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Welcom e:
Driving Dolby’s New Approach to Performance and Development
This presentation contains intellectual property of both ON THE MARK and Dolby Laboratories
April 2015
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Driving Dolby’s New Approach to Performance and Development
Webinar Overview
1.
2.
3.
4.
5.
6.
About the Presenters
Why Change…
Curiosity, Considerations and Research
The program (What)
The Amplify Journey (How, Change Process)
Results and Wisdoms
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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About the Presenters
1.
2.
3.
4.
About Mark LaScola
About ON THE MARK
About Anna Schocket
About Dolby Laboratories
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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About the Presenters
Mark LaScola
Founder & Managing P rincipal – ON THE MARK
With a Bachelor of Arts in Psychology from Fresno State University (1980) and an interdisciplinary Master of
Science in Marriage and Family Therapy from San Jose State University (1985) - where his work focused on systems
theory and its application to human systems and processes - Mark founded OTM in 1990. Now in its 25th year of
operation and with OTM offices located on both sides of the Atlantic, OTM is recognized by many as their
preferred vendor in providing substantive yet practical organization design and lasting change.
Mark’s passion for “collaborative business transformation”, as he calls it, sits at the heart of OTM and supports a
belief in people, holistic thinking and pragmatism. Mark shares his experience and supports the wider industry
through regular publication of best practices and is the author of one of the industry’s most integrated and
comprehensive re-design / transformation methodologies. Mark also sits on the Boards of the European
Organization Design Forum and the Organization Design Community, and regularly speaks at industry events.
Significant publications include his contribution to one of the top ten business books of the 1998 (NY Times)
entitled The Self-Managing Organization: How Leading Companies are Transforming the Work of Teams for
Real Impact, Purser and Cabana, New York, NY, The Free Press, 1998; and HR specific articles including A Critical
Review of the Three-Box Model for HR Organization Design, LaScola and Davies, WorldatWork Journal, Version
Q1 2011, and Get the Foundation Right: Transforming HR, LaScola, HR Magazine Aug 2011.
When not on a plane or watching a real football (soccer) match, he’s at home with his family in Phoenix, Arizona.
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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About the Presenters
About OTM
We are leaders in collaborative organization design and business transformation. Now in our 25th year of operation, with offices located on both sides of the
Atlantic, OTM is recognized by many as their preferred vendor in providing substantive yet practical organization design and lasting change. Our passion is
for collaborative business transformation and our work is guided by research, evidenced-based and established best practice and emerging methodology.
Our Experience:
With our experience of delivering close to 370 organization design and transformation projects, across 30 countries and countless
industry sectors, OTM offers the most disciplined, integrated and comprehensive re-design and transformation solution. trained and
developed approximately 5,000 executives, managers and internal change agents – across a broad and diverse range of industries on 6
continents and over 30 countries on OTM’s comprehensive solutions.
Sectors
Aerospace
Defence
Logistics & Distribution
Financial Services
Telecommunications
FMCG
IT Software & Services
Manufacturing
Retail
Functions
Human Resources
Supply Chain
Manufacturing
Operations
Finance, IT
Regulatory
Sales, Marketing
Engineering
Outsourcing – BPO
Skunk works
Geography
North America
Western Europe
Scandinavia
Eastern Europe
Latin America
Middle East
South East Asia
South Pacific
Other OTM Offerings:
OTM offers a variety of other services supporting organization design and business transformation solutions including a) in-house
Executive Primers, b) internal or external multi-day, hands-on skill building workshops using real projects, c) behind the scenes support
and guidance, d) conference presentations and TED Talks. For more information, references or case studies contact Pamela Edmond,
OTM Global Marketing Director at pedmond@on-the-mark.com.
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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About the Presenters
Anna Schock et
Director, Organizational Effectiveness and Talent Developm ent
Anna is an experienced organizational effectiveness leader who has
designed and implemented numerous HR programs and organizational
changes to reinforce business and cultural imperatives. Her work has
spanned global organizations ranging in size from 700 to 120,000
employees.
