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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 • • • • • • • • • 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 Actively seeks deep customer understanding Collaborates across functions and the globe Combines data and insights to create value and solutions for customers 1 2 3 4 5 NEEDS DEVELOPMENT: AT EXPECTATION: ROLE MODELS: EXTERNAL FOCUS CUSTOMER: STRATEGIC IN JUDGMENT Explores and selects a course of action aligned with Diversey’s broader strategy and the macro-economic and market environments Assesses trade-offs for the business that balance short- and long-term considerations to make objective, fact-based decisions Leverages strong business and industry expertise to adapt direction, approach and activities when necessary to drive organizing for efficiency and growth 1 2 3 4 5 NEEDS DEVELOPMENT: AT EXPECTATION: ROLE MODELS: INNOVATIVE Generates productive ideas (and solutions) that create customer value and sustainability for all stakeholders Appropriately challenges the status quo at all levels Encourages informed risk-taking to discover better ways of doing work and serving customers 1 2 3 4 5 NEEDS DEVELOPMENT: AT EXPECTATION: ROLE MODELS: 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: – – – – – – – – 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