Case Study: Co-creation in Developing Innovation Culture

“Tough”. That was my reply to a client.

It is common in many organizations to have multi-generational challenge. Today’s speed of change force everyone to move out from their comfort zones. Here I wish to share a short case study from an organization uses co-creation as a facilitative tool in building Innovation Culture.

PROBLEM

The senior managers felt the younger executives didn’t put enough effort to get things done more effectively. There was a perception that the younger executives lack innovation and creativity skills during execution with the clients. Because of that there has been delays in clients delivery and the Board has recommended action to be taken to remedy this situation. The clients impacted is seeking explanation and it may cause financial compensation if it is not resolved.

The Human Resource Division (HRD) has been tasked to come up with action plan and fix this amicably and in lightning speed.

DIRECTION

The HRD hatched a plan that the younger executives need training on innovation and creative problem solving. After all it has been years they did not have any development on these skills.

After our discussion, we think training programs will not be effective, yet. We helped devise three key strategies to approach the Problem. There are:

  1. Both parties need to have a mutual session to air grievances.
  2. Generate ideas to make it work, no escape.
  3. Use the company shared values as our guiding principles. Nothing else.

We convinced our client to run ideation labs to together with the senior managers and young executives to build scaffolding to achieve those objectives. To our surprise, the labs generated hundreds of ideas and close to 50% ideas generated are something they could do together. They are still bonded when we brought in the shared values discussion. Great!

FIVE IDEAS TO BE IMPLEMENTED

  1. The champions of culture are anyone from the organization. From non-executive to senior leaders. It used to be the champions were only Heads and senior leaders.
  2. The champions role are rotated and on 6 months role appointment. As the attendance requirement as champion is at least 80%, the role shouldn’t be a burden to anyone. Rotation allows others to participate and be inspired.
  3. Recognition of ANY contribution is direct from CEO. Recognition is in certificate of contribution signed by the CEO and little get together quarterly.
  4. Internal managers conference where best practices in the company are shared. What works in other company might not work in your company. Sharing them build trust and stronger cadreship.
  5. Open innovation program for everyone to contribute ideas from all levels. Trending internal ideas will be discussed together with strategic business focus.

Brickbats please email to donkhairul@gmail.com

Advertisements

How to Take Advantage of Mentoring in Organizational Development (OD) and Leaders Development

In the last few years OD has become very popular framework to redesign holistic people & leaders development for large organizations. In this “renewed” war on talent, where it is no longer about quantity of talent that matters rather it is more about quality or right talent that is in dire need for most organizations. Although we hear several companies in manufacturing, banking and IT are making layoffs, the way I see it these companies are retaining and keeping their best talents braving the perfect storm coming their way.

One common theme in OD is mentoring and coaching. I have worked with several clients to design part of OD components (few get implemented), but often OD becomes a long list of training programs after training programs with various consultants and trainers (internal and external). There is little thought in optimizing the OD outcomes to the organization. I think we shortchanged ourselves by not taking advantage of mentoring. The mentoring portion often not implemented because “too much resources needed” to roll out.

Here I wish to share how organizations can take advantage of mentoring in OD. This is simple, practical and implementable at small scale, which later can be scaled up further.

A. Decide 1-2 mentoring goals. Yes, just one or two goals first. I learn from behavioural change model, once we are able to change one or two behaviours, our confident level improves and we start to tackle other challenges next. Example mentoring goals are:

  1. Developing leaders for non-core businesses
  2. Retaining Gen-Y workforce in key positions
  3. Promoting high performance Gen-X for global expansion
  4. Improve customers base for new products and services
  5. Supporting emerging leaders for career direction
  6. Encouraging leaders to learn and develop each other

B. Find and recruit the people and leaders that most attracted to mentoring and people development. Often not all top executives love mentoring idea because they need to make time for it. However, OD chief needs to be able to present a compelling business case for it. Prep sometime with the CEO prior this engagement. Bring along several key talents in the initial meeting to convince the CEO.

C. Present a business case that outlines the following:

  1. Mentoring goals.
  2. Business SWOT – Strength, Weakness, Opportunity, Threat
  3. Skills available and acquired in the company – identify the leaders (potential mentors)
  4. Skills required and needed in the company – identify the content (potential faculties)
  5. Rolling out plan and scheduling (start small – have 2-3 mentors assigned to less than 10-12 talents)
  6. Guidelines, processes and coordination (keep it minimal and spartan)
  7. Measurement of outcomes and duration (6-12 months is enough)
  8. Monitoring plan and expectations
  9. Proposed investment (only include this once the rest has been thoroughly discussed with CEO and CFO)

D. Say if you still find it difficult, here you can do it the stealth way:

    1. Find organizational leaders that love people.
    2. Find talents that show exceptional performance and demonstrate leadership qualities.
    3. Conduct 30-45 minutes behavioural interviews with your colleague or partners.
    4. Find good matching between the leaders (mentors) and talents (protégés)
    5. Speak to friendly direct supervisors of this plan (recruit the direct supervisor to oversee the development)
    6. Prepare some basic guidelines for mentors and protégés.
    7. Roll out under stealth mode.

I personally feel that mentoring has strong and deep developmental advantages other than training programs. Mentoring has talent retaining effect too!

Having a basic level mentoring program would enhance training programs done in the company because the participants will contextualized what they learn and relate it back to the organization when meeting with their mentors.

Besides, the developmental programs can be more targeted and expanded based on feedbacks from the mentors.

Brickbats please send to donkhairul@gmail.com

3 Teachable Things and 5 Unteachable Things That Every Leader Should Know

Leadership development is very key in today’s business environment. The leaders are getting younger, leadership cycle is getting shorter and the cost to retain good leaders is getting higher. If you desire to become great leaders, consider this suggestion.

Here are the 3 teachable things on goal setting and behavioural change that highly successful leaders can use to get better at their game (General Goal – Behaviour Desired – If Then Action)

General Goal Behaviour Desired If-Then Action
1. Build better relationships with the sales team to improve sales numbers. Commit one hour per week for lunch with sales team members to get to know them and understand how to motivate and dealing with them. If I am reviewing my weekly schedule on Monday morning, then I will call a sales team member to schedule for a lunch meeting.
2. Become more personally connected to my subordinates. Participate with subordinate one time per week in informal activities to learn more about their personal lives. If I am invited to join the team lunch or birthday celebration, then I will find a way to make time and say yes.
3. Demonstrate strategic thinking. Offer my support or be assertive to critique of proposed strategy and the reasoning behind my position. If a discussion about strategy occurs during executive team meeting, then I will offer my opinion concerning the proposed strategy along with my rationale.

While there are many things we could teach leaders, there are 5 Unteachable things that we can’t. Here are the 5 things, according to my friend, Mr Ridzuan Buasan (Senior Vice President, Talent Management and Organizational Development at Prasarana Malaysia Berhad)

5UnteachableThingsLeaders

  1. Will – defined as the “ability to control your thoughts and actions in order to achieve what you want to do.”
  2. Drive – defined as the “strong desire or need in people.”
  3. Agility – defined as the “ability to move quickly and easily.”
  4. Sincerity – defined as the “act of showing feelings or beliefs of what you really feel or think.”
  5. Passion – defined as the “very strong feeling of love, hatred, anger or enthusiasm.”

Leaders, start teaching while you can because it is the hallmark of super great leaders. Great leaders? Teach!

Brickbats please send to donkhairul@gmail.com