The Six Box Leadership model

Transcription

1 Europe

2 The Six Box Leadership model Culture Strategy Relationships Value Creation Systems Individuals Resources People and Experiential Economic and Material Copyright Vlatka Hlupic 2012

3 Background and Assumptions XYZ stands apart from many other comparable organisations Knowledge intensive organisation A strong cultural ethos and values Innovative governance practices Strong teamwork ethos Aims to increase the range of services provided and expand on the new geographical location Talent management is another issue on the agenda

4 Headline results - Culture 75% Relationships 79% Individuals 85% Strategy 74% Systems 73% Resources 76% - Sample size n = 130 -High, fairly uniform scores are obtained for all six boxes - The difference between average scores is 12% - Individuals is the highest scoring box with average score of 85% - Systems is the lowest scoring box with average score of 73%

5 KEY STRENGTHS KEY DEVELOPMENTAL OPPORTUNITIES Question Score Question Score An internal sense of community spirit is part of our culture Encouragement is used regularly instead of criticism Our organisation has a caring ethos Transparency is part of our culture Trust is part of our culture Employee's values are aligned with the organisation's values Accountability is part of our culture Employees succeed based on the quality of their ideas 96% Employees are overworked * 93% Employees are stressed * 90% Command and control is part of our culture * 91% Senior management determine the culture * 90% Democracy is part of our culture 88% 88% 83% 60% (40%) 41% (59%) 55% (45%) 22% (78%) 59% Questions annotated with * are negatively phrased questions for which original scores were inverted. Original scores are shown in brackets

6 Culture Analysis - There are many questions with high scores in this category - Examples of strengths include: sense of a community spirit, encouragement used instead of criticism, a caring ethos of the company, transparency, trust, alignment of individual and organisational values, accountability and meritocracy - Areas identified as developmental opportunities include: potential stress and burnout issues, possible elements of command and control, embedding more democracy in the culture

7 KEY STRENGTHS KEY DEVELOPMENTAL OPPORTUNITIES Question Score Question Score I form strong relationships I rarely get involved in unproductive conflicts Individuals form strong relationships Interactions cross organisational boundaries My interactions cross organisational boundaries Employees interact spontaneously I regularly experience personal friction with others * I interact with different teams 90% (10%) Mentoring is well established 88% Work is hampered by individuals who dominate * 88% Coaching is well established 88% 88% 88% 85% (15%) 83% 67% 65% (35%) 30% (70%) Questions annotated with * are negatively phrased questions for which original scores were inverted. Original scores are shown in brackets

8 Relationships Analysis - Key strengths include: employees rarely get involved in unproductive conflicts or experience personal friction, they form strong relationships, interact spontaneously, interact with different teams and across organisational boundaries - Areas identified as developmental opportunities include: further establishing the process of mentoring and coaching (formally and informally), and possibly addressing the slight tendency of certain individuals to interfere with work through dominance

9 KEY STRENGTHS KEY DEVELOPMENTAL OPPORTUNITIES Question Score Question Score I achieve more through working with others 90% I am worried about burnout * 50% (50%) I interact with other parts of the organisation 89% I am frustrated * 52% (48%) I enjoy new ways of doing things I do not share information easily * I am motivated to do my best at work 85% I am provided with opportunities to develop my management skills 85% (15%) 80% 42% I do not encourage experimentation * I encourage other people to learn from their mistakes My work gives me purpose 75% (15%) 72% 70% I feel happy at work 68% Questions annotated with * are negatively phrased questions for which original scores were inverted. Original scores are shown in brackets

10 Individuals Analysis -This is the area with the highest scores confirming that people are XYZ s greatest asset - Key strengths include: employees are motivated to do their best at work, they interact with other parts of the organisation, share information, encourage experimentation, they enjoy new ways of doing things, achieve more through working with others, encourage others to learn from their mistakes, feel their work gives them purpose, feel passionate about their work and feel happy at work - Key developmental opportunities include: addressing the slight concern about possible issue of burnout and frustration, and providing more opportunities to develop management skills

11 KEY STRENGTHS KEY DEVELOPMENTAL OPPORTUNITIES Question Score Question Score Our organisation's strategy and systems are closely aligned Long term Innovation is part of our strategy 81% Many employees, over and above the senior management team are involved in defining strategy 79% Strategy emerges as employees interact 40% 40% The majority of people know our objectives performance is more important than short term results Risk taking is part of our strategy Our work with customers is collaborative 79% There are gaps between our stated and realised objectives * 75% When organisational problems arise, micro-management is the first response * 72% 72% 62% (38%) 65% (35%) Questions annotated with * are negatively phrased questions for which original scores were inverted. Original scores are shown in brackets

