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Today’s Speakers
Michael Milbier • Global Director, Organizational Development, GLOBAL FOUNDRIES
• Leading OD transformation, including clear talent development vision, talent management systems and online curriculum.
• Worked or consulted with other orgs, including Ernst & Young, HP, Ford, Sprint, Levi Strauss & Logitech
Cara Morgan • Global Manager, Organizational Development, GLOBAL FOUNDRIES
• Focuses on delivering results that promote the growth of leaders at all levels of the organization.
• Previously help leadership positions with companies including HP, Spansion and Polycom.
Agenda
March 22, 2012 5 Confidential
GLOBALFOUNDRIES Overview global U-Marketing & Change Change Management Kubler-Ross Model Kotter’s Model GLOBALFOUNDRIES journey
Lessons Learned Q & A
GLOBALFOUNDRIES Value Propositions
Leadership in foundry technology and innovation Ramping HKMG in 2011 faster than all foundries combined Leadership in globally distributed capacity Three manufacturing sites on three continents Capability to expand to >7 million 8” equivalent wafers Invested $8.4B in capex since its formation Plan to spend additional $3B of capex in 2012 Leadership in customer-centric services Flexibility and collaboration differentiate our services in design enablement and technology delivery The foundry with focus and staying power for the long term
To be the first truly global semiconductor foundry, harnessing the world’s resources to deliver maximum value to our customers and unlocking their potential to innovate
Vision and Value Propositions
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GLOBALFOUNDRIES at a Glance
Global Operations Over 12,000 employees, 12 locations, three continents Administrative offices in Silicon Valley 300mm Fabs in Singapore, Germany, New York 200mm Fabs in Singapore
One of the World’s Largest Foundries 160 Customers including many of the world’s largest IC companies
Leadership in Foundry Technology and Service
Substantial Time-to-volume advantage for advanced technologies Driving the global standard for new technologies Full foundry offering from mainstream to leading edge with Value-Added Solutions Committed to Best-in-Class customer service
Singapore
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New York
Germany
The First Truly Global Foundry
East Fishkill, NY
Austin, TX
Headquarters Si Valley, CA
London, UK
Yokohama, Japan
Shanghai, China
Hsinchu, Taiwan
Munich, Germany
Global Manufacturing and Support Footprint
Manufacturing Centers Saratoga, New York Dresden, Germany Singapore Sales and Support Offices
Dresden, Germany
Singapore
Saratoga, NY
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Market Needs Drive Technology Offerings
Networking Game consoles Microprocessors
Networking Servers / Storage DTV
STB
Graphics
Tablets
Wireless connectivity
Smartphones Portable consumer DTV
High Performance Computing
Wireless, Mobile Comp, Consumer
Wired Applications & Networking
global U-Background for Change
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GLOBALFOUNDRIES Launching global U
Stands for global University Global curriculum for 12,000+ employees
Largest scale change for professional talent development Sets context for our presentation regarding the marketing and change management aspects Marketing and change management are integrated using Kubler-Ross and Kotter’s change management models
How Do People Experience Change? Stages of Grief - Elisabeth Kübler Ross
1. Denial - conscious or unconscious refusal to accept facts, information, reality; natural defense
2. Anger - can be emotionally upset with themselves, and/or with others, especially those close to them
3. Bargaining - seeking to negotiate a compromise, e.g. "Can we still be friends?.." after break-up
4. Depression - acceptance with emotional attachment; natural sadness, regret, fear, uncertainty, etc.; beginning to accept reality
5. Acceptance – facing the new situation with some emotional detachment and objectivity; readiness to move forward
Shock (+ denial)
Anger (+resistance) Resignation
(+bargaining)
Moving Forward (+depression)
Time
Performance
Acceptance (+commitment)
(Modified from Elizabeth Kubler-Ross)
How Do People Experience Change?
How Do People Experience Change?
