Jeff_Cherry EI Presentation

8/4/2019 Jeff_Cherry EI Presentation

http://slidepdf.com/reader/full/jeffcherry-ei-presentation 1/27

Workplace integration:Workplace integration:

Strategic alignment:Strategic alignment:Business resultsBusiness resultsHow the integration of Organization, TechnologyHow the integration of Organization, Technology

and the Workplace is the catalyst to creatingand the Workplace is the catalyst to creatingbusiness results.business results.

Inspiring behavior / achieving results.Inspiring behavior / achieving results.

Presented By: Jeff Cherry, CEO, LLD, Inc.Presented By: Jeff Cherry, CEO, LLD, Inc.The LLD + OPX Workplace integration and PerformanceThe LLD + OPX Workplace integration and Performance

Management GroupManagement Group



Integrating the OperationalIntegrating the OperationalEnvironmentEnvironment

§§ The Technological EnvironmentThe Technological Environment

§§ The Physical EnvironmentThe Physical Environment

§§

The Organizational EnvironmentThe Organizational Environment

§§ ORGANIZATIONAL ECOLOGYORGANIZATIONAL ECOLOGY



§§ Or...Why is this important?Or...Why is this important?



Achieving ResultsAchieving Results

§§ ACHIEVING STRATEGIC OR MISSIONACHIEVING STRATEGIC OR MISSIONCRITICAL RESULTSCRITICAL RESULTS

§§ This is all we want.This is all we want.

§§ Achieved in one way and only in one wayAchieved in one way and only in one way

§§ Behaviors:Behaviors:

§§ (which are predicated on our beliefs) that are(which are predicated on our beliefs) that are

consistent and aligned with Our desired resultsconsistent and aligned with Our desired results




§§ ““ !"#$%&'()"*+",-."+/%"$0"1-',"*,+" !"#$%&'()"*+",-."+/%"$0"1-',"*,+"

&.$&2."/(3.4+,'(3"'(3"5($1"-$1",$"3$" &.$&2."/(3.4+,'(3"'(3"5($1"-$1",$"3$"

1.22 1.22 ””

§§ Frances Cairncross, Management Editor of Frances Cairncross, Management Editor of

The Economist and author of “The CompanyThe Economist and author of “The Company

of the Future”of the Future”




§§ 6!"#$%&'()"*+",-."+/%"$0"1-',"*,+"6!"#$%&'()"*+",-."+/%"$0"1-',"*,+"

&.$&2."/(3.4+,'(37"5($1"-$1",$"3$" &.$&2."/(3.4+,'(37"5($1"-$1",$"3$"

1.22"'(3"1-',",-.)"'#,/'22)"89::"3$",$"1.22"'(3"1-',",-.)"'#,/'22)"89::"3$",$"

,-."'3;'(,'<."$0",-."#$%&'()= ,-."'3;'(,'<."$0",-."#$%&'()=

§§ Jeff Cherry…author of nothing..Jeff Cherry…author of nothing..




§§ The Inherent AssumptionThe Inherent Assumption

§§ People will do all that they are capable of People will do all that they are capable of

§§ What someone knows how to do vs. what theyWhat someone knows how to do vs. what they

actually doactually do§§ Lack of performance = “Not doing”Lack of performance = “Not doing”

§§ Because of this:Because of this:

§§ We hire on capabilityWe hire on capability

§§ We fire on behavior We fire on behavior




§§ People will act in accordance with their People will act in accordance with their belief system or in accordance with whatbelief system or in accordance with whatthey are inspired / enabled /they are inspired / enabled /

conditioned…to do.conditioned…to do.§§ The 20 / 60 / 20 Rule?The 20 / 60 / 20 Rule?

§§ Don Schminke, Ex Johns Hopkins MBA Professor Don Schminke, Ex Johns Hopkins MBA Professor

and consultant to, Presidents, the Joint Chiefs of and consultant to, Presidents, the Joint Chiefs of Staff and the Dalai Lama, among others.Staff and the Dalai Lama, among others.




§§ Still not Convinced?Still not Convinced?§§ Seven habits of highly effective peopleSeven habits of highly effective people

§§ The Habits of WealthThe Habits of Wealth

§§ The Discipline of Market LeadersThe Discipline of Market Leaders

§§ Good to GreatGood to Great

§§ The Four Obsessions of the ExtraordinaryThe Four Obsessions of the Extraordinary

ExecutiveExecutive

§§ All talk about looking for behaviors that haveAll talk about looking for behaviors that haveresulted in success and emulating them to beresulted in success and emulating them to besuccessful yourself.successful yourself.




§§ So what do we have?So what do we have?

§§ ResultsResults

§§ Achieved throughAchieved through

§§ BehaviorsBehaviors

§§ Predicated uponPredicated upon

§§ BeliefsBeliefs

§§ Or influenced byOr influenced by§§ >(;*4$(%.(, >(;*4$(%.(,




§§ The Million dollar question (with theThe Million dollar question (with theanswer)!answer)!