At Dolby, Anna is responsible for driving key programs and initiatives in the
areas of learning, leadership development, performance management,
talent planning, culture and inclusion. Not only does Anna have an
expertise in the more programmatic areas of HR, but she has also designed
strategies to manage organizational change. Prior to Dolby, she held
similar positions at Shutterfly and Disney. Anna began her career at
Deloitte as a human capital consultant in both the US and UK. Anna holds
an MBA from the University of Michigan and a BS from Northwestern
University.
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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"To be an inventor, you have to be willing to live
with a sense of uncertainty, to work in this
darkness and grope towards an answer, to put up
with anxiety about whether there is an answer.”
- Ray Dolby
1,800 employees in over 36 cities and 20 countries…
The evolution of our business
$950M
~50 years
Value Added
Services
Imaging
Professional
Products
Device
Licensing
Audio
End User
Products
Communications
9
Why Change…
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Why change the way we manage performance?
14
Jessica
Smith
Eric
Acevedo
4
4
_
/4
/
Paul Chan
3
15
30,000+ hours
16
Why Change?
Business Case for Change
One Dimensional Business Case
Multi-dimensional Business Case
Should Also Include:
•
Culture
•
•
•
Relevance and
Meaning
Making a Difference
Connection to the
purpose of the
business and
contribution to the
world
Desirable Future (refer
to the six critical
requirements of
effective work)
Finance Focused
Growth/Realignment
Customer Satisfaction
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Why Change?
NOT ALL CHANGE IS THE SAME…
DEVELOPMENTAL
An improvement to an
existing way of operating
TRANSITIONAL
Design and implementation
of something different from
what exists today
change [chaynj] - n
1. making or becoming different:
alteration, variation, or
modification, or the result of this
A fundamental shift from one
state of being to another, so
significant that it requires a shift
in culture and behavior to
sustain it.
transform ation [trans-fer-mey-shun]
-n
1. a change or alteration, especially a
radical one
Source: Three Types of Change
Ackerman & Anderson. The Change Leader’s Roadmap.
Jossey-Bass, 2001. Further adapted by OTM.
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
TRANSFORMATIONAL
Driving Dolby’s New Approach to Performance and Development
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Curiosity, Considerations and Research
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Are we spending
time on the right
things?
Are we helping
people do their
best work?
Are we actually
motivating high
performance?
20
• Autonomy
What really motivates creative thinking
and problem solving?
• Mastery
• Purpose
21
What motivates Dolby employees to do their best work?
22
• Growth mindset
• Conditions for insight
What can we learn from recent breakthroughs
in neuroscience
and psychology?
• “Threat” vs “toward” state
(SCARF)
• Coaching orientation
23
Curiosity, Considerations and Research
Your Brain at Work …
Psychology
Neuroscience
Human Mind +
behavior
Brain Physiology
The brain’s role in
human nature and
behavior
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Curiosity, Considerations and Research
Your Brain at Work
2
1
3
new behavior
Repetition
Effort = Energy
4
Skill  Long
Term Memory
Temporary storage with
limited capacity
“Nothing changes
until behavior
changes”
“Patterns die hard”
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Why Change?
