Transcript Slide 1

Managing networks and
remote employees
Michael Almer, Head of People & Organisation
[email protected]
+45 30 77 02 53
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7/21/2015
NOVOZYMES PRESENTATION
AGENDA
A few facts
Optimize the networked organization
Challenges of remote management
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7/21/2015
NOVOZYMES PRESENTATION
World leader in bioinnovation
Our business is industrial
enzymes, microorganisms,
and biopharmaceutical
ingredients.
Novozymes’ solutions are
used in the production of
numerous products such
as biofuel, detergents,
feed and food.
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NOVOZYMES PRESENTATION
Rethinking Tomorrow
Unique technology
platform
• gene technology
• microbial
techniques
• fermentation
technology
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NOVOZYMES PRESENTATION
Global presence
Sales Offices
Production
Research
Main sites:
Denmark, US, Brazil, India & China
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A more complex global organization
Remote Reporting = Number of employees reporting to a manager located in another unit (personnel area) ultimo period
Remote Management = Number of managers having subordinates located in another unit (personnel area) ultimo period
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7/21/2015
NOVOZYMES PRESENTATION
AGENDA
A few facts
Optimize the networked organization
Challenges of remote management
What is a networked organization?
Traditional Hierarchy
Complex Organization
Networked Organization
A
A
H
D
B
E
F
G
L
K
H
D
E
J
I
C
Open Market
J
B
I
C
F
L
G
K
Business Need
Efficiency
Integration
Agility and Innovation
Choice and Flexibility
Key Feature
Single line of reporting, work as
routine
Multiple lines of reporting, e.g.,
process-based, channel-based,
matrixed
Flexible structures that cross internal
and external barriers, project-based work
Contract-based external providers,
outsourced work
Strengths
• Predictable
• Clear decision-making
• Little/no duplication of
responsibility
• Expertise concentrated and
centralized
• Horizontal sharing of information
• Coordination across organizing
units
• People and teams linked across
conventional boundaries
• Flexible and adaptable
• Self-managed
• Flexible
• Usually best priced
Weaknesses
• Problems must be escalated
• Hard to share information across
organizing units
• Confusion about primary roles and
responsibilities
• Still controlled from above
• Competing priorities
• Increased ambiguity in roles and
responsibility
• Requires additional coordination
• Resists control from above
• Additional complexity in decisionmaking
• Must build in trust mechanisms
(contracts)
• Little security
• Set-up and maintenance costs
We cross functions better than geographies
Findings
 Functional barriers lower than site barriers
 25% of survey respondents find cross-site
communications “relatively hard”,
compared to 1% for own site
 Challenges include time, time zones,
language, finding the right person
function
function
function
function
geo
geo
geo
geo
Quotes
 “When I use email, I’m only sending an
email to initials, not a real person.”
We may not take full advantage of our
global strengths
Employees recognize the value of networking
Findings
 NZ employees find networking important
and beneficial, and both give and take
 Managers cite networking as a critical
success skill for employees at all levels
Quotes
 “Technology can’t stand on its own
without a personal network”
 “Networks moves you - enables [you] to
share knowledge”
 “Networking is difficult to prioritize if you
have nothing in common”
We network naturally but we often
don’t find the time or attention to
network strategically
NZ networks develop informally
How have your contacts
evolved?
Findings
 Only about 1/3 of employees think about
their networks consciously
 Most contacts developed during course of
daily work
Quotes
 “[I made my contacts] by working in
projects and/or teams”
 “[I made my contacts] by contacting them
for expertise when help is needed on
something I may be working on and need
assistance”
Naturally
Most conscious
Some conscious
Few conscious
8%
18%
10%
Networking is a critical skill, but few think
about their networks – indicating
significant untapped potential
64%
What to do?
Invest in face to face meetings
 Travel
 Extended business trips
 R&D week etc.
 Talent programs
 Use expats as “connectors”
Communications
 Phonebook
 Communicator with presence info
 Live meetings and webcam
Manager attention
 Introduction plans
 Individual development plans
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7/21/2015
NOVOZYMES PRESENTATION
AGENDA
A few facts
Optimize the networked organization
Challenges of remote management
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7/21/2015
NOVOZYMES PRESENTATION
Main challenges of remote management
Building relationships and
trust
Coaching and giving feedback
Trap of “out of sight, out of
mind”
Risk of misunderstanding or
misinterpreting
Perceived loss of control
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Face to face meetings
Get acquainted with the culture, workings style and environment
Spend time coaching, evaluating and motivating
Allocate time for team building after hours
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Regular follow-up
Structure for regular 1:1 phone meetings with impact
Follow up on a daily/weekly basis
Use of available technology
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Clear goals, events and expectations
Process for business target setting
Events and deadlines throughout the year
Expectations for ways of communicating, frequency of reporting
etc.
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Supporting tools for remote managers
Group of remote management
ambassadors
Booklet with tools for remote managers
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Q&A