Download Transform…

LEADERSHIP NARRATIVES FOR
ORGANIZATIONAL TRANSFORMATION
What We’ll Cover:
Design transformative change objectives into leadership programs
Account for leadership gaps in a program’s design
Use game structure to produce story sharing and collaboration
Emphasize levels of meaning to contextualize communication
Explore themes to engage customers and attune organizational storytelling
Diversey Inc. Historical Narrative
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One of four Johnson-family companies based in Racine, WI
Formed in 1886
Fifth generation of family ownership/leadership
Global provider of cleaning/hygiene solutions to institutional/industrial marketplace
Sectors: Foodservice, Lodging, Food & Beverage, Bldg. Maintenance/Service Contractors,
Retail, Health Care
2002: Johnson Wax Professional + DiverseyLever  JD
$4.2 billion annual sales 2011
Commercially organized around five regions:
EMEA, North America, LATAM, APAC, Japan
10,800 employees in 60+ Countries
Global Learning & Organizational Capability: Align Company and
Drive Transformation
• Global restructuring began in October 2008
• Launch of new global strategy 2009 - 2012:
 Where to Play
 How to Win
 Required Capabilities
• Redefined Operating Model – Holding Company to Globally Integrated Company
• Disciplined Organization Design methodology – five to three regions, globalize
functions, globalize commercial business - marketing, sectors and sales functions
• Private Equity deal finalized October 2009
• Buy-out of Unilever, separation from SCJohnson, Influx of growth and restructuring
dollars, rebrand as Diversey
Global Learning & Organizational Capability Function Chartered
to Align Company and Drive Transformation
•Aggressive global alignment activities and interventions:
• Executive team alignment – 4.5 day quarterly meetings
• Deployment of strategy, Annual Operating Plan and Performance Management
• Established Global Leadership Council
• Annual Top 150 leader conferences – developed 9 “Diversey Way of
Leading” competencies
• Executive Ed – Alignment, development and change management
program (top 100+)
• Mid management development – aligned messages and development agenda
• Global Employee Engagement Survey, action planning and metrics
• Global LEAN/Six Sigma initiatives – aligning top global processes
• Global Succession and Talent Management refresh – Focus on transformation
leadership
• New change management methodology and capabilities institutionalized
• Targeted organizational and leadership interventions
• Restructuring Global HR around strategy and transformation
L&OC Transformation Levers: Culture and Leadership
Strategy &
AOP
KPIs &
Rewards
PMP &
TM Reviews
Purpose &
Differentiation
Key Messages
Common Language
Leadership Visibility
Accountability
Common
Organization
Design
Operating
Behaviors &
Norms
Strategic
Leaders
Employee
Engagement
Define
Leadership
Brand
Factors Defining the Diversey Leadership Brand
Corporate
Operating
Model Shifts &
Restructuring
New Identity,
Branding, GTM
Strategy and
CVPs
Diversey
Way of
Leading
Leadership
and Talent
Gaps
Culture Gaps
Diversey Way of Leading
External
Focus
CUSTOMER
Strategic in
Judgment
Executes with
Excellence
Customer
Centric
Talent Builder
Protect…
Preserve…
Transform…
Innovative
Trust
Builder
Transformative
Collaborative
Accountable
CREDIBILITY
Individual Focus
Internal
Focus
CAPABILITY
Proposed: A Diversey Leader is . . .
Customer Centric
Actively seeks deep customer understanding and makes decisions to create value and solutions for
customers
Collaborative with a
Global Mindset
Engages others to openly explore a variety of options and perspectives to leverage unique
capabilities and best practices across the organization and with customers; establishes productive
relationships across regional, functional and departmental lines; understands and leverages
diversity to optimize teams and outcomes.
Innovative
Generates productive ideas (and solutions) that create customer value and sustainability for all
stakeholders; appropriately challenges the status quo and encourages risk-taking to discover better
ways of doing work and serving customers
Transformative
Demonstrates ability to lead self and others through organizational growth; models adaptability and
flexibility in face of change; optimistic and passionate about the future.
Accountable
Holds self and others accountable for individual and organizational commitments and performance;
consistently reinforces decisions made and ensures communications and actions are taken
consistently with those decisions.
Executes with
Excellence
Action and results oriented; sets clear priorities; optimizes resources and builds capabilities to drive
improvements and operational
Strategic in
Judgment
Explores and selects a course of action aligned with our strategy; makes objective analysis and
fact-based decisions; adapts when necessary, and takes actions to reinforce long-term objectives;
leverages strong business and industry expertise.
Talent Builder
Proactively develops leaders, networks and teams to ensure delivery of the Brand Promise
Trust Builder
Acts in a manner consistent with the purpose (Protect Lives, Preserve the Earth and Transform our
Industry) and heritage of JohnsonDiversey. Shows consistency between words and actions.
Expresses own views openly and constructively. Supports others. Considers ethical issues before
making decisions.
