LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game...

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LEADERSHIP 2020 CULTURAL CHANGE AT DAIMLER

Transcript of LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game...

Page 1: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

LEADERSHIP 2020

CULTURAL CHANGE AT DAIMLER

Page 2: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

WHY?

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Shape the Future

of Mobility:

Technology Leadership and

Innovation

Delighted Customers

Profitable Growth

Best Team

Industry 4.0

Big Data

Internet of Things

Global Networking

Digitalization

Artificial Intelligence

Always On

Alternative Drives

Generation Y/Z

Tesla

Uber

Google

Apple

Dyson

New Start-ups

NEW

MEGATRENDSNEW

COMPETITORSDAIMLER

STRATEGY

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DAIMLERSTRATEGY

Shaping the future of safe and sustainable mobility

DAIMLER STRATEGY

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4

OUR CLAIM

We invented the automobile

and with passion we create it‘s future

• As pioneers in the automotive industry, we consider it our claim and our commitment to continue this proud tradition and to make the mobility of the future safe and sustainable

• We stand for profitable growth, for the most valuable and fascinating brands in the automotive industry and for offering ourcustomers outstanding products and services

• That is what we work for and what we strive for - in everything we do

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5

OUR STRATEGIC FIELDS OF ACTION

Global Core Business CASE @ Daimler Leadership 2020

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CULTURAL

CHANGE

Page 8: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

WE CREATE

OUR VISION

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Page 11: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure
Page 12: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure
Page 13: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure
Page 14: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

KICK-OFF

WITH 14426.01.2016

GLOBAL

WORKSHOPSSPRING 2016

PRINCIPLES &

GAME CHANGERAPRIL/MAY 2016

ESTABLISHMENT

BASECAMPEND OF MAY 2016

SET UP

SQUAD STRUCTURE

01.06.2016

CREATING

AWARENESSAUTUMN 2016

ROLL OUT

THE CHANGEEND OF 2016/

BEGINNING OF 2017

LEADERSHIP

SUMMITMAY 2017

SPREADING

SPIRIT & ACHIEVEMENTS

STARTING MID 2017

AND NOW

YOUAPPLICATION

PHASE20.11.2015

VIRAL

NETWORKING

WITH CONNECTSTARTING MID 2016

THE LEADERSHIP 2020 JOURNEY

SO FAR

TODAY

Page 15: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

WHAT?

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NEW

PRINCIPLES

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PASSION. INTEGRITY.

DISCIPLINE. RESPECT.

Page 18: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

HOW?

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START

BEFORE

YOU’REREADY

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BE

BOLD

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GO VIRAL

144FROM TO 285,000144

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EXPERTS ONLY

THE CLASSICAL CHANGE APPROACH

HR

BUSINESS

PARTNER

CENTER

OF COM-

PETENCE

SHARED

SERVICE

HUMAN

RESOUR-

CES

ORGANIZ-

ATIONAL

DEVELOP-

MENT

ORGANIZ-

ATIONAL

DEVELOP-

MENT

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BEST OF VIRAL & CLASSIC

THE NEW CHANGE NETWORK BY

BASECAMP

PACE-

MAKERS

GAME

CHANGER

144

AMBASSA-

DORS

SATELLITE

BASECAMP

L1

CONTACTS

YOU

& ME

HR

AGENTS

HR

BUSINESS

PARTNER

ORGANIZ-

ATIONAL

DEVELOP-

MENT

CENTER

OF COM-

PETENCE

EXPERTS & INFLUENCER

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BRINGING

PRINCIPLES

TO LIFE

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CHANGE

IN PROGRESS

LEADERSHIP2020

CHANGE IN PROGRESS

Page 26: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

GAME

CHANGER

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FEEDBACK CULTURE

PERFORMANCE

MANAGEMENT

LEADERSHIP ROLE

& DEVELOPMENT BEST FIT

DIGITAL

TRANSFORMATION

SWARM

ORGANIZATION DECISION MAKING INCUBATOR

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27GAME CHANGER: FEEDBACK KULTUR

Page 29: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

“An honest and open feedback culture

enables us to learn fast and stay competitive.”

