agents – across a broad and diverse range of industries on 6 continents and over 30 countries on OTM’s comprehensive solutions.
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Anna Schock etDirector, Organizational Effectiveness and Talent Developm ent
About the Presenters
Anna is an experienced organizational effectiveness leader who has designed and implemented numerous HR programs and organizational changes to reinforce business and cultural imperatives. Her work has spanned global organizations ranging in size from 700 to 120,000 employees.
At Dolby, Anna is responsible for driving key programs and initiatives in the areas of learning, leadership development, performance management, talent planning, culture and inclusion. Not only does Anna have an expertise in the more programmatic areas of HR, but she has also designed strategies to manage organizational change. Prior to Dolby, she held similar positions at Shutterfly and Disney. Anna began her career at Deloitte as a human capital consultant in both the US and UK. Anna holds an MBA from the University of Michigan and a BS from NorthwesternUniversity.
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"To be an inventor, you have to be willing to live with a sense of uncertainty, to work in this
darkness and grope towards an answer, to put up with anxiety about whether there is an answer.”
- Ray Dolby
1,800 employees in over 36 cities and 20 countries…
$950M~50 years
DeviceLicensing
ProfessionalProducts
Audio
The evolution of our business
Imaging Communications
End UserProducts
Value AddedServices
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Why Change…
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Why change the way we manage performance?
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_
Jessica Smith
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Eric Acevedo
4
Paul Chan
3
/ 4/
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30,000+ hours
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Business Case for Change
Why Change?
One Dimensional Business Case
Multi-dimensional Business Case Should Also Include:
Culture
Growth/Realignment Customer Satisfaction
Finance Focused
• Relevance and Meaning
• Making a Difference• Connection to the
purpose of the business and contribution to the world
• Desirable Future (refer to the six critical requirements of effective work)
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
NOT ALL CHANGE IS THE SAME…
Why Change?
DEVELOPMENTALAn improvement to an existing way of operating
TRANSITIONALDesign and implementation of something different from what exists today
TRANSFORMATIONALA fundamental shift from one state of being to another, so significant that it requires a shift in culture and behavior to sustain it.
transformation [trans-fer-mey-shun] - n1. a change or alteration, especially a radical one
change [chaynj] - n1. making or becoming different: alteration, variation, or modification, or the result of this
Source: Three Types of ChangeAckerman & Anderson. The Change Leader’s Roadmap. Jossey-Bass, 2001. Further adapted by OTM.
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Curiosity, Considerations and Research
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Are we spending time on the right
things?
Are we actually motivating high performance?
Are we helping people do their
best work?
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What really motivates creative thinking and problem solving?• Autonomy
• Mastery
• Purpose
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What motivates Dolby employees to do their best work?
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What can we learn from recent breakthroughs in neuroscience and psychology?
• Growth mindset
• Conditions for insight
• “Threat” vs “toward” state (SCARF)
• Coaching orientation
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Your Brain at Work …
Curiosity, Considerations and Research
PsychologyHuman Mind +
behavior
Neuroscience Brain Physiology
The brain’s role in human nature and
behavior
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Your Brain at Work
Curiosity, Considerations and Research
1 2 3
Skill Long Term Memory
new behavior
Effort = Energy
Repetition
Temporary storage with limited capacity
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“Nothing changes until behavior
changes”“Patterns die hard”
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Unclear thinking
The Brain at Work
Why Change?