§§ How do I get my people to behave in aHow do I get my people to behave in a

manner that is consistent with my beliefs andmanner that is consistent with my beliefs andour strategy?our strategy?




§§ANSWER:ANSWER:

§§

Hire only those people who believeHire only those people who believeexactly the same things as youexactly the same things as you..




§§ The REAL Answer:The REAL Answer:

§§ Create an “environment” that will inspired /Create an “environment” that will inspired /

enable / condition them (60%ers) to behaveenable / condition them (60%ers) to behave

in a consistent, deliberate and targetedin a consistent, deliberate and targetedfashion.fashion.

§§ (I.E.(I.E. As if As if they believe the same as you!)they believe the same as you!)




§§ HowHow

§§ IT Environment + Physical EnvironmentIT Environment + Physical Environment+Organizational Environment = Organizational+Organizational Environment = Organizational

EcologyEcology§§ By designing the organizational ecology, or theBy designing the organizational ecology, or the

manner in which employees experience themanner in which employees experience theworkplace, we can pointedly effect behavior such thatworkplace, we can pointedly effect behavior such thatthose required to achieve strategy and producethose required to achieve strategy and produceresults are most likely to occur.results are most likely to occur.

§§ Integration in the broadest sense of the termIntegration in the broadest sense of the term




§§ Two Issues are the foundation of thisTwo Issues are the foundation of thistheorytheory

§§ Issue 1:Issue 1: AlignmentAlignment

§§ “Now that you have a strategy, what skills and“Now that you have a strategy, what skills and

behaviors are required to deploy that strategybehaviors are required to deploy that strategyin the marketplace?”in the marketplace?”

§§ Professor Jeffrey Pfeffer, The Thomas D. DeeProfessor Jeffrey Pfeffer, The Thomas D. DeeProfessor of Organizational Behavior, StanfordProfessor of Organizational Behavior, StanfordUniversity Graduate School of BusinessUniversity Graduate School of Business




§§ Issue 2:Issue 2: IntegrationIntegration

§§ There are decades of research documenting theThere are decades of research documenting theinfluence on knowledge worker productivity of theseinfluence on knowledge worker productivity of these

three areas individually. The frontier of knowledgethree areas individually. The frontier of knowledgeworker performance stems from the surprisingworker performance stems from the surprisingrealization that in very few instances have theserealization that in very few instances have thesefactors been addressed in an integrated way.factors been addressed in an integrated way.

§§ Based on a Fall 2002Based on a Fall 2002 MIT Sloan Management Review MIT Sloan Management Review articlearticle

by Tom Davenport, Robert Thomas and Susan Cantrell of by Tom Davenport, Robert Thomas and Susan Cantrell of the Accenture Institute for Strategic Changethe Accenture Institute for Strategic Change



StrategyStrategy

Required High Order TasksRequired High Order Tasks

Required Organizational BehaviorsRequired Organizational Behaviors

Required Individual BehaviorsRequired Individual Behaviors

BUSINESS RESULTSBUSINESS RESULTS

IT InfrastructureIT Infrastructure

Physical InfrastructurePhysical Infrastructure

Organizational InfrastructureOrganizational Infrastructure




§§ Our StrategyOur Strategy

§§ Integrate and tune theIntegrate and tune the >(;*4$(%.(, >(;*4$(%.(,

§§ Aligned withAligned with ?,4',.<) ?,4',.<)

§§ To inspireTo inspire @.-';*[email protected]';*$4+

§§ Thereby producing strategic or mission criticalThereby producing strategic or mission criticalA.+/2,+A.+/2,+



The ROI PerspectiveThe ROI Perspective

§§ We’re talking about inspiring behavior We’re talking about inspiring behavior

§§ The Mother of All HR InterventionsThe Mother of All HR Interventions

§§

“Our People are our Number One“Our People are our Number OneAsset”Asset”

§§ 8.B;."'22"-.'43",-*+"'(3"&4$C'C2)"%'()"$0"8.B;."'22"-.'43",-*+"'(3"&4$C'C2)"%'()"$0"

/+"+')"*, /+"+')"*,

§§ D4$C2.%"*+"1."3$(B,"C.2*.;."*,"$4"C.,,.4").,"D4$C2.%"*+"1."3$(B,"C.2*.;."*,"$4"C.,,.4").,"

1."3$(B,"2*;."*,E 1."3$(B,"2*;."*,E




§§ BruceBruce PfauPfau, Ph. D., Ph. D.

§§ National Practice Director of OrganizationalNational Practice Director of Organizational

Effectiveness, Watson Wyatt WorldwideEffectiveness, Watson Wyatt Worldwide

§§ Since 1999 has studied over 750Since 1999 has studied over 750Organizations, worldwideOrganizations, worldwide

§§ $100 MM minimum revenues$100 MM minimum revenues

§§ 80 Privately held80 Privately held

§§ 61 with revenues in excess of $5 Billion61 with revenues in excess of $5 Billion




§§ Findings?Findings?§§ Crafting an environment in this manner is aCrafting an environment in this manner is a

leading indicator of financial performanceleading indicator of financial performance

§§ (not the other way around) IE it’s not a luxury(not the other way around) IE it’s not a luxury§§ What kind of performance?What kind of performance?

