Surfboards for Riding the Waves of Change
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Transcript of Surfboards for Riding the Waves of Change
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Surfboards for Riding the Waves of Change
Barbara Waugh
Hewlett-Packard Laboratories
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
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?
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
a.k.a. Results
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Results
Collaboration
Communication
Metrics
! ? + —
M • • •
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Results
Q
Vision
Results
~100 Q + C
Accomplishments
V V V
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Results
• • CEO Keynote @ SWF
• Grameen article featuring VP support
• Sustainability Conference
• Hpeace Core
• 1,000 Printers
• Costa Rica Project
FTW
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Changes and Boards
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Context
Process Content
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
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...
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Vision
! ?? ?
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?
? ?
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My Role
Change Management
Expert*
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36 Workgroups
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Among the 36 Workgroups...Grants Program• WBIRL LabstockChalk Talks• HPL Metrics• Mentor Program• Resource Allocation• HP Technology VisionsGrassroots Basic
Research Program
Community Forum• Inforum• Seminar Series• PulseHP for the WorldWalk Through Time• Celebration Town
Meetings
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Grants Program
Minimalism- 2% Tweak
A. P. D.
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A B
In mechanical model, companies are modeled on the Prussian military
Vertical, tight lines of commandThis model works to get from A to B quickly: March!
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A B
Complex Living System
How an Organization Moves
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A B
Amplify Positive Deviance
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Among the 36 Workgroups...Grants Program• WBIRL LabstockChalk Talks• HPL Metrics• Mentor Program• Resource Allocation• HP Technology VisionsGrassroots Basic
Research Program
Community Forum• Inforum• Seminar Series• PulseHP for the WorldWalk Through Time• Celebration Town
Meetings
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Chalk Talks
Metrics Register for Accomplishment
NotTalking
ChalkTalks
HP ChalkTalks
Tech. Creation& TransferCool Team
ThermalCooling
$$Millions
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Among the 36 Workgroups...Grants Program• WBIRL LabstockChalk Talks• HPL Metrics• Mentor Program• Resource Allocation• HP Technology VisionsGrassroots Basic
Research Program
Community Forum• Inforum• Seminar Series• PulseHP for the WorldWalk Through Time• Celebration Town
Meetings
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Grants
Grassroots BasicResearch
CommunityForum
Self-Replication
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Among the 36 Workgroups...Grants Program• WBIRL LabstockChalk Talks• HPL Metrics• Mentor Program• Resource Allocation• HP Technology VisionsGrassroots Basic
Research Program
Community Forum• Inforum• Seminar Series• PulseHP for the WorldWalk Through Time• Celebration Town
Meetings
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Scale
“for the World”
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
for the World
• Walk Through Time (HP)
• Walk Through Time (SWF)
• Walk Through Time (FGC)
• Walk Through Time (Book)
• HP for Sustainability
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Parasailing
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Relative Numbers of One’s Own Kind
Rosabeth Moss Kanter. Men and Women of the Corporation.
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Geoffrey A Moore. Crossing the Chasm.
The Diffusion of Innovation Life-Cycle
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
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.”
Principles of the Diffusion of Innovation
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
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 Bamboo
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
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.
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
“Change Management”
Deductive approach:Theory change
GoalsMetricsTop management and
consultants develop multi-year, large scale strategy and cascade it down the organization in offsites and training sessions
Inductive approachChange theory
Field of Play“Milestones” - after the factMinimalist strategy: leaders
throughout the organization & consultants initiate small, immediate changes that aggregate into long-term, systematic change
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
“Change Management” (2)
Knowledge about the past is applied in the future 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)
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The Organization
Machine PredictableWell-oiledRe-engineeringMeasurableManaged by executivesDirectingBroadcast
Complex living systemProbabilityFlexibleRe-generatingGrowing, maturingManaged by informationListeningConversation
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Leaders
Conceive and drive vision from the top
Bold directives
CharismaticIn the beginning was the
Word
Emerge and conceive vision anywhere in the organization
Big questionsAmplifiersSystemicIn the Beginning was the
Listening, which called forth the Word
In the Beginning was the Relationship
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
Employees
Implementers
Extrinsic rewards
Entrepreneurs
Employees create goals “in the ballpark” and lead efforts to achieve them. Intrinsic rewards.
H Barbara Waugh—Fast Company—Real TimeMay 17, 1999
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-makerCatalyst for communicationsAmplify positive devianceTell stories
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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
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Surf’s Up…What’s Next?
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Context
Process Content
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Finite Finite
Finite
Infinite Game
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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.