Driving the strategic agenda in research organizations

1
Driving the strategic agenda in research
organizations

• Gunjan Aggarwal, SPHR
• OD Network Annual Conference
• Baltimore, MD Oct 22nd, 2007

2
Background

• Live case-study of OD for strategy implementation
  at X-lev, worlds leading consumer goods company
• Situation
• Global research facility of X-lev in Bangalore,
  India
• Research mission to find new products and
  technologies that would drive and sustain X-levs
  global dominance in consumer goods
• Structure 200 research associates (80
  scientists/managers and 120 associates)
• Culture dichotomous backgrounds of the two key
  groups
• Environment a hotbed of frenetic economic
  activity with entry of global IT conglomerates
• Business Issue high attrition of research
  associates

3
Approach

• Core Assumptions
• Systems Thinking multiple causation in a
  complex system of intervening variables that are
  constantly exchanging energy
• AI Principle positive inquiry for positive
  results
• Considerations
• Practitioners approach to theoretical constructs
• Pre-defined organization strategy

4
Assessment Phase

• Attrition rate 30 (about 15-20 higher than
  industry avg)
• Re-visit of exit data

Misc.
Other opportunities in Industry
Higher studies
5
Leadership

• What positive outcomes are needed to meet
  business needs?
• Discovery of new products investment needed in
  developing the intellectual capital of employees
  which could be translated into tractable new
  products and technologies for the center

6
Organizational Diagnostic and Implementation
Process
Assessment
Discover What is?
Business Needs
Individual Needs
Mission/ Change Agenda
Dream What can be?
Align the individual with business objectives
Align business with collective individual
aspirations
Performance Metric
Strategic Framework
Design What should be?
Strategy People
Rewards Structure
Processes
Operating Plan/ Action Agenda
Destiny Create what will be?
Projects in People, Processes, Rewards and
Structure all driven by Organization Strategy
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Organization Design Elements
Source Jay Galbraiths Star Model
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Key Initiatives

• Workforce planning and recruitment (people)
• Selection criteria
• Recruitment base
• recruitment mix
• Scientific and technical competencies development
  (people)
• Existing competencies re-defined
• Addition of new scientific and technical
  competencies to the framework

9
Key Initiatives

• Dual career ladder (structure)
• Research series
• Technical series
• Competency assessment center (people, process)
• Assessment on scientific and organizational
  competencies
• Multi-day, multi-rater process
• PhD program (rewards)
• Miscellaneous learning development, process
  co-ownership at site

10
Results

• Attrition 13
• Belief in leadership reinforced
• Cultural change in the organization

11
Key Success Factors

• 15 for 15
• Leadership and line trust in the process
• Investment in data gathering/inquiry
• Unique proposition align business objectives
  with collective individual aspirations

12
It was an exciting time rather than exiting time
at X-lev!
13
Core AI Principles
Source Power of Appreciative Inquiry Diane
Whitney Amanda Trosten-Bloom