Everyone goes through this process at their own speed Those who have been involved with certain changes for a while
must allow those for whom it is newer to go through their own process Even positive changes or those that a person chooses may
involve loss and grieving People accept change more easily when they are involved in
shaping it and/or understand why it is happening
John Kotter’s-Background
Harvard Business School Professor John Kotter is widely regarded as the world's foremost authority on leadership and change. His is the premier voice on how the best organizations actually "do" change
John Kotter’s international bestseller Leading Change—
which outlined an actionable, eight-step process for implementing successful transformations—has become the change bible for managers around the world In October 2001, Business Week magazine rated Kotter the
#1 "leadership guru" in America based on a survey they conducted of 504 enterprises
John Kotter’s Eight-Stage Process
Source: Kotter, John P. “Leading Change”, pg. 21
1. Establishing a Sense of Urgency Examining the market and competitive realities Identifying and discussing crises, potential crises,
or major opportunities
2. Creating the Guiding Coalition Putting together a group with enough power to
lead the change Getting the group to work together as a team
3. Developing a Vision and Strategy Creating a vision to help direct the change effort Developing strategies for achieving that vision
4. Communicating the Change Vision Using every vehicle possible to constantly
communicate the new vision and strategies Having the guiding coalition role model the
behavior expected of employees
5. Empowering Broad-based Action Getting rid of obstacles Changing systems or structures that undermine
the change vision Encouraging risk-taking and nontraditional ideas,
activities, and actions
6. Generating Short-Term Wins Planning for visible improvements in performance, or
“wins” Creating those wins Visibly recognizing and rewarding people who made
the wins possible
7. Consolidating Gains/ Producing More Change Using increased credibility to change all systems,
structures, and policies that don’t fit together and don’t fit the transformation vision
Hiring, promoting, and developing people who can implement the change vision
Reinvigorating the process with new projects, themes, and change agents
8. Anchoring New Approaches in the Culture Creating better performance through customer- and
productivity-oriented behavior, more and better leadership, and more effective management
Articulating the connections between new behaviors and organizational success
Developing means to ensure leadership development and succession
1. Establishing a Sense of Urgency
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Leader of Global L&OD January, 2011 Conducted detailed organizational and operating model assessment
Key L&OD Findings: Model was still site/regionally focused and not globally aligned 100% of courses were instructor led
Courses were not aligned 100% ILT model is not scaleable, sustainable, cost effective, or measurable
Resources focused on too much tactical training Need to realign and up skill team to conduct more strategic OD work
Examples: Reduce employee attrition, Dresden Transformation, Malta Ramp
Implement global talent management system Informed our Leadership Team & HR of the key findings
Outlined new global L&OD model Started L&OD transformation
2. Creating the Guiding Coalition
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Presented Findings & New Global L&OD Model to key stakeholders
Leadership Team, HRLT, extended HRLT, and L&OD Select leaders that had a strong interest in leadership development
Skillsoft Pilot Launched a Skillsoft pilot and targeted the key stakeholders Solicited their feedback and suggestions on how to successfully integrate on-line learning, blended, and ILT Received excellent suggestions…
Align courses to our Leadership Traits, Values, and Functional areas Integrate with our global talent management system Provide easy access to managers/employees and with no charge back
Design Principles Incorporated all of the feedback into our global U model
Perspectives conference validated all of our design principles Welcome feedback or suggestions at any point—continuous improvement
3. Developing a Vision and Strategy
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Global L&OD Vision & Strategy Create a global talent development pipeline by level Incorporate PDI’s leadership competencies in our model Implement global U that is aligned to our talent development model and shift our model from 100% ILT to…
On-line-40% Blended-45% ILT-15%
Empower our team to focus on strategic solutions that are high value Reinvest into our team with education: Masters in OD/Executive Coaching, PDI/MBTI/Emotional Intelligence certifications, etc.
Integrate global U with our Intranet, SuccessFactors, and Oracle’s ELM Provide major learning portals to all employees The next few slides outline our vision and strategy
3/22/2012 23 Confidential
Talent Management
Systems
SuccessFactors Oracle’s ELM
Align & Integrate Systems
Change Management
global U • On-Line • Blended
• ILT • Tech.
