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Scytl Culture

Empower the teams
by

Manel Marco

on 20 May 2015

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Transcript of Scytl Culture

Reason
Reason
Communication
Impact
Passion
Honesty Selflessness
HIGH PERFORMANCE
STRATEGIES
We’re a team, not a family. We’re like a pro sports team, not a kid’s recreational team
Management is about human beings.
Its task is to make people capable of joint performance […]. This is what organization is all about, and it is the reason that management is the critical, determining factor. Our culture focuses on helping us achieve excellence by creating a performance driven culture


Peter F.Drucker

OUR VALUES
We Seek Excellence

Our culture focuses on helping us achieve
excellence by creating a performance driven culture

Corporate Team
The more talent we have, the more we can accomplish, so our people assist each other
all the time.

…Scytl leaders hire, develop and select
wisely, so we have stars in every position

make wise decisions (people, technical, business, and creative) despite ambiguity
Communication
Impact
You accomplish amazing amounts of important work, demonstrate consistently strong performance so colleagues can rely upon you
Passion
The communication between senior leaders and employees is good in my organization
inspire others with your thirst for excellence,
care intensely about Scytl’s success

Honesty and Selflessness
seek what is best for Scytl, rather than best for yourself or your group. Be ego-less when searching for the best ideas and try to make time to help colleagues. Share information openly and proactively

Why are we so insistent on high performance?
SCYTL CULTURE
Overview for leaders
Success depends on our ability to eliminate status quo, improve financial results and exceed customer expectations...

High Performance Organization is unafraid of change and embraces new innovations and trends in order to remain competitive, is enabled to make meaningful change to improve programs, services, products and processes and to create new value for the organization’s stakeholders.
...also...
Growth Often Shrinks Talent Density
Growth Increases Complexity
Chaos and errors spike here – business
has become too complex to run informally with this talent level

Chaos and errors spike here – business has become too complex to run informally with this talent level

The Key...
increase talent density faster than complexity

Effective strategic management starts with leadership.

Leaders are
pro-active
.
Leaders are
visible and engaged
to ensure the staff understand the common vision.
Leaders
"walk the talk"
in exemplifying the values, ethics and policies of the organization.
Leaders
trust and encourage
employees to contribute their ideas and grow in their careers.
Leadership
Most organizations post values statement with a list of virtuous words, but distinguishes maturity is the degree to which those
values are communicated
,
understood
and
practiced
.

Also, the degree of
flexibility and willingness
to change to align to new strategic priorities.
Culture and values
Strategy development is not a "cookbook" process. It is challenging, heuristic task that requires strategic thinking.

Stategic thinking and planning
A leader leads by example, whether he intends to or not (Author Unknown)
To be successful, you have to have your heart in your business, and your business in your heart (Thomas Watson)
Alignment refers to strategic alignment, that is, the degree to which the organization's people and resources are focused on the strategy. The opposite of alignment is "chaos", where managers, programs and projects are aiming at different goals, leading to wasted energy, delays, conflict and confusion.

Alignment
Without
performance metrics or measures, managers are "flying blind". Strategic performance measures are aligned with the strategic plan.
Helps the organitation to see if the focus on its strategic vision, plans and iniciatives are well maintained.

Performance Measurement
Without metrics, managers are only caretakers. (Jac Fitz-Enz)
MANAGEMENT
If you want to build a ship, don't drum up the people to gather wood, divide the work, and give orders.  Instead, teach them to yearn for the vast and endless sea.
Antoine De Saint-Exupery,  Author of The Little Prince

Context, not Control

Provide the insight and understanding to enable sound decisions

Context (embrace)

Strategy
Metrics
Assumptions
Objectives
Clearly-defined roles
Knowledge of the stakes
Transparency around decision-making

Control (avoid)

Top-down decision-making
Management approval
Committees
Planning and process valued more than results

Act always in Scytl’s Best Interest!
Minimal cross-functional meetings except to get aligned on goals and Expense only what you would otherwise not spend, and is worthwhile for work.
Travel as you would if it were your own money.
Take from Scytl only when it is inefficient to not take, and inconsequential “taking” means, for example, printing personal documents at work or making personal calls on work phone: inconsequential and inefficient to avoid.

TEAM EMPOWER
34% Disagree
12 % Strongly Disagree
31 % Neutral/Neither agree nor disagree
Excellence in your functional area is not as important as the ability to attract, inspire (better than motivating) and keeping great people is key!
Managing Talent
“The challenge of leadership is to be strong but not rude; be kind but not weak; be bold but not a bully; be thoughtful but not lazy; be humble but not timid; be proud but not arrogant; have humor but not without folly”.
Jim Rohn

Our goal, should be getting at least 80% the team on agreement with that statement
.
Full transcript