The Brain at Work
1. Perception of Social Pain
•
•
•
•
•
Rejection
Shaming
Embarrassment
Berated
Unfairness/
disrespect
=
4. Uncertainty
Fear =
2. Observation of Social Fairness
& Respect
3. Stress
Unclear thinking
Chemical
st
boo
=
5. Employees +…
Ownership
over
situations
andOwnership
choice…
6. Engaging & Active Participation
Increased
retention of new
behavior
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Any Questions
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The program (What)
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Amplify
Our new approach…
Three objectives
Drive higherquality, more
motivational
conversations
Empower
employees to
play a larger role
in the process
And continue to differentiate rewards…
Increase overall
return on time /
effort invested
Higher quality conversations
Previously:
Amplify:
Drive higherquality, more
motivational
conversations
• One
/ year
Twoconversation
structured conversations
• Based
on numerical
rating
No numerical
ratings
• Mostly
Mostlybackward-looking
forward-looking
• Growth
/ infrequent
Growth,optional
work environment
always on agenda
Larger role for employees
Amplify:
Previously:
Empower
employees to
play a larger role
in the process
More balanced
• Managers
drove ownership
the process
Two-way“tell”
dialogue
led by the
• One-way
conversation
employee
• Managers completed all
• documentation
Manager is coach
• Employees take first pass at
capturing key outcomes
Increase ROI
Previously:
Amplify:
Increase overall
return on time /
effort invested
• Paper-based,
de-centralized
Online system
for goals,
conversation summaries
• Time consuming, formulaic
• documents
Capture main points and
commitments only
• Leaders “calibrated” ratings to
into curve
• fitLeaders
proactively focus on
talent and succession planning
The Amplify Program
Goal Planning
Q4
Q1
Rewards
Communication
AMPLIFY
Growth
Conversation
Q3
Impact
Conversation
Q2
Growth / Impact Conversation Agenda
Growth
• Critical skills needed for
success in your role
• Talents you want to
leverage
• Development needs you
want to address
• Growth opportunities /
interests you would like to
pursue at Dolby
Impact
• Your top work priorities
• Progress and status of
goals
• Impact of your work (key
accomplishments and
challenges)
• Lessons learned
Work
Environment
• Work environment
elements that are working
well
• Work environment
elements that if changed
could help enable your
best work
Continue to differentiate rewards
LOW
Partial Rewards
Impact & Contribution
Core Rewards
(Majority of employees)
HIGH
Exceptional Rewards
Any Questions
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The Am plify Journey (How, Change Process)
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Keys to the Amplify journey
Heavy
Socialization
Beta
Testing
And measure / refine over time…
Building New
Muscle Memory
Keys to the Amplify journey
• Get smarter
Heavy
Socialization
• Design for ownership
• Socialize early and flex
Keys to the Amplify journey
Beta
Testing
• Test with hardest critics and
biggest evangelists
• Measure and clarify
• Be open to missteps and adjust
Keys to the Amplify journey
• Elevate awareness
Building New
Muscle Memory
• Build Skills
• Ongoing reinforcement
And measure / refine over time…
The Amplify Journey (How, Change Process)
What type of change was the Am plify program?
DEVELOPMENTAL
An improvement to an
existing way of operating
TRANSITIONAL
Design and implementation
of something different from
what exists today
A fundamental shift from one
state of being to another, so
significant that it requires a shift
in culture and behavior to
sustain it.
Source: Three Types of Change
Ackerman & Anderson. The Change Leader’s Roadmap.
Jossey-Bass, 2001. Further adapted by OTM.
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
TRANSFORMATIONAL
Driving Dolby’s New Approach to Performance and Development
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The Amplify Journey (How, Change Process)
Change Managem ent vs. Change Readiness
OTM’s Accelerated Change Readiness© (ACR)
Traditional Change Management
Treats the organisation as a machine, fragmented
Treats the business as a system, holistic
Functional sponsorship
Horizontal sponsorship
Driven by traditional project management
Driven by social system readiness (ACR) with milestone
achievement occurring simultaneously
'Push' orientation (compliance)
'Pull' Orientation (commitment)
Sub-optimization
Joint optimization
Over-designed
Produces ‘White space‘
Pseudo-engagement – "Buy-in"
High engagement, highly relevant
Incompatible with espoused organisation Values
Compatible with espoused organizational values
Reactive, after the fact
Proactive
Tactics mostly include training and communication
Tactics driven by high involvement from start to finish
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The Amplify Journey (How, Change Process)
ACR alignm ent with brain science
Treats the business as a system, holistic
1. Observed social fairness and respect
Horizontal sponsorship
Driven by social system readiness (ACR) with milestone
achievement occurring simultaneously
2. Inclusion, asking
'Pull' Orientation (commitment)
3. Clarity of process and method
Joint optimization
Produces ‘White space‘
4. Removed uncertainty where possible
High engagement, highly relevant
Compatible with espoused organizational values
Proactive
Tactics driven by high involvement from start to finish
5. High involvement in problem solving and decision
making
6. “People support what they help create…” – ownership
“Self-directed neuroplasticity”
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The Amplify Journey (How, Change Process)
Effort
Pay Now vs. Pay Later Approach to Change
P ull
Heavy
Socialization
More Work
upfront in
Planning
and creating
Readiness
P ush
Later Completion
Time +
Increased/Saved
Work Burden
• program Goes to Plan
• No Resistance Met
• Stabilisation Earlier
Beta
Testing
• Problems Occur
Building
• Resistance
Met New
• Slippage Muscle
Memory
Faster Completion
Virtually no
work put
into creating
Readiness or
Planning
Time
Lost/Gained
Time
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The Amplify Journey (How, Change Process)
Tell
Depth of Change Model
Source: Ackerman & Anderson, The Change Leader’s Roadmap, Jossey-Bass, 2001
PREPARATION
ACCEPTANCE
COMMITTMENT
• Contact
• Awareness of
Change
• Understand
Change
• Positive
Heavy
Perception
Socialization
Begin
Im plementation
Adopt
Institutionalise
Internalise
Stabilise
Do
•
Beta •
Testing •
•
Push
Readiness!