• In the increasingly more dynamic market

environment, we have to operate faster and

more flexible

• And the more agile we become, the more

important quick and transparent feedback

becomes

• In an open and trustworthy feedback culture,

the employees make progress, learn from

mistakes, become faster, and drive innovation

• In this way, we can focus on profit-making

ideas and move forward both individually and

as a company

WHY DO WENEED IT?

Page 30: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

WHAT’STHE

SCOPE?

• Feedback App Echo

Implement feedback app to encourage the

integration of feedback in our daily business

• MyFeedback

Integrate personal feedback from multiple

perspectives into performance management

process

• Employee survey

Replacement of the current employee

survey for targeted, objective and

transparent evaluation of corporate culture

and for targeted tracking of the ongoing

change processes in the organization

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30GAME CHANGER: FEEDBACK KULTUR

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"Our company will only be successful in the

future if we continue to encourage our

employees"

• Our success depends on the performance

of our employees; we need to focus on their

development & optimize the framework

for individual development of both employees

and leaders

• We emphasize team success – and with that,

our company’s success – even stronger than

before

• We also need to make the new leadership

principles measurable; they are the basis for

performance evaluation

• Therefore we need fair, transparent, and

intuitive processes

WHY DO WENEED IT?

Page 33: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

Develop & implement a new Performance

Management process & IT system which

• fosters agility through flexible cycles and

definition of individual contributions

• supports the new Leadership Principles;

puts a strong focus on meaningful

leadership

• fosters flexible and targeted employee

development

• integrates multi-perspective feedback

• empowers employees and leaders to drive

their own development

WHAT’STHE

SCOPE?

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33GAME CHANGER: FEEDBACK KULTUR

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“For the challenges of tomorrow we must use

the ideas of all employees and become faster

in their implementation.”

• Markets and competitors change; innovative

ideas hit the road increasingly quickly

• We must therefore offer even more

encouragement for new business models,

products and services throughout the entire

organization

• The incubator promotes pioneering spirit and

makes room for ideas and inventions of

our employees – regardless of which unit or

department they come from

• Company-wide processes, an appropriate

infrastructure and expert support needs to

be secured

WHY DO WENEED IT?

Page 36: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

• Make creativity and intelligence of all

employees usable

• Secure and improve competitiveness

• Generate new business models

• Four focus fields: Crowd funding &

ideation, community of practice, incubation,

cultural change

WHAT’STHE

SCOPE?

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36GAME CHANGER: FEEDBACK KULTUR

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WHY DO WENEED IT?

“We have to promote and develop digital

thinking and digital activities to enable us to

innovate as well as operate faster and better.”

• Digitalization is requirement and key for

future success

• To keep up with the market we need to

promote digital expertise and digital thinking

in the company

• To use the full potential of digital collaboration

we need to expand our digital infrastructure

• We need to utilize our own potential: Sharing

knowledge, making projects better and

more efficient, and integrating all employees

into the network

Page 39: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

• Digital Leadership

Enable leaders to foster digital thinking &

collaboration among their teams and be a

role model for modern work; introduce

learning formats such as a “digital drivers

license” or reverse mentoring

• Enablement

Enable employees in all areas – blue &

white collar – to work digitally; provide

digital tools & infrastructure to make

collaboration more efficient; easy &

self-responsible access to IT equipment &

software; connect blue collar workforce

to IT infrastructure

• Digital collaboration

Connect employees and enable exchange;

foster a culture of open and transparent

communication

WHAT’STHE

SCOPE?

Page 40: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

39GAME CHANGER: FEEDBACK KULTUR

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“We can only be successful in implementing

all structural changes and realize our

joint vision for the future with a new culture.”

