Welcom e: Driving Dolby’s New Approach to Performance and Development This presentation contains intellectual property of both ON THE MARK and Dolby Laboratories April 2015 © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 1 Driving Dolby’s New Approach to Performance and Development Webinar Overview 1. 2. 3. 4. 5. 6. About the Presenters Why Change… Curiosity, Considerations and Research The program (What) The Amplify Journey (How, Change Process) Results and Wisdoms © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 2 About the Presenters 1. 2. 3. 4. About Mark LaScola About ON THE MARK About Anna Schocket About Dolby Laboratories © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 3 About the Presenters Mark LaScola Founder & Managing P rincipal – ON THE MARK With a Bachelor of Arts in Psychology from Fresno State University (1980) and an interdisciplinary Master of Science in Marriage and Family Therapy from San Jose State University (1985) - where his work focused on systems theory and its application to human systems and processes - Mark founded OTM in 1990. Now in its 25th year of operation and with OTM offices located on both sides of the Atlantic, OTM is recognized by many as their preferred vendor in providing substantive yet practical organization design and lasting change. Mark’s passion for “collaborative business transformation”, as he calls it, sits at the heart of OTM and supports a belief in people, holistic thinking and pragmatism. Mark shares his experience and supports the wider industry through regular publication of best practices and is the author of one of the industry’s most integrated and comprehensive re-design / transformation methodologies. Mark also sits on the Boards of the European Organization Design Forum and the Organization Design Community, and regularly speaks at industry events. Significant publications include his contribution to one of the top ten business books of the 1998 (NY Times) entitled The Self-Managing Organization: How Leading Companies are Transforming the Work of Teams for Real Impact, Purser and Cabana, New York, NY, The Free Press, 1998; and HR specific articles including A Critical Review of the Three-Box Model for HR Organization Design, LaScola and Davies, WorldatWork Journal, Version Q1 2011, and Get the Foundation Right: Transforming HR, LaScola, HR Magazine Aug 2011. When not on a plane or watching a real football (soccer) match, he’s at home with his family in Phoenix, Arizona. © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 4 About the Presenters About OTM We are leaders in collaborative organization design and business transformation. Now in our 25th year of operation, with offices located on both sides of the Atlantic, OTM is recognized by many as their preferred vendor in providing substantive yet practical organization design and lasting change. Our passion is for collaborative business transformation and our work is guided by research, evidenced-based and established best practice and emerging methodology. Our Experience: With our experience of delivering close to 370 organization design and transformation projects, across 30 countries and countless industry sectors, OTM offers the most disciplined, integrated and comprehensive re-design and transformation solution. trained and developed approximately 5,000 executives, managers and internal change agents – across a broad and diverse range of industries on 6 continents and over 30 countries on OTM’s comprehensive solutions. Sectors Aerospace Defence Logistics & Distribution Financial Services Telecommunications FMCG IT Software & Services Manufacturing Retail Functions Human Resources Supply Chain Manufacturing Operations Finance, IT Regulatory Sales, Marketing Engineering Outsourcing – BPO Skunk works Geography North America Western Europe Scandinavia Eastern Europe Latin America Middle East South East Asia South Pacific Other OTM Offerings: OTM offers a variety of other services supporting organization design and business transformation solutions including a) in-house Executive Primers, b) internal or external multi-day, hands-on skill building workshops using real projects, c) behind the scenes support and guidance, d) conference presentations and TED Talks. For more information, references or case studies contact Pamela Edmond, OTM Global Marketing Director at [email protected]. © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 5 About the Presenters Anna Schock et Director, Organizational Effectiveness and Talent Developm ent Anna is an experienced organizational effectiveness leader who has designed and implemented numerous HR programs and organizational changes to reinforce business and cultural imperatives. Her work has spanned global organizations ranging in size from 700 to 120,000 employees. At Dolby, Anna is responsible for driving key programs and initiatives in the areas of learning, leadership development, performance management, talent planning, culture and inclusion. Not only does Anna have an expertise in the more programmatic areas of HR, but she has also designed strategies to manage organizational change. Prior to Dolby, she held similar positions at Shutterfly and Disney. Anna began her career at Deloitte as a human capital consultant in both the US and UK. Anna holds an MBA from the University of Michigan and a BS from Northwestern University. © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 6 "To be an inventor, you have to be willing to live with a sense of uncertainty, to work in this darkness and grope towards an answer, to put up with anxiety about whether there is an answer.” - Ray Dolby 1,800 employees in over 36 cities and 20 countries… The evolution of our business $950M ~50 years Value Added Services Imaging Professional Products Device Licensing Audio End User Products Communications 9 Why Change… © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 12 Why change the way we manage performance? 