Download - Cultural change through emotions
A Cultural Change through Emotions
Agile for Innovation, Milan, March, 2nd 2017 Barbara Gentile, Davide Bricoli
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Agenda
Culture & Strategy in a L&A transformation
What culture?
Our journey
Learning through emotions
Conclusions / Q&A
Context
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The organization
550 employee3 r&d centers
7 hrs. time-zones3 r&d suppliers
Silos organization
SW 60%HW 30%
FPGA 10%Multi-dependencies
18 months releaseWaterfall
Corporate disciplinesMulti-customer
Lean&Agile journey
2011
2013
2015
Pilots
DeploymentCoaching
“Why”2014
Culture
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Influencing factors in a L&A transformation
Customer proximity
Skills
Technology domain
Business Model
Organization complexity
Weak
deployment strategy
Existing
processes
New
technical practices
Budget
constraints
Size & Scaling
Product
complexity
Executive commitment
Culture
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Strategies and Culture
C U L T U R E
S T R A T E G Y
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Culture and Behaviors
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What Organizational Culture?
diversity
inclusion
assertiveemotional intelligencefull potential
authentic relationships
responsible self-esteem
trust
motivation
awareness
courageous
optimistic
empathy
resilient
respectservant
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Who I am Me & the others Change starts with Me
The Journey
My story: what made the person I am
My thoughts: how the fixed thinking
patters workAcknowledging
emotional triggers: when recharging is
neededBalancing stress: feel in control of eventsMy motivators: what
pushes me into action
Encountering the others: the world
around usCare and feeling safe: the foundation of all
relationshipsRevealing yourself to
build genuine relationships
Unveiling the “dark side“ through
feedbackFeeling successful
Being free: 3 simple questions to
determine if you’re really free
Responsibility: a step above the line
Happiness as a deliberate choice: the never-ending
questReady to change
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The Learning PyramidKnowledge Retention Rates (E. Dale, 1969)
What we do remember after 2 weeks? Learning method Kind/Nature of
involvement
Reading
Listen a speech
Watching photo
Watching a movieWatch an explosion
Assist to a demoWatch some on stage
Participate to a discussionHeld a speech
Make a sensorial presentationSimulate the real experience
Do the real thing
10% of what we read
20% of what we listen
20% of what we see
50% of what we listen and of what we see
70% of what we say
90% of what we say and what we do
Passive
Active
Verbal
Visual
Visual
Verbal
Active participation
Direct Impacting
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Learning through Emotions
Trigger emotion connected to a given theme
Collect candidates in a “comfortable” context and recommend open-constructive mindset
Candidates reacts according own mindset or personality
Candidates observe & reflect to what the experience leads toIncrease self-awareness
Capability to decide on own attitudes
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ResultsReaction Learning Behavior
yes 95%
Should our Company invest on this training?
yes 80%
Has this training changed organizational culture?
Very much Quite much Somewhat
Not at all
How much this training will support cultural growth?
43%47%
9%1%
“it is one of the best company trainings I have attended ever.”
“it is the best initiative to community based R&D yet seen.”
“is enabler for efficient and well
being work community. It might
be one main differentiating thing
between us and other
companies .” “the course stimulates a process of individual and team growth, to increase self-esteem, self-efficacy and self-determination”
“if each of us will know better himself we work better every days”
“because this is the most beautiful course ever”
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Our lessons learned
A Lean & Agile change strategy cannot ignore an assessment of the organization’s culture
Always a top-down approach must be supported by a bottom-up force to sustain the change and get best results
There is no “good” or “bad” culture, just people who are not only able to do what you ask but also able to give their best in any situation
Working on changing organizational Culture requires different techniques that deeply involve people to secure reaction and persistence
Any good Strategy will likely fail if not adapted to the organization’s Culture
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QA