aetna consensus slides
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Communities of Communities of LeadersLeaders
Culture of Trust, Knowledge Culture of Trust, Knowledge Sharing, Values, and Sharing, Values, and
Dynamic TeamingDynamic Teaming
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Key Themes Key Themes
• Culture of Trust
• Knowledge Sharing (Intellectual Capital)
• Values
• Dynamic Teaming
• Communities of Leaders
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Case Example Based Case Example Based
Organization A Organization B
1. Economic/Success 1. Pioneerism
2. Administration 2. Technology
3. Service 3. Administration
4. Technology 4. Collaboration
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Skills Map
Phase ISURVIVING
Phase IIBELONGING
Phase IIISELF-INITIATING
Phase IVINTERDEPENDENT
1: SAFETY 2: SECURITY 3: FAMILY 4: INSTITUTION 5: VOCATION 6: NEW ORDER 7: WISDOM8: WORLD
ORDER
GoalsSelf Interest/Control
Self PreservationWonder/Awe/Fate
MeansFood/Warmth/Shelter
Function/PhysicalSafety/Survival
GoalsPhysical Delight
Security
MeansAffection/PhysicalEconomics/ProfitProperty/Control
Sensory/PleasureTerritory/SecurityWonder/Curiosity
GoalsFamily/Belonging
Fantasy/PlaySelf-Worth
MeansBeing LikedCare/Nurture
Control/Order/DisciplineCourtesy/Hospitality
Dexterity/Co-ordinationEndurance/Patience
EquilibriumFriendship/Belonging
Obedience/DutyPrestige/ImageRights/Respect
Social/AffirmationSupport Peer
Tradition
GoalsBelief/Philosophy
Competence/ConfidencePlay/Recreation
Work/Labor
MeansAchievement/SuccessAdministration/ControlCommunication/Info
CompetitionDesign/Pattern/Order
Duty/ObligationEconomics/Success
Education/CertificationEfficiency/Planning
Hierarchy/OrderHonor
Law/RuleLoyalty/FidelityManagement
Membership/InstitutionOwnership
Patriotism/EsteemProductivity
ReasonResponsibility
Rule/AccountabilityTechnology/Science
Unity/UniformityWorkmanship/Art/Craft
GoalsEquality/Liberation
Integration/WholenessSelf-ActualizationService/Vocation
MeansAdaptability/Flexibility
Authority/HonestyCongruence
Decision/InitiationEmpathy
Equity/RightsExpressiveness/Joy
Generosity/CompassionHealth/HealingIndependence
Law/GuideLimitation/Acceptance
Mutual ObedienceQuality/Evaluation
RelaxationSearch/Meaning/Hope
Self AssertionSharing/Listening/Trust
GoalsArt/BeautyBeing Self
Construction/New OrderContemplation
Faith/Risk/VisionHuman Dignity
Knowledge/InsightPresence
MeansAccountability/Ethics
CollaborationCommunity/Supportive
ComplementarityCorporation/Stewardship
CreativityDetachment/Solitude
DiscernmentEducation/Knowledge
Growth/ExpansionIntimacy
Justice/Social OrderLeisure
Limitation/CelebrationMission/Objectives
Mutual AccountabilityPioneerism/Innovation
ResearchRitual/Communication
Simplicity/PlayUnity/Diversity
GoalsIntimacy/Solitude
Truth/Wisdom
Means Community/Personalist
InterdependenceMinessence
Prophet/VisionSynergy
Transcendence/Solitude
GoalsEcority
Global HarmonyWord
MeansConvivial Technology
Global JusticeHuman Rights
Macroeconomics
Instrumental Skills Interpersonal Skills Imaginal Skills Systems Skills
5/99
Example of Group Skills
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The Old Economy: Culture of The Old Economy: Culture of ScarcityScarcity
Phase ISurviving
Phase IIBelonging
Phase IIISelf-Initiating
Phase IVInterdepending
AUTOCRACYPower in Land
BUREAUCRACY Machine &
Measurement
PARTNERINGKnowledge/Relationship
SELF ORGANIZINGGlobal &
Networked
• Mass Production • Human Freedom • Industrial Know how• Hierarchical Organizations
Pre 1780Pre 1780 same standardsame standard
of living for 3000of living for 3000 yearsyears
1800’s
1950
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The New Economy: The New Economy: Culture of Relationship & Culture of Relationship &
AbundanceAbundance
Hierarchies
The Knowledge Era
Dependence
Loyalty
Innovative Minds
Relationships Customers
1980....