Succession Planning
Leadership Development
Programs
360˚ + Executive Coaching
GLOBALFOUNDRIES 2012 Talent Development Approach
Talent Development Pipeline Develop Talent by Level
Professional & Career Development
Senior Executive Level 13+
B.U. Leader Level 10-12
Mid-Level Leader Level 8-9
Front Line Leader Level 6-7
Individual Contributor Level 1-5
Global U & Our Talent Development Model
global U (Global University): L&OD made a strategic decision in 2011 to create global U
On-line, Blended, & Instructor Led learning 500+ courses, videos, simulations, job aids, etc. were mapped against our talent development pipeline Available to all 12,000 + employees
Purpose & Benefits of global U are… Provide all employees with one global learning platform for professional dev. 24 x 7 availability for our learning solutions that are scalable and cost effective Empower managers & employees to create powerful dev. plans and to develop common learning experiences/culture
Created a partnership with Skillsoft the largest eLearning company in the world Business leaders mapped functional curriculum—makes them business relevant
global U-Functional Courses By Level
global U Screen Shot-Finance & Accounting-Lists Courses by Level
4. Communicating the Change Vision
30
Global Communication Approach 3/12-Presented again to our Leadership Team, HRLT, Extended HRLT, L&OD, and early adopters
3/12-Present to our ATIC & Mubadala executives (parent company and investors) 3/12-L&OD local teams present to their site leadership team and early adopters 3/12-Global communiqué announcing the formal kick-off of global U 3/12 global U tour kicks-off with ATIC and GLOBALFOUNDRIES going to each site to promote our model with managers/employees
Partner with local L&OD teams Provide branded marketing materials
Future Communiqués will include: Videos from champions and employees Regular articles in global connect that report success stories Metric reports to Senior and site management
ROI, usage, key global/site trends Branded communiqués and marketing material follow
5. Empowering Broad-Based Action
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IT & Systems Integration Proactively engaged IT, Corporate Communications, Skillsoft, & Oracle to integrate global U…
Global U was created by IT, L&OD, Corporate Communications, and Skillsoft Located on the first page of Global Connect (intranet) Single sign-on Integrated with SuccessFactors Career Development Module Oracle’s ELM integration is planned for Q2 Track all data in Oracle’s ELM
All employees will have 3 major learning portals to reach global U
L&OD had to challenge our IT department to get all three learning touch points created Easy employee access is a best practice and will help ensure excellent usage Most companies only create one learning portal
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Early Adopter Short Term Wins! 1,200 employees in Malta, NY are taking 4 EH&S courses in global U
Courses are mandatory and will be tracked in Oracle New Managers in Malta, NY are taking 10 courses in global U that must be taken in their first year
Courses are mandatory and will be tracked in Oracle Managers must sign-off that new managers are ready to lead
Launching “Yellow Belt” blended training program in Malta, NY and several courses from global U have been selected
Track all data in Oracle’s ELM
Publish Success Stories Globally & at Site Level L&OD wants to create positive momentum throughout the year to get full adoption
6. Generating Short-Term Wins
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Mobilize Global & Site Change Agents Share success stories before global and site leadership team meetings and brown bag sessions Share success stories via quick video clips, articles, or blogs
Marketing Run special global U marketing campaigns
Site competition Top learning function Provide recognition and rewards
7. Consolidating Gains/ Producing More Change
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global U is strategically being integrated into our culture… ATIC & Mubadala are adopting our global U model
Sends a clear signal that global U model is critical for our talent development pipeline
Leadership Team fully supports global U Aligned to our Leadership Traits, Values, & Business Functions Promoted and utilized in our New Hire Orientation 3 Major learning portals for employees
Global Connect, SuccessFactors, and Oracle Managers have the power to make courses mandatory
Proactively seek regular feedback from key stakeholders and employees
Incorporate changes that make global U more effective and ingrained in our culture Publicize changes that are made based on employee feedback—demonstrate that L&OD is responsive to employee needs
8. Anchoring New Approaches in the Culture
Lessons Learned
Work with real strategic partners: Skillsoft, PDI,
SuccessFactors, Oracle Partner well with key
stakeholders: ATIC, Mubadala,
Leadership Team, HRLT, IT, Corp. Comms.
Lessons Learned Lessons Learned Lead with a clear and
compelling vision Have lots of passion Must be willing to address
resistance at every level Change takes months so start
early Expect long days, laugh, and
enjoy the journey
Trademark Attribution GLOBALFOUNDRIES, the GLOBALFOUNDRIES logo and combinations thereof are trademarks of GLOBALFOUNDRIES Inc. in the
United States and/or other jurisdictions. Other names used in this presentation are for identification purposes only and may be trademarks of their respective owners.
©2011 GLOBALFOUNDRIES Inc. All rights reserved.
Questions?
Michael Milbier Global Director, Organizational Development GLOBAL FOUNDRIES michael.milbier@globalfoundries.com
Cara Morgan Global Manager, Organizational Development
GLOBAL FOUNDRIES cara.morgan@globalfoundries.com
www.skillsoft.com
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http://perspectives.skillsoft.com/2012
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