Surfboards for riding the waves of change
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Surfboards for Riding the Waves of Change. Barbara Waugh Hewlett-Packard Laboratories. Surfboards for Riding the Waves of Change. At this point in the ride, aka Results Changes…and the Boards Parasailing Surf’s Up…What’s Next?. a.k.a. Results. M. Results. !. ? + —. Collaboration

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Surfboards for Riding the Waves of Change

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Surfboards for Riding the Waves of Change

Barbara Waugh

Hewlett-Packard Laboratories


Surfboards for Riding the Waves of Change

  • At this point in the ride, aka Results

  • Changes…and the Boards

  • Parasailing

  • Surf’s Up…What’s Next?


a.k.a. Results


M

Results

!

? + —

Collaboration

Communication

Metrics


~100 Q + C

V

V

V

Q

Accomplishments

Results

Vision

Results


CEO Keynote @ SWF

Grameen article featuring VP support

Sustainability Conference

Hpeace Core

1,000 Printers

Costa Rica Project

FTW

Results


Changes and Boards


Context

Process

Content


HP Labs

  • Central research lab for $50 billion computer & measurement company of 120,000 people

  • 1200 employees, in California, Japan & England (& Boston, Israel & China)

  • 900 engineers, >50% Ph.D.s

  • 1992-1999

  • Splitting up...


Vision

!

?

?

?

?

?

?

?

?


My Role

Change Management Expert

*


36 Workgroups


Grants Program

WBIRL Labstock

Chalk Talks

HPL Metrics

Mentor Program

Resource Allocation

HP Technology Visions

Grassroots Basic Research Program

Community Forum

Inforum

Seminar Series

Pulse

HP for the World

Walk Through Time

Celebration Town Meetings

Among the 36 Workgroups...


Grants Program

  • Minimalism

    - 2% Tweak

  • A. P. D.


ð

ð

A

B

  • In mechanical model, companies are modeled on the Prussian military

  • Vertical, tight lines of command

  • This model works to get from A to B quickly: March!


ð

ð

A

B

Complex

Living System

How an Organization Moves


ð

ð

A

B

Amplify Positive Deviance


Grants Program

WBIRL Labstock

Chalk Talks

HPL Metrics

Mentor Program

Resource Allocation

HP Technology Visions

Grassroots Basic Research Program

Community Forum

Inforum

Seminar Series

Pulse

HP for the World

Walk Through Time

Celebration Town Meetings

Among the 36 Workgroups...


Chalk Talks

  • Metrics

  • Register for Accomplishment

Tech. Creation

& Transfer

Cool Team

Not

Talking

Chalk

Talks

HP Chalk

Talks

Thermal

Cooling

$$

Millions


Grants Program

WBIRL Labstock

Chalk Talks

HPL Metrics

Mentor Program

Resource Allocation

HP Technology Visions

Grassroots Basic Research Program

Community Forum

Inforum

Seminar Series

Pulse

HP for the World

Walk Through Time

Celebration Town Meetings

Among the 36 Workgroups...


Self-Replication

Community

Forum

Grassroots Basic

Research

Grants


Grants Program

WBIRL Labstock

Chalk Talks

HPL Metrics

Mentor Program

Resource Allocation

HP Technology Visions

Grassroots Basic Research Program

Community Forum

Inforum

Seminar Series

Pulse

HP for the World

Walk Through Time

Celebration Town Meetings

Among the 36 Workgroups...


“for the World”

Scale


for the World

  • Walk Through Time (HP)

  • Walk Through Time (SWF)

  • Walk Through Time (FGC)

  • Walk Through Time (Book)

  • HP for Sustainability


Parasailing


Relative Numbers of One’s Own Kind

Rosabeth Moss Kanter. Men and Women of the Corporation.


The Diffusion of Innovation Life-Cycle

Geoffrey A Moore. Crossing the Chasm.


Principles of the Diffusion of Innovation

  • Once an innovation is accepted by about 15% to 20% of the total population…it cannot be stopped.

  • Diffusion is essentially a social process, involving social relationships among individuals in a system.

  • Identify the opinion leaders in a community and…obtain their assistance in diffusing innovations to others in the system.

Everett M. Rogers. “Diffusion of the Idea of Beyond War.”


The Story of the Bamboo

  • There is a special bamboo that grows in northern China. The farmer plants it. For four years nothing happens. The fifth year, the bamboo shoots up 80 feet.

  • For four years something was happening. Below the ground. Roots.


The Story of the Lotus

  • The population of the lotus plant doubles every cycle. It takes many cycles to fill the big pond.

  • The pond is half empty the cycle before it is completely full.


“Change Management”

  • Deductive approach:

    Theory ð change

  • Goals

  • Metrics

  • Top management and consultants develop multi-year, large scale strategy and cascade it down the organization in offsites and training sessions

  • Inductive approach

    Change ð theory

  • Field of Play

  • “Milestones” - after the fact

  • Minimalist strategy: leaders throughout the organization & consultants initiate small, immediate changes that aggregate into long-term, systematic change


“Change Management” (2)

  • Knowledge about the past is applied in the futureð a future given by the past

  • Fact

  • True/False; Good/Bad

  • Generate future, creating the future, the present, and the past, from the future

  • Interpretation

  • Useful/Not Useful

(Generative Leadership Group)


The Organization

  • Machine

  • Predictable

  • Well-oiled

  • Re-engineering

  • Measurable

  • Managed by executives

  • Directing

  • Broadcast

  • Complex living system

  • Probability

  • Flexible

  • Re-generating

  • Growing, maturing

  • Managed by information

  • Listening

  • Conversation


Leaders

  • Conceive and drive vision from the top

  • Bold directives

  • Charismatic

  • In the beginning was the Word

  • Emerge and conceive vision anywhere in the organization

  • Big questions

  • Amplifiers

  • Systemic

  • In the Beginning was the Listening, which called forth the Word

  • In the Beginning was the Relationship


Employees

  • Implementers

  • Extrinsic rewards

  • Entrepreneurs

  • Employees create goals “in the ballpark” and lead efforts to achieve them. Intrinsic rewards.


Communicators

  • Broadcast top management strategic messages to the organization

  • Control information, based on “need to know”

  • Hub of wheel

  • Provide tools and support to engage organization in teeming web of conversation

  • Share information

  • Wheel-maker

  • Catalyst for communications

  • Amplify positive deviance

  • Tell stories


Change Agent

  • Use offsites and other training to help top management develop self-empowering leadership/management models

  • Help people understand and achieve the top management’s goals

  • Create mirrors to enable the organization to see itself and its parts to see each other

  • Help people define their goals within the context of the new system’s goals


Surf’s Up…What’s Next?


Context

Process

Content


Finite

Finite

Finite

Infinite Game


Constants in a Sea of Change

Our biggest job as individuals, as organizations, as communities, and as a world, is to create a meaning for the changes we are going through that allows for the future we want to live in.


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