si km preso march 17 2015
TRANSCRIPT
The Culture Change Mosaic:
Key Practices to Drive Knowledge Sharing and Services Differentiation within Your Organization
SI KM
Doug Madgic & Andre Karamanian
March 17, 2015
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Today’s Speakers
Doug Madgic is currently consulting at Cisco within Services providing technology implementation program management for selected top Global accounts. Prior work includes leadership roles within Cisco Services PMO and Services AS Intellectual Capital Management where he developed a recognized KM adoption framework and led Advanced Services Virtual Teams. He also held leadership roles in Cisco Human Capital Management & Talent Management including working in over 20 countries while based in Brussels, Belgium.
Doug has an A.B. in Economics & International Relations, from Occidental College, MBA from American Graduate School of International Management (Thunderbird). Certifications include SAPM (Stanford Advanced Project Management) and ITIL v3. He is a former Adjunct Professor of Int’l HR at Golden Gate Univ. in San Francisco and has spoken previously to SI-KM, GGU, Pepperdine University and other organizations. He is a contributing author of Next Generation Knowledge Management Vol. 3
He and his wife Sarah live in San Mateo, CA with their two girls.
Dr. Andre Karamanian, CCIE Emeritus, is currently a security consultant
at Cisco. He has worked in the field of security for 15 years. He is the
author of "PKI Uncovered: Certificate-Based Security Solutions for Next-
Generation Networks.“
Along with many industry certifications, He regularly speaks at
conferences, publishes, and has multiple patents. His current research
is a collaboration which examines the influence of culture on cyber
behaviors, with Dr. Char Sample from CMU Cert. He recently spoke at
the Chertoff Group Cyber Security Summit, the International
Conference on Cyberwar at Purdue, and the Annual Symposium for
Information Assurance. He is also developing a generalized framework
applying human behavioral analysis against cyber behavior in a
quantitative, operational model.
He and his wife Kathleen live in Durham NC, along with 2 cats, 2 dogs.
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Today’s Discussion
Q&A
Hidden Dimensions of Culture
Cultural Change Mosaic – Key Practices
Introduction
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With the Internet, computing, and global travel, the world is
becoming a smaller place now….. right?
“This dominance of technology over culture is an illusion. The
software of the machines may be globalized, but the software of the minds that use them is not” (Hofstede*, Hofstede & Minkov,
2010)
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What is Culture?
• Definition: “The collective mental programming of the human mind that distinguishes one group of people from another”. Hofstede, Hofstede & Minkov, 2010.
• How is culture learned?
“Cultural norms and values are readily absorbed during the early phase of life; behaviors and values of those closest to us are also absorbed”. Bargh & Morsella, 2008
Family
Education System
Society
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A compilation of effective practices that influence visible cultural artifacts and also unseen values, norms and mindsets.
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Build Capabilities
Share/Leverage Learnings
Alignment
1 2 3
Enable Consistent & Excellent Service Delivery
Services Delivery PMO Areas of Focus
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Aligning to Business Objectives
V
E
S
Drive exceptional business value to our Customers through innovation, delivery excellence, architecting and implementing best-in-class solutions with industry leading expertise
Ensure high-quality delivery and expertise to satisfy customers and achieve superior business results2+ Years
1-2 Years
6-12
Months
Improve business performance through delivery excellence
Drive customer-relevant solutions and architectures
Expand industry-leading skills and capabilities
SPEED SCALE FLEXIBILITY REPLICABILITY
Drive network stability and operational excellence
Enable Advanced Technology readiness and adoption
Implement architectural roadmaps
Adapt and support new service consumption models
Grow knowledge of customer business and Cisco technology
Enhance best-in-class capabilities, including Partners
Be a magnet for talent
Develop and implement new innovative/creative delivery models
Leverage knowledge and intellectual capital
Drive collaborative P&L discipline and accountability
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1212
Aligning to Smart Services
Smart Services are Software-enabled Services which offer:
• Contract Lifecycle Management
• Enables contract management along with product and security notifications
