Disciplined Collaboration: TShaped Management

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Disciplined CollaborationT-Shaped Management

• MIIC Oct 8 2009
• Prof. Morten Hansen

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T-Shaped management is a lever to get disciplined
collaboration
3 parts to Disciplined Collaboration
ECONOMIC OPPORTUNITY
How much valueand wherefrom collaboration?
BARRIERS TO COLLABORATION
Find them, tear them down
MANAGEMENT LEVERS
Tailor solutions to specific barriers, and
dont overdo
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Three levers discussed in class- People
T-shaped management
Networks
IT Tools
People

• Danger of too
• much networking
• Networks to search
• and capture value
• 6 network rules to
• create nimble networks

• T-shaped management
• Unit focus and
• Cross-unit focus
• Collaborative
• Leadership
• Bigger goals, inclusive
• accountable

• Knowledge
• Management
• IT tools tailored to
• specific barriers

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T-shaped Gets two performances
High

Contribution Across
Low
Lone Stars
High
Low
Individual Performance
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T-shaped Gets two performances
High
Butterflies

Contribution Across
Low
Lone Stars
High
Low
Individual Performance
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T-shaped Gets two performances
High
T-shaped
Butterflies

Contribution Across
Low
Lone Stars
High
Low
Individual Performance
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The T-shaped professional- Can do two things,
not just one
The ability to deliver across

The ability to achieve results for own work
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They are T-shaped

• Collaborate
• Ask for help
• Give help
• Connect
• Joint work

Cross unit collaboration
Business unit focus
T-shaped professionals have a high ability to
simultaneously deliver strong results for their
own area and contribute across the organization
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What are the qualities of T-shaped managers?

• Unit focus
• Setting very clear priorities for the unit what
  to do results to achieve
• Clear about what not to focus on within the unit
• Delegating
• Hold people accountable
• Nurturing a strong second direct report
• Strong management team

• Cross-unit focus
• Corporate and global mindset
• Willing to give advice and help
• Willing to ask for help
• Willing to do joint work with other units
• Very selective in cross-unit initiatives (cancel
  some)
• Insisting on result-orientation in cross-unit
• Willing to travel a great deal

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T-shaped professionals excel in three areas
Attitude
Skills
Management

• Attitude of contri-
• buting beyond ones
• Job and
• valuing others thinking
• and professions
• The attitude that
• Individual performance
• is paramount

The ability to work across units (influence,
network) The ability to focus, prioritize,
delegate, deliver
Enough knowledge about other fields Deep
knowledge in one area
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The organization needs to be designed to
cultivate T-shaped managers
Example BP

• Peer assists and challenges
• Program to send people to help others on specific
  problems

Peer groups 8-12 business units meet regularly
without boss
Cross unit collaboration
Contingent bonuses 30-50 is firm-based
Dual promotion criteria Only get to senior level
if perform on both dimensions
Economic transparency internal benchmark and
financial systems that compare similar units
Business unit focus

• Individual performance contract
• Clear targets and accountability
• bonus for reaching those

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Big changes needed in who is rewarded
Strong individual orientation
Strong Whole Company
Bonus pay individual results
contribution across
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Big changes needed in who is rewarded
Strong individual orientation
Strong Whole Company
Bonus pay individual results
contribution across
Promotion strong individual contributed
to the performance whole company
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Big changes needed in who is rewarded
Strong individual orientation
Strong Whole Company
Bonus pay individual results
contribution across
Promotion strong individual contributed
to the performance whole company
Manage strong individual little
contribution Out performance to
whole
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Big changes needed in who is rewarded
Strong individual orientation
Strong Whole Company
Bonus pay individual results
contribution across
Promotion strong individual contributed
to the performance whole company
Manage strong individual little
contribution Out performance to
whole
Recruitment takes individual clear
whole responsibility attitude