• A new culture is achieved by changing

mindsets and shaping behaviors

• While a new culture applies to all of Daimler,

leaders bear the responsibility to drive, allow,

and foster it within themselves and their teams

• Here leadership principles provide a

framework and orientation

• Change requires professional support; experts

& coaches accompany the change process

and support where needed

• New learning formats use the collective

experience of all managers, encourage

exchange & joint development

WHY DO WENEED IT?

Page 42: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

• Define & operationalize the eight

Leadership Principles Purpose, Agility,

Empowerment, Driven to win, Pioneering

Spirit, Learning, Co-Creation, and

Customer Orientation

• Ensuring awareness & understanding of the

new leadership principles in the

organization

• Define behavioral anchors to describe how

the Leadership Principles can be applied

and evaluated

• Actively support all leaders at Daimler with

tools and trainings

WHAT’STHE

SCOPE?

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42GAME CHANGER: FEEDBACK KULTUR

Page 44: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

“We must conquer new markets, develop

innovative new products & business models

in order to stay successful.”

• New markets, customer demands,

and competitors require speed, agility, and

innovation

• To achieve this we need new, agile forms of

work collaboration as an addition to the

structures that have made us successful so far

• We call this new form of organization a "Swarm

Organization". With it we want to encourage

self-organization of individual employees and

employee groups, autonomy and speed, and in

this way ensure and sharpen our

competitiveness.

WHY DO WENEED IT?

Page 45: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

• Swarms@Daimler

Upscaling Swarms, Swarm Hubs, Swarm

Facilitation

• Change Management & Coaching

Concept

Swarm Coaching Pool, Organizational

Development

• Tools

e.g. visualization Tool

• Agile & Swarm Training

WHAT’STHE

SCOPE?

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45GAME CHANGER: FEEDBACK KULTUR

Page 47: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

“We have to decide faster in order to give

ourselves decisive competitive advantages in

a dynamic environment.”

• In the digital era, it is often more important to

be fast than to wait for the perfect solution

• We achieve this speed through employees

who are empowered to make independent

decisions based on their expertise & in the

interest of the entire company

• This leads to significantly shorter decision

paths

• We have to support our managers to promote

and allow for the new decision making

processes

• This simultaneously creates more room for

important decisions and strategic projects that

take the company forward

WHY DO WENEED IT?

Page 48: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

• Global Approval Processes

Streamlining approval processes of

global relevance & implementing trust and

empowerment in approvals

• Core Decision Making Processes

Enabling the change in core decisions, e.g.

development, production, investment &

improving decision making architecture,

including e.g. committees, steering model,

crossdivisional decisions

• Expertise Management

Knowledge generation via best practices,

external input & knowledge distribution via

workshops, knowledge tools and resources

• Viral change implementation

Support of local implementation, promoting

best practices around the globe &

facilitation via virtual community and toolbox

WHAT’STHE

SCOPE?

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48GAME CHANGER: FEEDBACK KULTUR

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"We need the right person, the right expertise

and the right competencies for the right

positions. Then we can remain successful in the

future.“

• The market changes rapidly. Keeping up

with the development increasingly requires new

and different expertise and approaches

• We need to provide more room for individual

strengths and education, and to create new

development paths e.g. for experts in order to

drive our business forward

• Transparency about open positions and staffing

processes across divisions and markets are

becoming increasingly important

• We encourage employees to go in new directions

in line with their potential, and to take their

personal development in their own hands

WHY DO WENEED IT?

Page 51: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure

• Best Fit Placement

Create globale transparency about

vacancies and candidates; integrate

different stakeholders in placement process

• Dynamic Leadership Model

regular evaluation of leadership positions;

increase cross-divisonal/-functional and

regional changes

• Multiple Development Paths

Establish two roles: Leaders & Experts

WHAT’STHE

SCOPE?

Page 52: LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game changer april/may 2016 establishment basecamp end of may 2016 set up squad structure