§§

On average the companies that practiceOn average the companies that practicethese strategies have outperformed their these strategies have outperformed their competition by 300% over the last 5 years!competition by 300% over the last 5 years!



Theory into PracticeTheory into Practice

§§ Aligning Business Strategy and ManagementAligning Business Strategy and ManagementPracticesPractices

§§ F*4+,",-*(<+"0*4+, F*4+,",-*(<+"0*4+, §§ Strategy…You have to have one (what if you don’t?)Strategy…You have to have one (what if you don’t?)

§§ G-.(".;.4),-*(<".2+.G-.(".;.4),-*(<".2+.§§ Given your particular strategy, what behaviors and skills areGiven your particular strategy, what behaviors and skills are

required to deploy that strategy in the marketplace?required to deploy that strategy in the marketplace?

§§ D4$#.++"'(3"#$(,.(, D4$#.++"'(3"#$(,.(, §§ Given those behaviors, how must we shape our Given those behaviors, how must we shape our

environment (physical, cultural and technological) to inspireenvironment (physical, cultural and technological) to inspirethose behaviors?those behaviors?



TECHNOLOGYTECHNOLOGY

FACILITIESFACILITIES

ORGANIZATIONALORGANIZATIONAL

STRATEGYSTRATEGY

ORGANIZATIONORGANIZATION

FACILITIES

ORGANIZATION

TECHNOLOGY

IntegrationIntegration

Work Process

Cultural Transformation

Teams

Collaboration

Customer Behavior

Workforce Behavior

Desired

Workforce

Performance

Increased revenue

Shareholder value

Employee retention

Infrastructure costs

Rate of innovation

CurrentCurrent

StateState

ImplementationImplementation

AlignmentAlignment

Integrated Performance ConceptIntegrated Performance Concept

The DesiredWorkforcePerformance

The PerformanceThe Performance

GapGap

Th I l t ti M th d lTh I l t ti M th d l



§§ The Implementation MethodologyThe Implementation Methodology

Operational Analysis

Check for existence of andleadership agreement on:

Vision, Mission, Values, Goals,Strategies, & Behaviors

Understanding of externalmarketplace, structural dynamics,competitive forces.

Environmental Analysis

The Three Levers:§ Technological Environment:

Infrastructure, applications,connectivity, security,personnel, policies &procedures

§ Organizational Environment:

Processes & Procedures,workflow, performance

management, compensation,HR

§ Physical Environment:

Interior architecture,architecture, engineering,geography, real estate costs

Desired

Workforce

Performance

Actual State

Of Workforce

Performance

§ Lack of Agreement onStrategies and RequiredBehaviors

§Lack of Alignment or Integration

§ Individual Deficiencies:

Technology

(tools, resources,architecture, costs)

Facilities

(configurations,ergonomics, geography,costs)

Organization

(model, incentives,rewards, skills &knowledge, capacity,motivation andexpectations)

§ UnintendedConsequences

Technology Support,

Network engineering,

Outsourcing, application

Development, IA, IS,

Job Analysis, work design,

Organizational

Communications

Organizational Design and

Development, training,

Design, Architecture,

Interiors, engineering Real

Estate services, corporate

Identity

Project Management

Change Management

Process Design

EmployeeDevelopment

Communications

List of Constraints:§Cash

§People

§External Market Structure

Formative: Summative: Confirmative:

Performance Analysis Immediate Reactions Continuing Effectiveness

Cause Analysis Immediate Competencies (organizational Impact)

Selection/Design of Immediate Behaviors Return on Investment

Implementation Overall Workforce Continuing Competence

Performance (job Transfer?)

PERFORMANCEPERFORMANCE

GapGap

Performance and Integration AuditPerformance and Integration Audit Cause AnalysisCause Analysis Implementation ToolboxImplementation Toolbox Performance PlanPerformance Plan

EvaluationEvaluation




§§ A Simplistic but effective ExampleA Simplistic but effective Example

§§ TEAMWORK!TEAMWORK!




§§ Who’s getting it RightWho’s getting it Right

§§ Southwest AirlinesSouthwest Airlines

§§ DPR ConstructionDPR Construction

§§ SAS (The Most Right!)SAS (The Most Right!)




§§ Conclusions:Conclusions:§§ This about Branding, marketing, customer This about Branding, marketing, customer

experiences, loyalty, performance and results!experiences, loyalty, performance and results!§§

Harrah’s Hotels and CasinosHarrah’s Hotels and Casinos§§ Oh…and hiringOh…and hiring

§§ Get it right and you can hire only those people whoGet it right and you can hire only those people whobelieve what you believebelieve what you believe

§§They will find you!They will find you!

§§ And the Bottom line!And the Bottom line!§§ Close the performance gap and you will succeed.Close the performance gap and you will succeed.

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Jeff_Cherry EI Presentation