14 Jessica Smith Eric Acevedo 4 4 _ /4 / Paul Chan 3 15 30,000+ hours 16 Why Change? Business Case for Change One Dimensional Business Case Multi-dimensional Business Case Should Also Include: • Culture • • • Relevance and Meaning Making a Difference Connection to the purpose of the business and contribution to the world Desirable Future (refer to the six critical requirements of effective work) Finance Focused Growth/Realignment Customer Satisfaction © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 17 Why Change? NOT ALL CHANGE IS THE SAME… DEVELOPMENTAL An improvement to an existing way of operating TRANSITIONAL Design and implementation of something different from what exists today change [chaynj] - n 1. making or becoming different: alteration, variation, or modification, or the result of this A fundamental shift from one state of being to another, so significant that it requires a shift in culture and behavior to sustain it. transform ation [trans-fer-mey-shun] -n 1. a change or alteration, especially a radical one Source: Three Types of Change Ackerman & Anderson. The Change Leader’s Roadmap. Jossey-Bass, 2001. Further adapted by OTM. © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com TRANSFORMATIONAL Driving Dolby’s New Approach to Performance and Development 18 Curiosity, Considerations and Research © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 19 Are we spending time on the right things? Are we helping people do their best work? Are we actually motivating high performance? 20 • Autonomy What really motivates creative thinking and problem solving? • Mastery • Purpose 21 What motivates Dolby employees to do their best work? 22 • Growth mindset • Conditions for insight What can we learn from recent breakthroughs in neuroscience and psychology? • “Threat” vs “toward” state (SCARF) • Coaching orientation 23 Curiosity, Considerations and Research Your Brain at Work … Psychology Neuroscience Human Mind + behavior Brain Physiology The brain’s role in human nature and behavior © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 24 Curiosity, Considerations and Research Your Brain at Work 2 1 3 new behavior Repetition Effort = Energy 4 Skill Long Term Memory Temporary storage with limited capacity “Nothing changes until behavior changes” “Patterns die hard” © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 25 Why Change? The Brain at Work 1. Perception of Social Pain • • • • • Rejection Shaming Embarrassment Berated Unfairness/ disrespect = 4. Uncertainty Fear = 2. Observation of Social Fairness & Respect 3. Stress Unclear thinking Chemical st boo = 5. Employees +… Ownership over situations andOwnership choice… 6. Engaging & Active Participation Increased retention of new behavior © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 26 Any Questions © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 27 The program (What) © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 28 Amplify Our new approach… Three objectives Drive higherquality, more motivational conversations Empower employees to play a larger role in the process And continue to differentiate rewards… Increase overall return on time / effort invested Higher quality conversations Previously: Amplify: Drive higherquality, more motivational conversations • One / year Twoconversation structured conversations • Based on numerical rating No numerical ratings • Mostly Mostlybackward-looking forward-looking • Growth / infrequent Growth,optional work environment always on agenda Larger role for employees Amplify: Previously: Empower employees to play a larger role in the process More balanced • Managers drove ownership the process Two-way“tell” dialogue led by the • One-way conversation employee • Managers completed all • documentation Manager is coach • Employees take first pass at capturing key outcomes Increase ROI Previously: Amplify: Increase overall return on time / effort invested • Paper-based, de-centralized Online system for goals, conversation summaries • Time consuming, formulaic • documents Capture main points and commitments only • Leaders “calibrated” ratings to into curve • fitLeaders proactively focus on talent and succession planning The Amplify Program Goal Planning Q4 Q1 Rewards Communication AMPLIFY Growth Conversation Q3 Impact Conversation Q2 Growth / Impact Conversation Agenda Growth • Critical skills needed for success in your role • Talents you want to leverage • Development needs you want to address • Growth opportunities / interests you would like to pursue at Dolby Impact • Your top work priorities • Progress and status of goals • Impact of your work (key accomplishments and challenges) • Lessons learned Work Environment • Work environment elements that are working well • Work environment elements that if changed could help enable your best work Continue to differentiate rewards LOW Partial Rewards Impact & Contribution Core Rewards (Majority of employees) HIGH Exceptional Rewards Any Questions © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 37 The Am plify Journey (How, Change Process) © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 38 Keys to the Amplify journey Heavy Socialization Beta Testing And measure / refine over time… Building New Muscle Memory Keys to the Amplify journey • Get smarter Heavy Socialization • Design for ownership • Socialize early and flex Keys to the Amplify journey Beta Testing • Test with hardest critics and biggest evangelists • Measure and clarify • Be open to missteps and adjust Keys to the Amplify journey • Elevate awareness Building New Muscle Memory • Build Skills • Ongoing reinforcement And measure / refine over time… The Amplify Journey (How, Change Process) What type of change was the Am plify program? DEVELOPMENTAL An improvement to an existing way of operating TRANSITIONAL Design and implementation of something different from what exists today A fundamental shift from one state of being to another, so significant that it requires a shift in culture and behavior to sustain it. Source: Three Types of Change Ackerman & Anderson. The Change Leader’s Roadmap. Jossey-Bass, 2001. Further adapted by OTM. © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com TRANSFORMATIONAL Driving