Building New
Muscle
Memory
Pull
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The Amplify Journey (How, Change Process)
Business case for involving others in the change…
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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The Amplify Journey (How, Change Process)
ACR Methodology – Tak e a Deliberate, Planned Process
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Any Questions
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
50
Results and Wisdom s
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Feedback on Amplify
40% of
employees and
50% of managers
had higher quality
year-end
conversations
90% believe the
overall process
has moderate to
strong ROI
Over half of
employees said midyear Growth
Conversations were
better than previous
discussions about
growth
91%
discussed
growth as part
of the yearend discussion
52
Feedback on Amplify
“I used to hate
reviews; I used
to see the
number and tune
out the rest. This
year I’ll
remember my
manager looking
me in the eye
and saying that I
did a good job.”
“Previously it
was 90% looking
back – now it’s
80% looking
forward.”
“What was
important
became defined
by the
conversation,
not the piece of
paper.”
“Employees
came to insights
themselves –
when it was a
“tell”
conversation you
didn’t get much
feedback. Now
the insights are
coming from
them.”
“As a manager, I
spent
significantly less
time on the yearend process and
still got the same
or even more
than in years
past.”
53
Wisdoms
•
The courage to innovate and challenge the status quo
•
Apply science to support the change process
•
Design the right process for the company and bring people on the journey
•
It can impact the culture, how people interact
Results and Wisdoms
OTM Com m on Results Footprint
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Suggested Reading List on Brain Science
• “The Neuroscience of Leadership” by David Rock and Jeffrey
Schwartz published in Strategy and Business, Issue 43, 2006
• “Managing with the Brain in Mind” by David Rock published in
Strategy + Business issue 56, Autumn 2009
• “One simple idea to transform performance” by David Rock, Josh
Davis and Elizabeth Jones (HRPS) Volume 36 / Issue 2 – 2013
• “The SCARF Model” in 2012 Neuroleadership Journal
• “The Aha Moment” in the ASTD Journal (uncertain of the date)
• The Brain at Work for Adrienne Fox, HR Magazine vol. 53 no. 3,
March 2008
• Manage Your Human Sigma, John H. Fleming, Curt Coffman and
James K. Harter
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Any Questions
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
57
Thank s for joining us!
Validating
In 1 word please describe
the webinar?
Neuroscience
Priceless
Relational
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
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Results and Wisdoms
We would love to hear from you!
Anna Schock et
Director, Organizational Effectiveness and
Talent Developm ent
Email: anna.schocket@dolby.com
Mark LaScola
Founder & Managing P rincipal – ON THE MARK
Email: mlascola@on-the-mark.com
Phone: +1 (602) 284 8090
Website: www.on-the-mark.com
OTM offers a variety of other services supporting organization
design and business transformation solutions. For more
information, references or case studies contact Pamela Edmond,
OTM Global Marketing Director at pedmond@on-the-mark.com.
© 2015 Dolby Laboratories, Inc.
2015 ON THE MARK | www.on-the-mark.com
Driving Dolby’s New Approach to Performance and Development
59