Surfboards for Riding the Waves of Change

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

Chalk Talks • Metrics • Register for Accomplishment Tech. Creation & Transfer Cool Team Not Talking Chalk Talks HP Chalk Talks Thermal Cooling $$ Millions

Self-Replication Community Forum Grassroots Basic Research Grants

“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.

Surfboards for Riding the Waves of Change