Phase ISurviving
Phase IIBelonging
Phase IIISelf-Initiating
Phase IVInterdepending
AUTOCRACYPower in Land
BUREAUCRACY Machine &
Measurement
PARTNERINGKnowledge/Relationship
SELF ORGANIZINGGlobal &
Networked
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Culture of TrustCulture of Trust
Trust is the belief or confidence in the honesty, integrity, reliability, and justice of our colleagues
• Highest forum of human motivation• Brings out the very best in people & generates
community • Takes time and patience because...
WE HAVE TO CONTINUALLY EARN IT!
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The Results of High TrustThe Results of High TrustResults of Low Trust
• Diminishing productivity
• Defensiveness
• Hostility
• Power Struggles
• Alienation
• Depleted energy
• Feeling insatiable
• Anxiety and tension
• Limited creativity and visions
Results of High Trust Increasing productivity Openness Friendship Cooperation Connection Increased energy Satisfaction Peacefulness and Tranquility Expanded creativity and
visions
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The Ethics of Successful The Ethics of Successful Communities of LeadersCommunities of Leaders
• Fairness• Integrity• Honesty• Authenticity• Human dignity• Consistency• Congruence • Encouragement
• Responsibility• Humility• Fidelity• Courage• Justice• Growth• Quality to like people• Trust
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What leaders do, what they What leaders do, what they believe and value, and what they believe and value, and what they
reward:reward:
Nothing is noticed more quickly and considered more significant than a discrepancy between
what executives preach and what they expect
their associates to practice.
you are watched and seen, and minutely interpreted through the whole organization.
• Honesty
• Fairness
• Consistency
• Responsibility
• Justice
• Human Dignity
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Management to Management to LeadershipLeadership
• Planning & budgeting• Organizing & staffing• Controlling & problem
solving• Predictability & order
• Establishing direction• Aligning people• Motivating & inspiring
• Produces change, often
dramatic & breakthrough to be more competitive
Management Community of Leaders
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Reactive and Proactive Reactive and Proactive PeoplePeople
Reactive People• Focus on the weaknesses of other people
• Focus on the problems in the environment
• Use reactive language
• Have increased feelings of victimization VERSUSVERSUS
Proactive People• Focus on and build upon the strengths of others
• Identify and seize opportunities
• Have positive energy
• And are able to forgive
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• a focus on the generation of internal opportunities by deepening and broadening customer relationships
A Profound Shift is Taking A Profound Shift is Taking Place ...Place ...
• a portfolio approach to the allocation of financial capital across the competing needs of the firm
From To
in order to...in order to...