• Cisco Intellectual Capital
• Correlation and analysis of collected data against Cisco Intellectual Capital
• Actionable Insight
• Provide proactive, pre-emptive services and advice
And enable:
• Increased operational efficiency
• Improved risk management
• Increased business effectiveness
Open Standards-based Smart Services Platform
Services Repository – Years of Cisco Best Practices / Cisco Knowledge
Base (Cisco IP)
Extract
Information
Proactive
Optimizations
Borderless
NetworksCollaboration
Data Center &
Virtualization
Cisco’s Installed Base
Cisco Business Architectures
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Aligning to Knowledge Architecture
Customer Network
Collection:
Abstraction:
CNC
Loop Parser
OPNET
User Interface:
CustomerDeliverables:
NetworkProfile
Audit BP 2.0
BP
COLD
RAT & TRAP
Global Profile
Eo
X
Sys
log
Au
dit
s
SIA
R
PS
R
Cu
sto
m
Co
nfi
g
Rules Based Intellectual Capital
AuditDashboard
On Demand
HW
FN
PS
IRT
PC
BA
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Building Knowledge Contribution Capabilities
“One of the most effective ways of changing mental programs of individuals is changing behavior first (Bern, 1970.) That value change has to precede behavior change is a naïve (idealistic ) assumption that neglects the contribution of the situation to actual behavior”
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Strange and Unique Differences
• Many Parts of North American view direct eye contact as a sign of honesty
• Many Parts of Asia view direct eye contact as a form of disrespect
• It's custom in Russia to send uneven number of flowers except for Funeral/Sympathy arrangements. Sympathy and Funeral arrangements must be composed of even number of flowers.
http://www.roses.ru/flowers_in_russia.shtml
Give your gal a dozen roses: Translation death is on its way, send her 11 flowers instead.
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Culture Background
• Unlearning habits or automatic thought processing is more difficult than learning the behavior. Hofstede et al., 2010, Minkov 2013.
• Easier to learn and absorb cultural norms than to unlearn them. Hofstede et al., 2010, Minkov 2013.
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Cultural Dimensions
• 4 Primary cultural dimensions:
• Power distance (pdi)
• Individualism vs Collectivism (ivc)
• Masculine vs feminine (m/f)
• Uncertainty avoidance (uai)
• 2 additional dimensions were added
• Long Term Orientation( vs Short Term Orientation (ltovsto). Bond, 1980.
• Indulgence vs restraint (ivr). Minkov
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Power Distance Index (PDI) 11 - 104
• Egalitarian vs Authoritative
• “might makes right” vs be flexible in order to achieve results.
• “In group”/”out group”
• Loyalty vs truth
• “Defacing the out-groups’ Web sites with aggressive messages or violent threats may strengthen the feelings of identification or self-esteem the hackers have with their own group”. Woo, Kim and Dominick, 2004.
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Individualism Vs Collectivism (IVC) 6 - 91
• Collectivists consider the needs of the group over the needs of the individual. “Golden mean” Yu & Yang, 2009.
• Individualists are responsible for their own destiny.
• Collectivists are uncomfortable making decisions on their own and do not trust their individual decisions. Bornstein et al., 2003, Guess 2004, Guss & Dorner 2011
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Masculine vs Feminine (M/F) 5-110
• Gender roles clearly defined vs loosely defined
• Aggression vs nurturing
• Confrontation vs negotiation
Uncertainty Avoidance (UAI) 6 - 91• Fear of the unknown vs curiosity about the unknown
• Precision vagueness
• Coding blind spots?
• Attack preferences?
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LTOvSTO 0-100
• Delayed gratification vs immediate gratification
• Holistic strategies vs direct or adaptive strategies
• Patience in achieving results
IVR 0-100• Restrained vs over the top
• Invisible vs Bragging
• Serious vs pranks
• Low IVR cultures do not feel comfortable drawing attention to themselves
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Summary
Culture Change requires influencing collective mindsetswhich in turn can impact behaviors
and business outcomes
A knowledge sharing culture can be strengthened through key
practices such as Aligning, Building Capabilities and
Facilitating Connections
Understanding these Practices plus the
Hidden Dimensions of Culture can improve global
engagement and business outcomes
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Thank you
Doug Madgic
650 796 4042
http://www.linkedin.com/in/dmadgic
Twitter:@dmadgic
Dr. Andre Karamanian
CCIE(emeritus), CISSP, CCSP, INFOSEC, CNSS, CCNP-w
Advanced Malware Consulting SE