SEEDS for the FUTURE. A Systemic Approach to Innovation through Young Leaders and Teamwork Culture Development in a LEAN organisation

Transcription

1 SEEDS for the FUTURE A Systemic Approach to Innovation through Young Leaders and Teamwork Culture Development in a LEAN organisation

2 Balancing SHORT & LONG Term Developing Talent Mature trees care for the now, but who will care for the future? Everything is more temporary even the life of an organisation The future is NOW We need new skills and new ways to help manage our NOW and our FUTURE simultaneously Many organisations struggling to balance short and long term burning platforms...

3 Every aspect of the future is going to change Imagine an economy without friction a new world in which labour, information, and money move easily, cheaply, and almost instantly... We must coordinate vastly complex global supply chains The 21st-century corporation, even if it makes or sells physical products, is above all a human-capital enterprise Is your company ready?

4 Change Leadership... is about MINDSET, LEARNING & PRACTICE Seeing the big picture and the detail Being OPEN to the impossible, the new, the unexpected Being ADULT releasing dramas Manage stress and health Courageous conversations Persistent, finds away around obstacles Influence Networks Understanding creative destruction Willing to fail to succeed Learning quickly Can-do, will jump in at the deep end Adapts quickly Sees patterns Manages polarities and ambiguities Challenges assumptions Non-judgemental No ego - we not I

5 How to grow these skills? Find Direction in Learning & Discovery Experiences Speaking the Truth Keeping Up Mindset Learning Vision Management Innovating Writing the Story as it happens Connecting External Stakeholders CHANGE AGENTS Listening Workers Reflection Support Ideas System Person Calling & Purpose Context

6 Systemic Team and Innovation Coaching A change and innovationapproach for transforming organisations through teams that... Viscerally connects people together in common purpose, across the system Increases productivity, creativity and drives better decision making Develops leadership from new places Develops culture for VUCA Teams are a container for change because we learn best when in relationships with others But the members need to learn how to sail through storms together!

7 The Team Journey O P T I M I S M P E S S I M I S M Enthusiasm Sceptical Development Is it worth it?! Brass bands & fireworks Weeks or months This is taking a long time Results aren t visible The dark night up to 2 years + Start to see pay offs!!! It works! Maybe not a bad idea Time

8 The Team Journey 8

9 How Systemic Team Coaching Works Stage 1: Becoming Ready for Change Diagnosis & preparation phase, - Establishing needs and agreements : Stakeholder interviews (narrative insights analysis) Organisational analysis Team engagement workshop Coaching & Development Phase Monthly workshops Learning modules Teamwork, influencing skills, collaboration Strategy and evolving for the future Self awareness Productivity International culture and partnering 1-1 coaching for each participant Personal development plan Team development plan Action learning application in daily work Co-create competency framework and KPIs Stage 2: Working with what s Emerging Stage 3 : Engaging and Designing the Learning Organisation Designing and scaling the transformation - the learning organisation. Train internal change coaches to embed and sustain approach

10 Xenergie & Merit Medical Started working together in 2010 coaching two senior change agents in the company, one of which has just become the global CFO! Team coaching for Supervisors , empowering supervisors to solve problems more effectively Team & leadership development for Middle Managers , to support rapid growth EMEA Senior Director HR & Galway HR train as internal team coaches with Xenergie Advanced Team Coaching Diploma (12 month programme) 10

11 11

12 Merit Medical Team Culture Our Story Presentation by: Mary Collins, Senior HR Director, Europe Human Resource Department 12

13 Company Overview Based in Salt Lake City, Utah 3,500 Employees Worldwide $510M in revenues

14 MERIT EUROPEAN OPERATIONS (MEO) GALWAY MAASTRICHT MEO VENLO PARIS

15 World Wide Sales and Manufacturing/R&D MEO Understand Innovate Deliver

16 MEO MILSTONES Company Founded Merit Medical Galway doubles size of Building 1 Merit Medical acquires BioSphere Medical Headcount MEO Set up in Galway Headcount - 30 Merit Medical Acquires McTec, now known as MMC Opening of Vision Facility Galway

17 MEO R&D / Advanced Engineering GALWAY Galway MEO Venlo Paris

18 R&D / Advanced Engineering Growth Galway MEO OEM Technology Transfers Venlo Paris Retrieval Devices Industrial Chemistry Inflation Devices Hypotube Balloon Catheters Wires Haemostasis Valves Hydrophilic Coatings Neurological Products

19 Video of Merit Medical 19

20 Our Team Culture Journey Galway: 620 Employees 2009 Company Values Introduced Embedded in Recruitment External coaching of snr Change Agents 2010/2011 Supervisor Development Programme Piloted Performance & Development Process (PDP) 2012 PDP Launch Leadership Development Programme (for Middle Managers) 2013 Feedback process PDP Leadership Team Development Programme Link to strategy - People Development Enabler Recognition Scheme (Values) 2014 Leadership Team Development Programme cont d 2015 HR - Upskilling as Internal Team Coaches In-house Delivery of Management training and Developing Leaders Programme

21 Results to date Promotions 2014, 62% of support positions filled internally (48 employees promoted = 9%) Meeting our growth targets Corporate have confidence in our ability to deliver attracts more R&D projects Employees engaged / morale is high Employee Relations Culture is development rather than disciplinary, no pending litigation our work is proactive, our focus is employee development, Feedback is the norm 21

22 Tops Tips for Internal Change Agents 6. Invest in yourself 5. HR to identify it s purpose and value to the organisation 4. Develop a Support Network 3. Pilot the initiatives be open to feedback 2. Influence key stakeholders 1. Define and develop the Culture 22

23 Future We continue to grow as an organisation and deliver L&D culture is critical to support our growth and delivery We develop more change agents to support our growth 23