• leverage financial capital as a scarce resource
• leverage knowledge to renew and innovate
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The traditional organization
• internally-focussed• bureaucratic• reactive/slow moving• rule-bound/inflexible
Command and Control
hierarchical
The inverted pyramid
• seperate businesses• product multiplicity• P&L performance incentives• personal ownership• shared responsibility
Accountability and Responsiveness
customer-focused
The partnering organization
• dynamic / flexible• based on value creation• configuring capabilities• open to stakeholders• leveraging alliances• communities of leaders
Network of Commitments
customer-centered
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Effective Organizations are Effective Organizations are HolographicHolographic
• The company’s vision, values, and goals are shared by every member
• As each individual possesses a clear view of the “larger picture” she or he understand and participates in the life of the whole
• Shared visions, values, and goals provide an efficient way of building commitment, guiding decision making, aligning actions, and achieving holographic state that unites members in effective performance and vibrant community
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Dynamic Organization Dynamic Organization StructuresStructures
CULTURE
STRATEGY
SOCIO-PSYCHOLOGICAL LEVEL
ECONOMIC-FINANCIAL LEVEL
INFORMATION
PROCESS & MATERIAL FLOW LEVEL
Organizational culture is the generic term which includes the company culture
Values are an essential part of organizational culture -express whole filed of human preference
One must generate a system of objectives based on company philosophy, culture & strategic orientation of the company
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Financial Capital
Tangible Assets
The Enterpriseas a whole
Knowledge Capital
...knowledge capital is the sum of human, structural and customer capital
Structural CapitalCustomer Capital
Human Capital
A Framework for Knowledge CapitalA Framework for Knowledge CapitalA Framework for Knowledge CapitalA Framework for Knowledge Capital
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The Human Potential in The Human Potential in an Organizationsan Organizations
Human Beings are both unique and complex
Mental
Emotional
Physical
•Concepts
•Structures
•Ideas
•Actions
•Operations
•Relationships
•Imagination
•Linear
•Logical
•Sequential
•Systemic
•Gathering
•Linking
•Feeling
•Connecting
•Communicating
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Using our Whole Selves:Using our Whole Selves:Thoughts and Feelings ...Thoughts and Feelings ...
YangLogical
Linear ThinkingVerbal
“Masculine”Deals with WordsParts, specifics
AnalysisBreak apartSequential Thinking
Thoughts
YinIntuitive
Holistic thinkingAssociative“Feminine”
Deals with PicturesWholes
Synthesis Put together
Simultaneous and Holistic
Feelings
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Being Alive with Being Alive with Meaning ...Meaning ...
• Aliveness
• Passion
• Integrity
• Authenticity
• Relatedness
• Expression
• Reverence
• Perspective
• Fully engage
• Deep meaning, purpose & direction
• Character, ethic, courage, congruence
• Centering/ self-referral, inner peace
• Conversation, vulnerability, compassion
• Generating learning, speaking truth
• Grace, humility, service
• Cultivating a field of view, thinking holistically
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Value in waiting
Value creation resultant
Value creation interactionHuman
Customer Structural
The Dynamics of Knowledge The Dynamics of Knowledge CapitalCapital
Value Creation is Driven by the Interaction of the
Three Key Components of Intellectual (Enterprise) Capital
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Aspirations
Aspirations
AspirationsAspirations
Capabilities
Capabilities
Capabilities
Capabilities
Customers’ Customers:
Suppliers/Partners:
Customers/Partners:
Aetna:
Aetna’s Field of Aetna’s Field of InteractionInteraction
Opportunities
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See your organisation as if it consists of
nothing but Knowledge and Knowledge Flows
Knowledge FocusKnowledge Focus
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CustomerCapital
StructuralCapital
HumanCapital
Focus on Knowledge: Start the DialogueFocus on Knowledge: Start the Dialogue
How can we capture data into systemssupporting dialogue with customers? Which IT systems support tacit
knowledge transfer?
How can we build better relationships with customers and suppliers that bring learning to our people?
How can we maximize leverage of all intangible assets in working for customers?
How can we improve relations with customers and suppliers that bring intangible revenues?
•How can we create an office space for knowledge transfer?•How can we change internal control systems to reflect Intangible Assets?
•How can we create events that transfer tacit knowledge?•How can we improve trust among people?
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ValuesValues Values priorities are the glue that hold relationships & knowledge together
All relationships, personal & team are based on a minimal set of commonly held values priorities
Since values priorities are measurable they are the KEY to cultural alignment & knowledge management
Knowledge
RelationshipsValues
.. a good team is based on minimal values held in common that gives added values to each person
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unclear values
values ofperson 4values of
person 1
values ofperson 3
values ofperson 2
Leadership Team Core
Values
team member values
team member values
team member values
team member values
business team 1
business team 2
business team 3
business team 4
OrganizationalCore Values
alignment of teams within the
organization
alignment of individuals
within teams
The Process of Aligning ValuesThe Process of Aligning Values
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The Four “V’s”The Four “V’s”
Values
EnergizingIndividuals
Valuing
Building Relationships
Team “I”ng
Value
KnowledgeCreation
“They are all connected”
Monetary - measures….Values - enhance and measure ...
