1. Improving Connections & Performance:Building a Resilient and Engaged Sourcing Organization August 22, 2010

2. “I dream, I test my dreams against my beliefs, I dare to take risks, and I execute my vision to make those dreams come true.”

3. What does every employee dream of? Opportunities! The State of Employee Engagement, BlessingWhite, 2008, pg 13

4. Opportunities drive engagement Without opportunitiesengagement is difficult. Advancing Careers, Driving Results: Career Development for Business Success, Right Management, 2010, pg 5-6

5. Engagement increases employee performance * Stakeholder Engagement ** Employee Engagement * Employee Engagement – What’s Your Engagement Ratio, Gallup, 2010, pg 7 ** The State of Employee Engagement, BlessingWhite, 2008, pg 5

6. So how can weTAP into talentand discretionary effort?... …provide an OUTLET.

7. Providing an Outlet Provide employees with the opportunityto work together to address organizational needs Channel value delivery towards business areas people are mostpassionate about or interested in Build a stage to allow employees’ contributions to be better recognized Employees should be proactively looking for opportunities to improve the value-add services they provided and be encouraged to act upon their insights with others.

8. The Programis an ideafor tapping into personal talent and discretionary effort Channelis the frameworkfor enabling the delivery of additional value Talentis the entire set of skills and knowledge each person decides to bringto work Effortis the amount of extra thought and energy put towards applying talent # Employeesis the total number of active participants The Program – tapping DREAMS Outlet = The Program=channel ( talent + effort)^ (# employees) Value is driven by applying talent, effort, and employees. Magnitude of value is delivered using channels.

10. What percent of influenced spend could be achieved?

11. How many additional millions could be saved?

13. Benefit: drive engagement, set expectations, clarify assumptions, increase ownership of process

14. Addressing buyer behavior that limit ability to deliver savings

15. Benefit: sourcing results are more easily achieved

16. Developing methods of having contracts written in ways that assist the realization process

17. Benefit: more time spent on stakeholder relationships and finding value-add opportunities

18. Establishing communication channels up, down, and sideways

20. # employees that want to work on project (active participants)Project will only be worked on if 3-5 active participants identified (due to 3 month time limit) Small team announce final list of projects for round

22. Allow others to view what is conceptually being worked on

23. Provide visibility into activities that may change passive participants into active participants

24. Show initial value-add and improve likelihood of organizational support and adoption

25. Team actions and tasks identified and dispensed

26. “Democratic leadership style” to be primarily used throughout project (defined on next slide)

27. During 3 month round teams may poll/survey passive participants interested in their project(continued next slide)

28. Leadership That Gets Results, Daniel Goleman, Harvard Business Review, 2000, pg 5/7-8 The Program – channeling value (project leadership)

29. The Program – channeling value (audiences) When defining the scope of a project, think about who will be directly affected.

31. Communicate information

32. Medium – PowerPoint, Word, Web, Excel

33. Channel – Brown Bag, SharePoint Announcement, Email

34. Communication plan will be developed based on method of information communication and storage. Aspects to be included in plan may be:

35. Audiences targeted for communication

36. Message for audiences; including changes that affect them, why, benefits of change, storage location

37. Timing for original communications and timeframes for follow-ups (as necessary)

38. Project documentation compiled into single package:

39. Communication plan and accompanying documentation

40. Documents that fully explain solution and how it can be applied (including an executive summary)(continued next slide)

42. Posting questions and comments in designated areas

43. Talking with the original team members to understand thought-process for developing solutionStages of User Adoption 100% * 75% ~30% is often critical mass for maintaining momentum Total Adoption 50% 25% 0% * Diffusion of Innovations, Everett M Rogers, Free Press, 2003; image from Wikipedia; 30% not from book Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16%

45. Best communication plan

46. Best documented solution

47. Most creative solution

48. Most adopted solution from previous year (vote biannually)

50. Appendix

51. “The search for better, for more competent men [and women], from the presidents of our great companies down to our household servants, was never more vigorous than it is now.And more than ever before is the demand for competent men [and women] in excess of the supply.” * Frederick Winslow Taylor (1911) * Frederic Taylor is considered the ‘father’ of modern management

52. Determining performance potential of teams Working group – rely on sum of individual contributions Pseudo-team– individuals work together, but real business issues are superficially glossed over Potential team – members actively involved and real business issues addressed, but with little coordination Real team – members coordinate involvement to address real business issues High-performance team – members maintain high-level of coordination and involvement to address real business issues Team Performance Curve (graph) The Wisdom of Teams: Creating the High-Performance Organization, Katzenbach, Harvard Business Press, 1993 (descriptions) http://www.lmcuk.com/management-tool/the-team-performance-curve (descriptions) http://www.oedconsulting.com/assets/oed_high_performing_teams.pdf

53. Competitiveness + Knowledge = Performance Daily work S&P culture S&P history Strategic Supply Chain Management: Improving Performance Through a Culture of Competitiveness and Knowledge Management,Hult, Strategic Management Journal, 2007 Competitiveness alone is not enough. It must be coupled with learning.

54. Developing social networks Social Computing Upends Past Knowledge, Brown, Forrester Research, March 2007

55. Ten Faces of Innovation Anthropologist- extremely good at reframing a problem in a new way [and has] the ability to "see" things that have gone unnoticed Experimenter- invites others to collaborate, while making sure that the entire process is saving time and money Cross-Pollinator- draws associations and connections between seemingly unrelated ideas or concepts to break new ground Hurdler- problem-solver who gets a charge out of tackling something that's never been done before Collaborator- person who truly values the team over the individual Director- has an acute understanding of the bigger picture, with a firm grasp on the pulse of their organization Experience Architect - person relentlessly focused on creating remarkable individual experiences [by turning] something ordinary into something distinctive Set Designer - looks at every day as a chance to liven up their workspace. They promote energetic, inspired cultures by creating work environments that celebrate the individual and stimulate creativity. Storyteller- captures our imagination with compelling narratives of initiative, hard work, and innovation Caregiver- is the foundation of human-powered innovation. Through empathy, they work to understand each individual customer and create a relationship. The Ten Faces of Innovation, Thomas Kelley, Doubleday, 2005; excerpts above from http://www.tenfacesofinnovation.com/tenfaces/index.htm.