A Cultural Change through Emotions

Agile for Innovation, Milan, March, 2nd 2017 Barbara Gentile, Davide Bricoli

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Agenda

Culture & Strategy in a L&A transformation

What culture?

Our journey

Learning through emotions

Conclusions / Q&A

Context

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The organization

550 employee3 r&d centers

7 hrs. time-zones3 r&d suppliers

Silos organization

SW 60%HW 30%

FPGA 10%Multi-dependencies

18 months releaseWaterfall

Corporate disciplinesMulti-customer

Lean&Agile journey

2011

2013

2015

Pilots

DeploymentCoaching

“Why”2014

Culture

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Influencing factors in a L&A transformation

Customer proximity

Skills

Technology domain

Business Model

Organization complexity

Weak

deployment strategy

Existing

processes

New

technical practices

Budget

constraints

Size & Scaling

Product

complexity

Executive commitment

Culture

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Strategies and Culture

C U L T U R E

S T R A T E G Y

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Culture and Behaviors

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What Organizational Culture?

diversity

inclusion

assertiveemotional intelligencefull potential

authentic relationships

responsible self-esteem

trust

motivation

awareness

courageous

optimistic

empathy

resilient

respectservant

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Who I am Me & the others Change starts with Me

The Journey

My story: what made the person I am

My thoughts: how the fixed thinking

patters workAcknowledging

emotional triggers: when recharging is

neededBalancing stress: feel in control of eventsMy motivators: what

pushes me into action

Encountering the others: the world

around usCare and feeling safe: the foundation of all

relationshipsRevealing yourself to

build genuine relationships

Unveiling the “dark side“ through

feedbackFeeling successful

Being free: 3 simple questions to

determine if you’re really free

Responsibility: a step above the line

Happiness as a deliberate choice: the never-ending

questReady to change

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The Learning PyramidKnowledge Retention Rates (E. Dale, 1969)

What we do remember after 2 weeks? Learning method Kind/Nature of

involvement

Reading

Listen a speech

Watching photo

Watching a movieWatch an explosion

Assist to a demoWatch some on stage

Participate to a discussionHeld a speech

Make a sensorial presentationSimulate the real experience

Do the real thing

10% of what we read

20% of what we listen

20% of what we see

50% of what we listen and of what we see

70% of what we say

90% of what we say and what we do

Passive

Active

Verbal

Visual

Visual

Verbal

Active participation

Direct Impacting

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Learning through Emotions

Trigger emotion connected to a given theme

Collect candidates in a “comfortable” context and recommend open-constructive mindset

Candidates reacts according own mindset or personality

Candidates observe & reflect to what the experience leads toIncrease self-awareness

Capability to decide on own attitudes

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ResultsReaction Learning Behavior

yes 95%

Should our Company invest on this training?

yes 80%

Has this training changed organizational culture?

Very much Quite much Somewhat

Not at all

How much this training will support cultural growth?

43%47%

9%1%

“it is one of the best company trainings I have attended ever.”

“it is the best initiative to community based R&D yet seen.”

“is enabler for efficient and well

being work community. It might

be one main differentiating thing

between us and other

companies .” “the course stimulates a process of individual and team growth, to increase self-esteem, self-efficacy and self-determination”

“if each of us will know better himself we work better every days”

“because this is the most beautiful course ever”

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Our lessons learned

A Lean & Agile change strategy cannot ignore an assessment of the organization’s culture

Always a top-down approach must be supported by a bottom-up force to sustain the change and get best results

There is no “good” or “bad” culture, just people who are not only able to do what you ask but also able to give their best in any situation

Working on changing organizational Culture requires different techniques that deeply involve people to secure reaction and persistence

Any good Strategy will likely fail if not adapted to the organization’s Culture

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QA