H Barbara Waugh—Fast Company—Real Time May 17, 1999 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 • • •

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Results

Q

Vision

Results

~100 Q + C

Accomplishments

V V V

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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...

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Vision

! ?? ?

??

?

? ?

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

My Role

Change Management

Expert*

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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.

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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!

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

A B

Complex Living System

How an Organization Moves

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Parasailing

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Relative Numbers of One’s Own Kind

Rosabeth Moss Kanter. Men and Women of the Corporation.

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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)

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Surf’s Up…What’s Next?

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Context

Process Content

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

Finite Finite

Finite

Infinite Game

H Barbara Waugh—Fast Company—Real TimeMay 17, 1999

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.