Dolby’s New Approach to Performance and Development 43 The Amplify Journey (How, Change Process) Change Managem ent vs. Change Readiness OTM’s Accelerated Change Readiness© (ACR) Traditional Change Management Treats the organisation as a machine, fragmented Treats the business as a system, holistic Functional sponsorship Horizontal sponsorship Driven by traditional project management Driven by social system readiness (ACR) with milestone achievement occurring simultaneously 'Push' orientation (compliance) 'Pull' Orientation (commitment) Sub-optimization Joint optimization Over-designed Produces ‘White space‘ Pseudo-engagement – "Buy-in" High engagement, highly relevant Incompatible with espoused organisation Values Compatible with espoused organizational values Reactive, after the fact Proactive Tactics mostly include training and communication Tactics driven by high involvement from start to finish © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 44 The Amplify Journey (How, Change Process) ACR alignm ent with brain science Treats the business as a system, holistic 1. Observed social fairness and respect Horizontal sponsorship Driven by social system readiness (ACR) with milestone achievement occurring simultaneously 2. Inclusion, asking 'Pull' Orientation (commitment) 3. Clarity of process and method Joint optimization Produces ‘White space‘ 4. Removed uncertainty where possible High engagement, highly relevant Compatible with espoused organizational values Proactive Tactics driven by high involvement from start to finish 5. High involvement in problem solving and decision making 6. “People support what they help create…” – ownership “Self-directed neuroplasticity” © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 45 The Amplify Journey (How, Change Process) Effort Pay Now vs. Pay Later Approach to Change P ull Heavy Socialization More Work upfront in Planning and creating Readiness P ush Later Completion Time + Increased/Saved Work Burden • program Goes to Plan • No Resistance Met • Stabilisation Earlier Beta Testing • Problems Occur Building • Resistance Met New • Slippage Muscle Memory Faster Completion Virtually no work put into creating Readiness or Planning Time Lost/Gained Time © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 46 The Amplify Journey (How, Change Process) Tell Depth of Change Model Source: Ackerman & Anderson, The Change Leader’s Roadmap, Jossey-Bass, 2001 PREPARATION ACCEPTANCE COMMITTMENT • Contact • Awareness of Change • Understand Change • Positive Heavy Perception Socialization Begin Im plementation Adopt Institutionalise Internalise Stabilise Do • Beta • Testing • • Push Readiness! Building New Muscle Memory Pull © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 47 The Amplify Journey (How, Change Process) Business case for involving others in the change… © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 48 The Amplify Journey (How, Change Process) ACR Methodology – Tak e a Deliberate, Planned Process © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 49 Any Questions © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 50 Results and Wisdom s © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 51 Feedback on Amplify 40% of employees and 50% of managers had higher quality year-end conversations 90% believe the overall process has moderate to strong ROI Over half of employees said midyear Growth Conversations were better than previous discussions about growth 91% discussed growth as part of the yearend discussion 52 Feedback on Amplify “I used to hate reviews; I used to see the number and tune out the rest. This year I’ll remember my manager looking me in the eye and saying that I did a good job.” “Previously it was 90% looking back – now it’s 80% looking forward.” “What was important became defined by the conversation, not the piece of paper.” “Employees came to insights themselves – when it was a “tell” conversation you didn’t get much feedback. Now the insights are coming from them.” “As a manager, I spent significantly less time on the yearend process and still got the same or even more than in years past.” 53 Wisdoms • The courage to innovate and challenge the status quo • Apply science to support the change process • Design the right process for the company and bring people on the journey • It can impact the culture, how people interact Results and Wisdoms OTM Com m on Results Footprint © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 55 Suggested Reading List on Brain Science • “The Neuroscience of Leadership” by David Rock and Jeffrey Schwartz published in Strategy and Business, Issue 43, 2006 • “Managing with the Brain in Mind” by David Rock published in Strategy + Business issue 56, Autumn 2009 • “One simple idea to transform performance” by David Rock, Josh Davis and Elizabeth Jones (HRPS) Volume 36 / Issue 2 – 2013 • “The SCARF Model” in 2012 Neuroleadership Journal • “The Aha Moment” in the ASTD Journal (uncertain of the date) • The Brain at Work for Adrienne Fox, HR Magazine vol. 53 no. 3, March 2008 • Manage Your Human Sigma, John H. Fleming, Curt Coffman and James K. Harter © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 56 Any Questions © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 57 Thank s for joining us! Validating In 1 word please describe the webinar? Neuroscience Priceless Relational © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 58 Results and Wisdoms We would love to hear from you! Anna Schock et Director, Organizational Effectiveness and Talent Developm ent Email: [email protected] Mark LaScola Founder & Managing P rincipal – ON THE MARK Email: [email protected] Phone: +1 (602) 284 8090 Website: www.on-the-mark.com OTM offers a variety of other services supporting organization design and business transformation solutions. For more information, references or case studies contact Pamela Edmond, OTM Global Marketing Director at [email protected]. © 2015 Dolby Laboratories, Inc. 2015 ON THE MARK | www.on-the-mark.com Driving Dolby’s New Approach to Performance and Development 59
© Copyright 2024