boundaryless leaders - tldc · 2019-05-28 · boundaryless leaders. 1995 2007 today. satya nadella...
TRANSCRIPT
B o u n d a r y l e s s
L e a d e r s
Tom StoneSenior Research Analyst
Institute for Corporate Productivity
We discover the people practices
that drive high performance
to help you see what’s coming
around the curve.
What do high-performance organizations do differently?
Do those practices correlate to market performance?
Research Focus:
1. Revenue Growth
2. Market Share
3. Profitability
4. Customer Satisfaction
Over a 5-year period
High-Performance Defined
Best Practices
Best Practices Next Practices
i4cp defines next practices as specific human capital practices that are highly correlated
to market performance, but are used by relatively few companies to date.
To enhance organizational agility, high-performance
organizations are 3.5x more likely to build a network of
trusted partners to easily rent, borrow, and/or share talent.
3.5x
Leaders at high-performance organizations are 8x
more apt to help others build collaborative networks.
8x
High-performance organizations are 3x more likely to use
external stakeholders (clients, suppliers, distributors, etc.)
as part of their talent rotation.
3x
The 5 Domains of
High Performance
The HR profession needs a standard – a universal
framework that ties an HR strategy to business
results. THAT standard is i4cp’s five domain model.
KURT FISCHER
Former CHRO
Gates Foundation
“i4cp research
has shown that
high-performance
companies excel in
five core areas
i4cp Members
i4cp Research
Recent
Resources developed
from each study
include next
practices, case
studies, interactive
data, infographics,
tools, and more.
About Me
▪ Lifelong Rochesterian
▪ Senior Research Analyst, i4cp
▪ In past year have worked on collaboration, people analytics,virtual leadership, and other projects
▪ Formerly various leadership roles at Dale Carnegie Training, Taleo, Element K
▪ Have spoken at 150+ ATD, SHRM, etc. conferences
▪ Co-Author of the book, Interact and Engage! 50+ Activities for Virtual Training, Meetings and Webinars (ATD Press, 2015)
▪ Now a baseball book author too… Now Taking the Field:Baseball’s All-Time Dream Teams for All 30 Franchises(ACTA Sports, November 2018)
Also… today is my wedding anniversary!6 Months!
of CEOs expect
a major
disruption in
their sector in
the next three
years.
Source: KPMG, 2017 Global CEO Outlook
of CEOs say
their organization
seeks to be the
disruptor in its
sector.
Source: KPMG, 2017 Global CEO Outlook
… is to be the .
Only
of 1,800+ business
professionals
indicate their
organization’s approach to
change...
Source: i4cp, Agile Leaders and Organizations
➢ How can I get my organization to be proactive and
Anticipate change, instead of being purely reactive?
➢ How can I create a more flexible, decisive organization
that will Adapt and respond effectively to change?
➢ What can I do encourage and enable my organization
to Act in ways that purposefully disrupts itself and
others?
Three A’s of Organizational Agility
organizations
require
leaders… at all levels.
• Identifying and breaking down structural silos
• Developing and/or moving talent to address changing business needs
• Creating a safe and inclusive environment
• Encouraging intelligent risk taking
• Establishing the why of the work and nurturing a shared sense of purpose
• Goal-setting and ensuring teams are clear on priorities
• Helping others establish productive connections across the internal enterprise
• Building relationships with external stakeholders
The i4cp Agile Leader ChecklistAre You/Your Leaders
Highly Effective?
You
Source: i4cp, Agile Leaders & Organizations
Your
Team
Personal
Cultural
Geographic
Organizational
BOUNDARYLESS
LEADERS
1995
2007
Today
Satya Nadella
CEO
“We must learn to build on the ideas of others and
collaborate across boundaries
to bring the best of Microsoft
to our customers as one – one
Microsoft.”
• Active KNOWLEDGE SHARING permeates the organization
• Learning is an espoused organizational VALUE
• Leaders (at all levels) are involved in TEACHING OTHERS and reinforcing learning’s importance
• Learning is reinforced in HIRING and in leadership development
• The organization measures learning’s EFFECTIVENESS• Managers are REWARDED for mobility and development
• A culture of learning is about 3-way ACCOUNTABILITY (organization, learner, manager/leader)
Traits of a learning culture
ATD/i4cp study on Building a Culture of Learning, 2016
The day Satya
became CEO
Microsoft Stock since early 2014
Personal
Boundaries
Organization’s culture provides safe environment for open
communication.
Source: i4cp, Purposeful Collaboration
Source: i4cp, The Three A’s of Organizational Agility
Encourage Innovation and Intelligent Risk Taking
Cultural
Boundaries
Source: The Institute for Corporate Productivity (i4cp)
Inclusive Leadership Behaviors: Two Matter Most
Source: i4cp, Developing Leaders that Leverage Diversity
Relationships with
various others
Role model
inclusivity
Make ERG’s Part of the Rotation
A word
of…
D&I Must be Authentic
Source: i4cp, Developing Leaders that Leverage Diversity
Marlene McGrathRetired SVP, HR
3M
“What we really want to do is build a globally deployed process
that enables us to easily design
the work for where the talent is
located…. We want the flexibility
to allow the work to move
seamlessly across borders
without being tied to location.”
Perceive their leaders
as effective at it.
Source: i4cp
Organizations with 1,000+
employees or more
Of organizations have
leaders that manage
at least one remote
employee or team.
Source: i4cp
Organizations with 1,000+
employees or more
Of organizations provide
training on how to lead
virtual teams / remote
employees.
Have plans to start
offering such
training in the next
12 months.
Leaders intentionally onboard virtual
employees to the teams they belong to.
Leaders set formal virtual team
operating agreements (a set of behavioral norms
that the team agrees to abide by)
Recruiters or hiring managers
seek candidates with demonstrated virtual
leadership experience Source: i4cp
Organizations with 1,000+
employees or more
Organizational / System
Boundaries
Jeroen WelsEVP, HR
Categories, Talent and
Organization
Unilever
“We need new ways of working, where a much more agile and
flexible organization brings
people together in a different
way… to make sure that
knowledge and experience is
much more fluid in an
organization, and accessible for
the moment you really need it.”
#1 Barrier to Internal Talent Movement
8xLeaders actively help others
build collaborative networks.Source: i4cp, Purposeful Collaboration
i4cp’s X-Box Model for Mobility
Source: i4cp, Talent Mobility Matters
5xLeaders purposefully extend their
influence beyond the enterprise
(e.g. with customers, suppliers).
i4cp
Talent
Ecosystem
Integration
Model
Source: i4cp, The Three A’s of Organizational Agility
Agile Organizations Require Agile Leaders
Personal
Cultural
Geographic
Organizational
Thank You!For over 25 infographics…www.i4cp.com/search/Infographic
Tom StoneSenior Research Analyst
Automation, AI, Roboticsand the Future of Work
This is my current research area…so please connect with me on this!