Silos, Turf Wars and Matrix Madness

Leading Effectively Across Today’s Boundaries

Silos, Turf Wars and Matrix Madness

Pittsburgh Human Resource Association

• Boundaries: Friend or Foe

• The Business Case…for Change

• Leadership’s Blueprint for Change

• Growing Cross-Boundary Leaders

Session Overview


A Natural Part of Growing Up

Start-up, Small, Growth• Unpredictable and unstable world• Up close and personal• Continuously morphing• Fox-hole buddies• Values still core – truly!

Growth, Scale, Diversify• Clear structures/work processes• Lines of authority/controls• Responsibilities for execution• Layers to manage resources/risk• Roles & views become narrow


A Key Obstacle to Growing Up

Traditional Organization Structures & Career Paths Compound the Challenge

Managing Self

Managing Others

Managing Other Managers

Managing a Function Managing a Biz Unit

Managing Multiple BU’s

Managing the Enterprise

DivisionRegion

Corporate

Finance

Operations

Sales


What Must Change and Why?

CONFERENCEBOARD IBM ACCENTURE CENTER FOR

CREATIVE LDRSHPHuman Capital Human Capital

Building partnershipsinside and outside the organization –especially across

horizontal boundaries.

20 competencies including: Relationship

Management, Confronting People

and Issues, Adaptability, and

Participative Decision Making

Operational Excellence

Customer Relationships

Innovation Innovation

Customer Relationships

Branding

Global Risk Management

Business Model Innovation


What Must Change and Why?

VERTICAL

Functional

Manageability

Product/SvcEXTERNAL

HORIZONTAL

TraditionalGEOGRAPHIC

Enterprise

Speed

Value Chain

Matrix

Boundary Needs To BeTypically


Vertical Boundaries

• The continued shift to knowledge workers

• The need for the best and quickest decisions

• Adding layers more cautiously and deliberately


Freedom With Fences

Produce Products

Create Demand

Support


Horizontal Boundaries

• Coordinating the supply and demand of talent

• Return on capital deployed

• Flow of information,solutions and ideas


Collaborating for Speed Inside and Out

Team Work

Openly Sharing

Information

Eliminating Siloed

Behavior

Minimizing Political

Maneuvering

Managing ConflictTrust

Six Characteristics of Our Boundaryless Collaboration


50% of my time is spent visiting with companies outside of our industry.

You just never know where that next big break-through might come from.

James Cornelius, Chairman & former CEO


External Boundaries

• Supply chain convergence

• Customer value-add

• The enterprise value chain


Even in markets that we considered quite mature, we found ways to grow because we were getting closer to our customers and partnering with them. We found ideas

about what they needed and what we could supply.

Dean Scarborough, President & CEO


SUPPLY CHAINMANAGEMENT

DISTRIBUTION SYSTEMS

PRODUCT DESIGN

QUALITY CONTROL

COOPERATIVE COMPETITION

Blurring External Boundaries


Geographic Boundaries

• Culture nuances and protocol

• Regulatory and government requirements

• Emerging markets and infrastructure needs


Matrix Management is Here to Stay

• Because boundaries are here to stay

• The need for effective customer UVP’s

• Providing a seamless customer experience

• Increasingly global supply chain

• Integrating products,markets and regions


Leadership’s Blueprint for Change

ASPIRATION

MINDSET

BEHAVIOR


•There is only one purpose

•There is only one company

•There is only one customer

A Singular & Aligned Purpose


There is only one boss. The customer. And he can fire everybody in the company from the chairman on down,

simply by spending his money somewhere else.

Sam Walton

A Singular & Aligned Purpose


• We value safety above all else –the safe way will always be the right way

• We do all we can to create value for our customers –provided it’s safe

• We do all we can to build shareholder value –provided it serves our customers

You will never go wrong, be questioned, criticized or blamed…If you acted consistently with our three values:

One Company’s “True North”



ASPIRATION

MINDSET

BEHAVIOR


Shaping an Early and Different Mindset

• I lead…you follow

• Seek win-win situations

• Being the “go – to” person


An Enterprise with Boundaries is Easier

• Managing my people

• Following instructions

• Doing what I know

• Minimizing participation

• Selling a product or service

• Getting the lowest price

• Deploying “our” model globally



ASPIRATION

MINDSET

BEHAVIOR


Tools, Skills and Development

Processes and Tools that Support Cross-Boundary Leadership

Conflict Management

Process

Boundary-Busting HR Tools

Cross-Boundary Workouts


Providing Direction & Momentum

• Clear / aligned goals & KPI’s

• Dual report performance reviews

• Replace “advancement” with “growth”

• Showcase & reward lateral moves

• Make consistent people decisions

• Reward the exporting of talent

The Consequence Conundrum ©

Expecting X

Rewarding Y

Tolerating Z

© Copyright 2012 Centric Performance, LLC

Actions Trump Words Every Time


Boundaryless Leadership Skills

Global Business Acumen Building & Leveraging Networks

Communications Managing Conflict

Cross-Boundary Collaboration Delegating & Empowering

Partnering Synthesis & Triage

Iterative Thinking Process & Systems Orientation


Key Development Principles

• This isn’t just about “teamwork”

• Expand scope and use of “true” 360º assessments

• Challenge them to stretch and generate supporters

• Sharpen the definition and management of HIPO’s


Manage Hot People into Hot Jobs

Move Key Players to Other Business Units

Managing Self

Managing Others

Managing Other Managers

Managing a Function Managing a Biz Unit

Managing Multiple BU’s

Managing the Enterprise

DivisionRegion

Corporate

Managing Other Mgrs

BIZ UNIT A BIZ UNIT B

TOPO

HIPO


Key Development Principles

• Identify and schedule “learning partners” meetings

• HIPO Forums / discussion groups / simulations

• Cross-functional projects with tight turnarounds and C-level exposure

• Transfers or extended rotations

• Seek and leverage external board roles and relationships



ASPIRATION

MINDSET

BEHAVIOR

One purpose, company & customer

Redefine what it means to “win”

Provide tools, training & opportunity


Q & A

Wrap Up


About the presenter: Bill Thomas has over 30 years of experience in HR/OD, CustomerExperience Management, TQM and Operations management. Prior to joining Centric, heheld national and global management roles with PricewaterhouseCoopers and DellComputers, respectively. He was the co-architect of PWC’s Service Excellence initiative,and helped design and launch Dell’s Customer Experience effort. He co-authored therecent book “Anticipate: Knowing What Customers Need Before They Do,” and his workhas been featured in CEO magazine, Human Resource Executive magazine, QualityProgress, HR Advisory and others. He can be reached at 866.302.9099 or via email [email protected].

About the company: Centric Performance works with organizations of various typesand sizes to help them accelerate growth and improve results – at the enterprise,business unit, function, team or individual level. We do this by identifying, evaluating andimproving their efforts and performance in four areas proven to create stakeholder value:

• Strategy, Leadership and Organization Effectiveness• Optimizing the Customer Experience

• Human Resource Practices and Processes• Business Transition Planning and Implementation

Further information is available at www.centricperformance.com.

Accelerating Growth…Improving Results


Silos, Turf Wars and Matrix Madness

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