1. Perception of Social Pain 2. Observation of Social Fairness & Respect
3. Stress
4. Uncertainty 5. Employees +… 6. Engaging & Active Participation
• Rejection• Shaming• Embarrassment• Berated• Unfairness/
disrespect
= Chemical
boost
Fear OwnershipIncreased
retention of new behavior
=
=
Unclear thinking
Ownership over situations and choice…
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Any Questions
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
The program (What)
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Our new approach… Amplify
And continue to differentiate rewards…
Drive higher-quality, more motivational
conversations
Increase overall return on time / effort invested
Empower employees to
play a larger role in the process
Three objectives
Drive higher-quality, more motivational
conversations
Amplify:
• Two structured conversations
• No numerical ratings
• Mostly forward-looking
• Growth, work environment always on agenda
Higher quality conversations
Previously:
• One conversation / year
• Based on numerical rating
• Mostly backward-looking
• Growth optional / infrequent
Empower employees to
play a larger role in the process
Larger role for employees
Previously:
• Managers drove the process
• One-way “tell” conversation
• Managers completed all documentation
Amplify:
• More balanced ownership
• Two-way dialogue led by the employee
• Manager is coach
• Employees take first pass at capturing key outcomes
Increase overall return on time / effort invested
Increase ROI
Previously:
• Paper-based, de-centralized
• Time consuming, formulaic documents
• Leaders “calibrated” ratings to fit into curve
Amplify:
• Online system for goals, conversation summaries
• Capture main points and commitments only
• Leaders proactively focus on talent and succession planning
Goal Planning ImpactConversation
GrowthConversation
Rewards Communication
Q4 Q1
Q3 Q2
AMPLIFY
The Amplify Program
Growth / Impact Conversation Agenda
Growth ImpactWork
Environment
• Critical skills needed for success in your role
• Talents you want to leverage
• Development needs you want to address
• Growth opportunities / interests you would like to pursue at Dolby
• Your top work priorities• Progress and status of
goals• Impact of your work (key
accomplishments and challenges)
• Lessons learned
• Work environment elements that are working well
• Work environment elements that if changed could help enable your best work
Exceptional Rewards Core Rewards (Majority of employees)
Partial Rewards
Impact & ContributionLOW HIGH
Continue to differentiate rewards
2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Any Questions
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
The Amplify Journey (How, Change Process)
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And measure / refine over time…
Heavy Socialization
Building New Muscle Memory
Beta Testing
Keys to the Amplify journey
Heavy Socialization
Keys to the Amplify journey
• Get smarter
• Design for ownership
• Socialize early and flex
Beta Testing
Keys to the Amplify journey
• Test with hardest critics and biggest evangelists
• Measure and clarify
• Be open to missteps and adjust
Building New Muscle Memory
Keys to the Amplify journey
• Elevate awareness
• Build Skills
• Ongoing reinforcement
And measure / refine over time…
2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
What type of change was the Amplify program?
The Amplify Journey (How, Change Process)
DEVELOPMENTALAn improvement to an existing way of operating
TRANSITIONALDesign and implementation of something different from what exists today
TRANSFORMATIONALA fundamental shift from one state of being to another, so significant that it requires a shift in culture and behavior to sustain it.
Source: Three Types of ChangeAckerman & Anderson. The Change Leader’s Roadmap. Jossey-Bass, 2001. Further adapted by OTM.
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Change Management vs. Change Readiness
The Amplify Journey (How, Change Process)
OTM’s Accelerated Change Readiness© (ACR)
Treats the business as a system, holistic
Horizontal sponsorship
Driven by social system readiness (ACR) with milestoneachievement occurring simultaneously
'Pull' Orientation (commitment)
Joint optimization
Produces ‘White space‘
High engagement, highly relevant
Compatible with espoused organizational values
Proactive
Tactics driven by high involvement from start to finish
Traditional Change Management
Treats the organisation as a machine, fragmented
Functional sponsorship
Driven by traditional project management
'Push' orientation (compliance)
Sub-optimization
Over-designed
Pseudo-engagement – "Buy-in"
Incompatible with espoused organisation Values
Reactive, after the fact
Tactics mostly include training and communication
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
ACR alignment with brain science
The Amplify Journey (How, Change Process)
Treats the business as a system, holistic
Horizontal sponsorship
Driven by social system readiness (ACR) with milestoneachievement occurring simultaneously
'Pull' Orientation (commitment)
Joint optimization
Produces ‘White space‘
High engagement, highly relevant
Compatible with espoused organizational values
Proactive
Tactics driven by high involvement from start to finish
1. Observed social fairness and respect
2. Inclusion, asking
3. Clarity of process and method
4. Removed uncertainty where possible
5. High involvement in problem solving and decision making
6. “People support what they help create…” – ownership“Self-directed neuroplasticity”
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Pay Now vs. Pay Later Approach to Change
The Amplify Journey (How, Change Process)
Time
Eff
ortIncreased/Saved
Work Burden
Later Completion Time +
Faster Completion
PullMore Work upfront in Planning
and creating Readiness
PushVirtually no work put
into creating Readiness or
Planning
• Problems Occur• Resistance Met• Slippage
• program Goes to Plan• No Resistance Met• Stabilisation Earlier
Time Lost/Gained
Heavy Socialization
Building New Muscle Memory
Beta Testing
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Pull
Depth of Change Model
The Amplify Journey (How, Change Process)
PREPARATION ACCEPTANCE COMMITTMENT
BeginIm plementation• Adopt• Institutionalise • Internalise• Stabil ise
• Understand Change
• Positive Perception
• Contact
• Awareness of Change
Readiness!