12 Strategy Analysis - Key strengths include: focus on long term performance, collaborative work with customers, awareness of organisational objectives, alignment of organisation's strategy and systems, incorporating risk taking and innovation in the strategy - Key developmental opportunities include: closing gaps between stated and realised objectives, avoiding micro-management, and implementing more participative and interactive strategy development

13 KEY STRENGTHS KEY DEVELOPMENTAL OPPORTUNITIES Question Score Question Score Organisational silos are eliminated through holistic management We use research and/or intellectual property to improve our innovation Our organisation has the capability to recruit and retain high calibre employees Employees regularly learn from each other 78% Change is difficult * 70% (30%) People are accountable for their actions Employees take initiative on the basis of their knowledge Systems are not flexible * 75% High job performance occurs in isolated groups * 75% Employees do not delegate * 72% We have a rigid hierarchical structure * 70% 68% 60% (40%) 60% (40%) 55% (45%) 55% (45%) Questions annotated with * are negatively phrased questions for which original scores were inverted. Original scores are shown in brackets

14 Systems Analysis - Key strengths include: a transparent system for compensation, using research and/or intellectual property to improve innovation, capability to recruit and retain high calibre employees, employees learning from each other, eliminating organisational silos through holistic management, accountable employees, employees taking initiative on the basis of their knowledge - Key developmental opportunities include: improving flexibility of systems, encouraging delegation, reducing hierarchical structure, and encouraging widespread high job performance

15 KEY STRENGTHS KEY DEVELOPMENTAL OPPORTUNITIES Question Score Question Score We have flexible working practices (e.g. flexitime) Our organization has the capability to maximize corporate value from financial resources Our information is not accurate * Our information systems support processes Employees share resources across organisational boundaries Our information management is aligned with our strategy 75% If a compelling business case is presented, gaining new resources is easy 75% Compensation schemes don't change much 72% (18%) Budgets are tightly controlled * 70% There is good access to training and development 70% 68% 52% 50% 45% (55%) 45% Questions annotated with * are negatively phrased questions for which original scores were inverted. Original scores are shown in brackets

16 Resources Analysis - Key strengths include: processes supported by information systems, good access to and accuracy of information, flexible working practices, sharing resources across organisational boundaries, alignment of information management with strategy, capability to maximise corporate value from financial resources - Key developmental opportunities include: improving access to training and development, keeping stability of compensation schemes, reducing control of budgets when appropriate

17 Our organisation has a caring ethos Our culture has a sense of purpose Employees are motivated to do their best at work Transparency is part of our culture Trust is part of our culture Ethical behaviour is part of our culture Employees values are aligned with the organisation's values Our culture focuses on delighting customers Encouragement is used regularly instead of criticism Individuals form strong relationships I rarely get involved in unproductive conflicts I regularly experience personal friction with others * I am motivated to do my best at work Risk taking is part of our strategy * Negatively phrased question

18 Our work with customers is collaborative Employees take initiative on the basis of their knowledge Employees volunteer to lead on the basis of their knowledge We use a transparent system for compensation Our information management is aligned with our strategy Our information systems support processes

19 There is good access to training and development Strategy emerges as employees interact Many employees, over and above the senior management team are involved in defining strategy Employees are overworked * Command and control is part of our culture * Democracy is part of our culture Employees are afraid to take courageous decisions * Coaching is well established Mentoring is well established My work is hampered by individuals who dominate * I am involved in coaching (either as a coach or coachee) I am frustrated * * Negatively phrased question

20 When organisational problems arise, micromanagement is the first response * Feedback on job performance is discussed informally Points of failure in organizational initiatives are well known Systems are not flexible * The content of discussions at our internal meetings is shown openly at our Intranet We use social media throughout organisation to facilitate interactions Budgets are tightly controlled Compensation schemes don't change much We have flexible working practices (e.g. flexitime) * Negatively phrased question

21 The Frequency of Keywords Used in Qualitative Comments Frequency Word 15 team 13 management 10 process 9 collaboration 8 service 7 achievement 6 customer 4 downturn 3 great 3 we

22 Six Box Leadership Survey Mapped to: Reinvention: Envision- Design-Build-Operate

23 Reinvention Framework Source: Bergstrand J. (2009) Reinvent Your Enterprise

24 Reinvention Scores AREA SCORE ENVISION 68% DESIGN 70% BUILD 72% OPERATE 75%

25 Reinvention Analysis - High scores achieved for all four phases of the Reinvention Framework - The lowest score was achieved for Envision (68%) and the highest scores were achieved for Operate (75%) - A good balance between scores for all phases, with the difference of only 7% between four phases, indicating a good level of knowledge work productivity