Drive Effective Calibration Through Behavioral Anchors
CUSTOMER CENTRIC
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Actively seeks deep customer understanding
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Collaborates across functions and the globe
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Combines data and insights to create value and solutions for customers
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NEEDS DEVELOPMENT:
AT EXPECTATION:
ROLE MODELS:
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EXTERNAL FOCUS
CUSTOMER:
STRATEGIC IN JUDGMENT
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Explores and selects a course of action aligned with Diversey’s broader strategy and the macro-economic and market environments
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Assesses trade-offs for the business that balance short- and long-term considerations to make objective, fact-based decisions
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Leverages strong business and industry expertise to adapt direction, approach and activities when necessary to drive organizing for efficiency
and growth
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4
5
NEEDS DEVELOPMENT:
AT EXPECTATION:
ROLE MODELS:
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INNOVATIVE
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Generates productive ideas (and solutions) that create customer value and sustainability for all stakeholders
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Appropriately challenges the status quo at all levels
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Encourages informed risk-taking to discover better ways of doing work and serving customers
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5
NEEDS DEVELOPMENT:
AT EXPECTATION:
ROLE MODELS:
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Strategic Leaders: Build Enterprise Leadership
with Top 100+ Leaders
• Program Objectives:
– Define and set the standards for the Diversey Way of Leading
– Drive the alignment of strategy, structure, capabilities and
culture
– Create forum for cross-regional and cross-functional networking
& trust building
– Develop leadership skills and capability to accelerate readiness
for leaders in the Talent Review pipeline
– Lasting behavioral changes to drive enterprise leadership
– Improve brand and firm value through strong leadership
Strategic Leaders: Build Enterprise Leadership
with Top 100+ Leaders
• Learning Components:
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C-suite leader lead modules – enterprise perspective
Diversey Way of Leading 360 & MBTI
Executive Coaching – MGS stakeholder focused/feed forward
Action Learning – transformation campaigns
Cultural Awareness – emerging market experience
Customer Focus – Customer visits and solution development
Thought Leadership – World class faculty
Leadership Voice and Story Telling
Strategic Leaders
Reach “Tipping Point” by Q2 2011
Module 1
Module 2
Repeat 360
Launch
6-month
Post-12 mos
Class 1 (25)
In progress
Oct 2009
April 2010
Istanbul
Nov 2010
March 2010
Oct 2010
Prague
April 2011
Oct 2010
April 2011
Sao Paulo
Nov 2011
Class 2 (24)
In progress
Class 3 (25)
Tentative
Alumni Events
Beginning January 2011
Annual Leadership Conferences as Visible and Aligned Complement
Building Leadership Voice and The Company Narrative
ENTERPRISE COMMUNICATION PLAN
My Leadership Voice to Engage and Inspire…
Enter text here…
Current Perception of You (360 input)
Stakeholders perceive me as…
My Story Telling Plan…
Desired Perception (Self)
I desired to be perceived as…
Message
Message
Audience
Audience
Purpose
Purpose
Key Message: Enter text here…
Key Message: Enter text here…
Key Message: Enter text here…
Target Audience: Enter text here…
Target Audience: Enter text here…
Target Audience: Enter text here…
Why Tell Story: Enter text here
Why Tell Story: Enter text here
Why Tell Story: Enter text here
How do you want your leadership voice
conveyed in story: Enter text here
How do you want your leadership voice
conveyed in story: Enter text here
How do you want your leadership voice
conveyed in story: Enter text here
What’s the context & experience? Enter text
here
What’s the context & experience? Enter text
here
What’s the context and experience? Enter text
here
Outcomes: Enter text here
Outcomes: Enter text here
Outcomes: Enter text here
How is the key message and your leadership
voice reinforced through the story and closing?
How is the key messages and your leadership
voice reinforced through the story and closing?
How is the key messages and your leadership
voice reinforced through the story and closing?
Desired Enterprise Perception (Team):
I desire the enterprise to view me and my team as…
Set
Setthe
the
Stage
Stage
Impact on Performance
and Results…
1.
Enter text here…
2.
Enter text here…
3.
Enter text here…
4.
Enter text here…
Deliver
Deliver
Punch
PunchLine
Line
Building Leadership Voice and The Company Narrative
The GameChangers Model
The Six Practices
Six Types of Business Outcomes
Curriculum Design: Directed at Desired Business Outcomes
Case Study: Disney/Pixar Animation Studios, 1995-2010
Case Study: Disney/Pixar Animation Studios, 1995-2010
Case Study: Chilean Miners Rescue
Case Study: Chilean Miners Rescue
Diversey Curriculum Design
Part One: Abstract Activities
Themes: The “glue” of engagement
Levels of Meaning
Context: Levels of Meaning
En g a
ge
En g a g e
CO SM ET IC
:
A
EM O T IO N
:
M ET A :
CO SM
L
ET IC
:
EM O
T IO N
AL
:
M ET A
:
Part Two: Practical Scenarios
Themes: The “glue” of engagement
Levels of Meaning
Practice: Performing
Takeaways
• Leadership Development agenda during a transformation:
• 60% Organizationally Driven
• 40% Individual Leader Driven
• Programs cannot stand in isolation of business and change, rather be the
catalyst and enabler
• Transformation narrative comes from the top two-tiers of leaders
• Critical to align all elements of organization and use common narrative
throughout:
• Strategy, Structure, Process, Systems, People, Culture
• Spot and eliminate the contradictions to reveal the most powerful stories!
Outcomes
• Achieved Significant Global Leadership Alignment
• Successful Strategy and Operating model implementation with Culture Change
• Rapid Organizational Restructures
• Improved Employee Engagement – Company Identity
• Succession Strength
• Global Customer Growth
• Emerging Market Growth
• Distinctive Brand and Leadership Reputation
• Firm valuation and acquisition premium