Tell
Do
Source: Ackerman & Anderson, The Change Leader’s Roadmap, Jossey-Bass, 2001
Heavy Socialization
Building New Muscle Memory
Beta Testing
Push
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Business case for involving others in the change…
The Amplify Journey (How, Change Process)
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
ACR Methodology – Tak e a Deliberate, P lanned Process
The Amplify Journey (How, Change Process)
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Any Questions
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Results and Wisdoms
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40% of employees and
50% of managers had higher quality
year-end conversations
90% believe the overall process has moderate to
strong ROI
Over half of employees said mid-
year Growth Conversations were better than previous discussions about
growth91%
discussed growth as part
of the year-end discussion
Feedback on Amplify
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“I used to hate reviews; I used
to see the number and tune out the rest. This
year I’ll remember my
manager looking me in the eye
and saying that I did a good job.”
“Previously it was 90% looking back – now it’s 80% looking
forward.”
“What was important
became defined by the
conversation, not the piece of
paper.”
“Employees came to insights
themselves –when it was a
“tell” conversation you didn’t get much feedback. Now the insights are
coming from them.”
“As a manager, I spent
significantly less time on the year-end process and still got the same
or even more than in years
past.”
Feedback on Amplify
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Wisdoms
• The courage to innovate and challenge the status quo
• Apply science to support the change process
• Design the right process for the company and bring people on the journey
• It can impact the culture, how people interact
2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
OTM Com m on Results Footprint
Results and Wisdoms
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Suggested Reading List on Brain Science
• “The Neuroscience of Leadership” by David Rock and Jeffrey Schwartz published in Strategy and Business, Issue 43, 2006
• “Managing with the Brain in Mind” by David Rock published in Strategy + Business issue 56, Autumn 2009
• “One simple idea to transform performance” by David Rock, Josh Davis and Elizabeth Jones (HRPS) Volume 36 / Issue 2 – 2013
• “The SCARF Model” in 2012 Neuroleadership Journal• “The Aha Moment” in the ASTD Journal (uncertain of the date)• The Brain at Work for Adrienne Fox, HR Magazine vol. 53 no. 3,
March 2008• Manage Your Human Sigma, John H. Fleming, Curt Coffman and
James K. Harter
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Any Questions
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
Thank s for joining us!
In 1 word please describe the webinar?
Validating
Priceless
Relational
Neuroscience
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2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development© 2015 Dolby Laboratories, Inc.
We would love to hear from you!
Results and Wisdoms
Mark LaScolaFounder & Managing Principal – ON THE MARK
Anna Schock etDirector, Organizational Effectiveness and
Talent Development Email: [email protected]: +1 (602) 284 8090Website: www.on-the-mark.comEmail: [email protected]
OTM offers a variety of other services supporting organization design and business transformation solutions. For more information, references or case studies contact Pamela Edmond, OTM Global Marketing Director at [email protected].
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