26 Six Box Leadership Survey Mapped to: Key Peter Drucker Principles

27 Key Peter Drucker Principles Productive organisation / decentralisation Respect of workers / employees as assets Knowledge work productivity The imperative of community Focus on serving customers Responsibility for the common good Focusing on core competencies / properly executing business processes Management by balancing a variety of needs and goals

28 Key Peter Drucker Principle Scores PRINCIPLE Productive organisation / decentralisation Respect of workers / employees as assets SCORE 60% 75% Knowledge work productivity 80% The imperative of community 76% Focus on serving customers 87% Responsibility for the common good 64% Focusing on core competencies / properly executing business processes Management by balancing a variety of needs and goals 75% 72%

29 Drucker Analysis - High scores were achieved for all eight principles - There is some discrepancy between scores - 17% - The highest scoring principle is Focus on serving customers (87%), followed by Knowledge work productivity (82%) - The lowest scoring principle is Productive organisation / decentralisation (60%), followed by Responsibility for the common good (72%)

30 Six Box Leadership Survey Mapped to: Principles of Management 2.0

31 Management 2.0 Principles Openness Community Meritocracy Activism Collaboration Meaning Autonomy Serendipity Decentralization Experimentation Speed Trust Source: MIX Management 2.0 Hackathon

32 Management 2.0 Scores PRINCIPLE SCORE PRINCIPLE SCORE Openness 76% Autonomy 77% Community 81% Serendipity 65% Meritocracy 83% Decentralization 62% Activism 75% Experimentation 79% Collaboration 86% Speed 73% Meaning 68% Trust 83%

33 Management 2.0 Analysis - High scores are achieved for all 12 principles of Management The highest scoring principles are: Collaboration (86%), Meritocracy (83%), and Trust (83%) - The lowest scoring principles are: Decentralization (62%), Serendipity (65%) and Meaning (68%) - The issue of decentralisation is consistent with findings from the Six Box Leadership and Peter Drucker s ideas mappings - The issue of knowledge work productivity is consistent with findings from Reinvention Framework and Peter Drucker s ideas

34 Overall key findings - In general, high scores achieved for all four mappings - Scores for the Six Box Model and Reinvention Framework are more uniform than scores for the Peter Drucker s ideas and Management 2.0 principles - Key themes that emerged include: XYZ s motivated, productive and purposeful employees are its greatest asset - Employees performance could be further leveraged by some fine tuning of some processes and governance structure

35 Overall key findings - Key strengths have achieved reasonably high scores - In general, key developmental opportunities were identified as questions with relatively lower scores, though for some of these questions their scores would not be considered low for another organisation with lower average scores - Whilst there are many areas of strengths, some developmental opportunities have scores that would indicate a need for intervention (below 50%)

36 Key strengths - Caring, transparent culture based on trust, ethical values, meritocracy and accountability - Strong teamwork and collaboration ethos going across organisational boundaries - Highly motivated employees, feeling happy, purposeful and passionate about their work - Aligned systems and strategy, flexible working practices, alignment of information management and strategy, good access and accuracy of information

37 Key developmental opportunities and recommendations - Addressing a possible issue of tendency for command and control - Addressing possible issues of stress and burnout - Participative strategy development - Improving flexibility of processes - Improving opportunities to develop management skills

38 Key developmental opportunities and recommendations - Improving access to coaching opportunities - Closing gaps between stated and realised objectives - Reducing hierarchical structure - Avoiding micro-management - Improving access to training and development and mentoring processes - Reducing control of budgets when appropriate - Creating enabling conditions for change

39 Thoughts for discussion - How to further develop and leverage XYZ s key strengths? - Whilst key strengths are likely to make sense, what about the key developmental opportunities? - To what extent these developmental opportunities are relevant for XYZ s processes and practice? - What would be top three developmental opportunities that could be addressed in the next three to six months that would make the biggest impact on XYZ s employees?

40 Further thoughts for discussion - It would be useful to discuss low consensus questions (slides 19-20) to understand why there is a discrepancy in scores for these questions - Which developmental opportunities could have the greatest impact on talent management, recruitment and retention? - How the current strengths could be leveraged to expand the range of services and open business opportunities at the new market?

41 Action plan - Discuss which are the key strengths that XYZ could leverage further - Design a plan for further developing 2-4 key strengths - Discuss which are the key developmental opportunities and low consensus areas that XYZ could /should address to create the biggest impact - Design a plan for addressing 2-4 key developmental opportunities that will have the biggest impact on the current business object

42 Action plan - Consider repeating the Six Box Leadership analysis in 9-12 months to compare the scores and assess the impact of changes - In Peter Drucker s spirit reflect and decide on what could you do differently on next Monday?

43 Contact details: Professor Vlatka Hlupic +44 (0)