Valuation
EconomicValue
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Aspirations
Aspirations
AspirationsAspirations
Capabilities
Capabilities
Capabilities
Capabilities
Customers’ Customers:
Suppliers/Partners:
Customers/Partners:
Aetna:
Aetna’s Field of Aetna’s Field of InteractionInteraction
Opportunities
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Transactions
Product Solutions
Business SolutionsMass Customization
PartneringDynamic Teaming,
Virtual Enterprising &Knowledge NetworkingUnique Customization
StructuralCapital
Community ofCapabilities &
Aspirations
Human CapitalIndividual Capabilities & Aspirations
Customer/SupplierCapital
Virtual Community ofCapabilities & Aspirations
Evolving Business Evolving Business ModelModel
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Dynamic Teaming &Dynamic Teaming &Knowledge NetworkingKnowledge Networking
CapabilitiesAspirations
Aspirations
Aspirations Aspirations
Capabilities
CapabilitiesCapabilitiesCompany
Supplier/Partners
Customers’ Customers
Customers
Envisioning
Knowledging
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Balanced Scorecard: Balanced Scorecard: Navigating into the FutureNavigating into the Future
Vision
Strategy
Culture
Values
Financial Perspective
Examples:GWBNet IncomeIncome Growth
“If we succeed, how will we look to our shareholders?
Customer Perspective
Examples:Market ShareCustomer SatisfactionService Quality
How do we look to our customers?
Internal Business Perspective
Examples:Time to reactCapacity UtilizationEfficiency
What business processes must we excel at?
Innovation and Learning Perspective
How can we sustain innovation, change and improvement?
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Balanced Scorecard: Balanced Scorecard: Navigating into the FutureNavigating into the Future
Vision
Strategy
Culture
Values
Financial Perspective
Examples:GWBNet IncomeIncome Growth
“If we succeed, how will we look to our shareholders?
Customer Perspective
Examples:Market ShareCustomer SatisfactionService Quality
How do we look to our customers?
Internal Business Perspective
Examples:Time to reactCapacity UtilizationEfficiency
What business processes must we excel at?
Innovation and Learning Perspective
How can we sustain innovation, change and improvement?
CustomerCapital
FinancialCapital
StructuralCapital
HumanCapital
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Balanced Scorecard: Balanced Scorecard: Navigating into the Future Navigating into the Future (Revised)(Revised)
Vision
Strategy
Culture
Values
Financial Perspective
Examples:GWBNet IncomeIncome Growth
“If we succeed, how will we look to our shareholders?
Customer Perspective
Examples:Market ShareCustomer SatisfactionService Quality
How do we look to our customers?
Internal Business Perspective
Examples:Time to reactCapacity UtilizationEfficiency
What business processes must we excel at?
Innovation and Learning Perspective
How can we sustain innovation, change and improvement?
CustomerCapital
HumanCapital
StructuralCapital
FinancialCapital
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Balanced Scorecard: Balanced Scorecard: Navigating into the Future Navigating into the Future (Values)(Values)
Vision
Strategy
Culture
Values
Financial Perspective
Examples:GWBNet IncomeIncome Growth
“If we succeed, how will we look to our shareholders?
Customer Perspective
Examples:Market ShareCustomer SatisfactionService Quality
How do we look to our customers?
Internal Business Perspective
Examples:Time to reactCapacity UtilizationEfficiency
What business processes must we excel at?
Innovation and Learning Perspective
How can we sustain innovation, change and improvement?
Values:
Values:
Values:
Values:
VALUES:InstrumentalInterpersonalImaginalSystems
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Communities of LeadersCommunities of Leaders^