Value Enhancement thru Optimal Organizational Development

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1 Value Enhancement thru Optimal Organizational Development Next Practices from Adobe Antonio Humphreys Senior Manager Adobe DENVER FALL 2014 SU MMIT

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Select Day 4. Select Session 5. Scroll to Description 6.

2 Evaluation How-to: Why? Your feedback drives SIG Event content By signing and submitting your evaluation, you are automatically entered into a prize drawing How? Option 1: App 1. Select Schedule 2. Select Schedule by Day 3. Select Day 4. Select Session 5. Scroll to Description 6. Click on the Evaluation link Option 2: Browser 1. Go to 2. Select Session (#WS14) DENVER FALL 2014 SU MMIT

3 Welcome & Adobe Overview

4 Adobe Document Services Our Document Solutions Mission: Reliably exchange the world s documents for universal access, review, and approval. ENABLING TECHNOLOGIES DOCUMENT WORKFLOWS Ad hoc Adobe Reader Document Services Adobe Acrobat Adobe EchoSign Structured 4

6 Visual: The New Creatives 6

7 Adobe s Advantage MAKE MONETIZE MANAGE 7 MEASURE

8 Visual: Click, Baby, Click!

9 Value Enhancement thru Optimal Organizational Development Antonio Humphreys Adobe Systems Inc.

Organizational Development Factors & Variables: Department maturity level? Degree of change required? Current (and forecasted) business conditions?

10 Organizational Development Factors & Variables: Department maturity level? Degree of change required? Current (and forecasted) business conditions? Political sensitivities? Level of talent required? Corporate culture s ability and willingness to change and transform? Immediate vs. long-term organization needs? LOW HIGH 10

11 Organizational Development Survey: Who has experienced an org change in their department within the past 2 years? the past year? the past 6 months? The only thing that is constant is change. -Heraclitus To improve is to change; to be perfect is to change often. -Churchill 11

12 Organizational Development Keys to success: Don t try to boil the ocean prioritize! Tiered approach that allows sufficient time to make clear assessments and a solid strategy Focus first on foundational, second on evolving, and third on elevating 12

13 Organizational Development ELEVATING Organization flexibility & empowerment Job roles & responsibilities EVOLVING FOUNDATIONAL Team training & development Team skill-set assessment & hiring 13

14 Team Skill-Set Assessment and Hiring/Rotating Best Practices

Team Skill-Set Assessment Strengths Assessment: Review of top 5 10 skills Use tools like StrengthsFinder and SDI Review at individual and group levels to find both complimentary and unique attributes

15 Team Skill-Set Assessment Strengths Assessment: Review of top 5 10 skills Use tools like StrengthsFinder and SDI Review at individual and group levels to find both complimentary and unique attributes Teams then know how to leverage each other based on core capabilities Making it actionable: Assign projects based on key competencies Leverage key team members for specific tasks and contributions Focus and utilization of employee s strengths drives engagement and empowerment 15

Hiring & Rotational Best Practices Based on assessments of existing team: Determine whether individuals are prime candidates for rotational opportunities in other department functions or verticals

16 Hiring & Rotational Best Practices Based on assessments of existing team: Determine whether individuals are prime candidates for rotational opportunities in other department functions or verticals Opportunities for continued exposure to different areas, keeps things dynamic, and allows for job growth and expansion Have the opportunity to target the appropriate level and characteristics of ideal candidate(s) for your team and department Helps in identifying either junior or senior level personnel Narrow search based on critical skill-set requirements Better able to justify compensation offers/packages to quality market talent 16

17 Team Training & Development

Team Training & Development Team Training: After Strengths Assessment, focus on mix of: Soft skills (i.e. emotional intelligence (EQ), presentation skills, influencing skills) Sourcing-specific skills (i.

18 Team Training & Development Team Training: After Strengths Assessment, focus on mix of: Soft skills (i.e. emotional intelligence (EQ), presentation skills, influencing skills) Sourcing-specific skills (i.e. category management, negotiations) Technical skills (i.e. Excel, company financial analysis, TCO bid analysis) Development Considerations: Build on foundational learnings to evolve expertise on the team Don t over train. Personnel will get training burn-out if too much training is scheduled. Use mix of virtual and face-to-face training (group interactions are key to help with understanding of the content) Align with functional leadership traits to develop top talent 18

19 Analysis of Job Roles & Responsibilities

Job Analysis Level and Role Analysis: Need for consistency of functional roles/levels and associated skill-sets (i.e. Finance vs. Procurement vs. Supply Chain vs.

20 Job Analysis Level and Role Analysis: Need for consistency of functional roles/levels and associated skill-sets (i.e. Finance vs. Procurement vs. Supply Chain vs. Operations) Inconsistency can cause confusion for both managers and employees Creation of specific job descriptions and associated responsibilities/accountabilities Clarity to personnel regarding career path and what s required to elevate themselves Benchmark with peer functions and companies to ensure competitiveness with: Titles (i.e. Analyst or Specialist vs. Category Manager) Compensation (i.e. market-specific salary, bonuses, stock grants, other benefits) Partner with Human Resources to perform market compensation assessments Need to ensure pay bands for specific roles are up-to-date and market competitive Clarify and delineate roles/responsibilities with other functional partners (i.e. Legal, Finance, Audit) 20

21 Organization Flexibility & Empowerment

Organization Flexibility & Empowerment Continual Training When at mature and group performing stage: Micromanagement is not required (becomes more of a pull model for management engagement) Can offer

22 Organization Flexibility & Empowerment Continual Training When at mature and group performing stage: Micromanagement is not required (becomes more of a pull model for management engagement) Can offer more flexible working arrangements and Strength Self- Aware Empowerment Appropriate Role environments Work from different regional offices Work remote on virtual basis Time schedule is flexible due to needs of the Growth & Elevation business (i.e. regional calls at night) Employees are elevated, engaged, and motivated in their work Ultimately, drives maximum value for the business! 22

23 Wrap-Up Many thanks for your time today. QUESTIONS? Contact Info: Antonio Humphreys Adobe Systems, Inc. 345 Park Avenue San Jose, CA

24 Session #WS14 Value Enhancement thru Optimal Organizational Development: Next Practices from Adobe Speaker: Antonio Humphreys Adobe DENVER FALL 2014 SU MMIT

A Business Lens on SRM

A Business Lens on SRM Microsoft Troy Kendrick Supplier Relationship Management DENVER FALL 2014 SU MMIT www.sig.org/eval Evaluation How-to: Why? Your feedback drives SIG Event content By signing and submitting