LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game...
Transcript of LEADERSHIP 2020 · kick-off with 144 26.01.2016 global workshops spring 2016 principles & game...
LEADERSHIP 2020
CULTURAL CHANGE AT DAIMLER
WHY?
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
Apple
Dyson
New Start-ups
…
NEW
MEGATRENDSNEW
COMPETITORSDAIMLER
STRATEGY
DAIMLERSTRATEGY
Shaping the future of safe and sustainable mobility
DAIMLER STRATEGY
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
5
OUR STRATEGIC FIELDS OF ACTION
Global Core Business CASE @ Daimler Leadership 2020
CULTURAL
CHANGE
WE CREATE
OUR VISION
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
WHAT?
NEW
PRINCIPLES
PASSION. INTEGRITY.
DISCIPLINE. RESPECT.
HOW?
START
BEFORE
YOU’REREADY
BE
BOLD
GO VIRAL
144FROM TO 285,000144
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
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
BRINGING
PRINCIPLES
TO LIFE
CHANGE
IN PROGRESS
LEADERSHIP2020
CHANGE IN PROGRESS
GAME
CHANGER
FEEDBACK CULTURE
PERFORMANCE
MANAGEMENT
LEADERSHIP ROLE
& DEVELOPMENT BEST FIT
DIGITAL
TRANSFORMATION
SWARM
ORGANIZATION DECISION MAKING INCUBATOR
27GAME CHANGER: FEEDBACK KULTUR
“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?
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
30GAME CHANGER: FEEDBACK KULTUR
"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?
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?
33GAME CHANGER: FEEDBACK KULTUR
“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?
• 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?
36GAME CHANGER: FEEDBACK KULTUR
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
• 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?
39GAME CHANGER: FEEDBACK KULTUR
“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?
• 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?
42GAME CHANGER: FEEDBACK KULTUR
“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?
• 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?
45GAME CHANGER: FEEDBACK KULTUR
“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?
• 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?
48GAME CHANGER: FEEDBACK KULTUR
"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?
• 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?