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

2

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.

3

© 2013 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 3

Today’s Discussion

Q&A

Hidden Dimensions of Culture

Cultural Change Mosaic – Key Practices

Introduction

4

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)

5

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

6

Relationship between Culture Values and Psychology

7

A compilation of effective practices that influence visible cultural artifacts and also unseen values, norms and mindsets.

8

Emerging Knowledge Rich Cultures

9

Context

10

Build Capabilities

Share/Leverage Learnings

Alignment

1 2 3

Enable Consistent & Excellent Service Delivery

Services Delivery PMO Areas of Focus

11

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

12

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

13

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

14

Building General Management Capabilities

15

Building Team Capabilities

16

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”

17

Leveraging Community Learnings

KS Program Lead: Lalitha Venkatesh

18

Sharing Best Practices Within and Across Functions

19

Sharing and Celebrating Knowledge Reuse Successes

20

Strengths & Unique Differences

Cultural Background

Cultural Dimensions

21

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.

22

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.

23

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

24

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.

25

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

26

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?

27

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

28

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

29

30

Thank you

Doug Madgic

650 796 4042

dmadgic@gmail.com

http://www.linkedin.com/in/dmadgic

Twitter:@dmadgic

Dr. Andre Karamanian

CCIE(emeritus), CISSP, CCSP, INFOSEC, CNSS, CCNP-w

Advanced Malware Consulting SE

akaraman@cisco.com