Collaboration & Knowledge Sharing Creating a Culture of Collaboration & Knowledge Sharing Matthias Will, Director for Organisational Development, DG HR, European Commission – CDR Dublin, 6/12/2017 1

STRUCTURE 2

1. Our Challenges & Priorities 3

1. Our Challenges & Priorities Climate Change Future of EU East to West Enlargement Euro Trade Industry 1. Our Challenges & Priorities Schengen Fight against Migration Fight against Terrorism Cybersecurity Stronger Global Actor 4

2. Who We Are

2. Who We Are From 6 to 28 Member States today (27 after Brexit) Commission as EU Executive to propose legislation, guard Treaties, execute policies/budget Council of Ministers & European Parliament vote legislative acts & are budget authority EU with own Staff Regulations Largest EU Institution (28 Commissioners, 1,500 managers, 33,000 staff, of which 22,000 officials) Presence in Brussels, Luxembourg, all EU capitals, Delegations in 140 countries 5% staff reduction between 2013 and 2017 and other savings measures 2. Who We Are

Average age: 46, one third of staff 50+ years, 2% under 30 Goal of 40% female representation in management, now 36% Increasing national imbalances From law maker to law maker and money manager Rich talent pool with motivated staff and expert culture Silo-thinking, risk-aversity and ‘management by committee’ as challenges Staff survey: staff engaged & motivated, happy with job and wellbeing, but less good views on career development & senior management communication 2. Who We Are

3. Where We Want to Go

Knowledge Management Strategy Workplace of the Future Flexible Collaborative Modern Staffing & Structures Knowledge Management Strategy Workplace of the Future 3. Where We Want to Go

4. Organisational Development

4. Organisational Development Promote organisational performance by aligning staffing, structures, processes with priorities & by promoting staff engagement  driver, enabler, catalyst of cultural change Maximise: Effective Staff Time Competence / Capability Energy! Are We 40 Organisations or 1 Organisation? OD interventions of different size, scope & focus 4. Organisational Development

4.1 Structure & Organisational Fitness Align staff to political priorities Ensure agility & flexibility Improve organisational fitness 4.1 Structure & Organisational Fitness

4.1 Structure & Organisational Fitness

4.1 Structure & Organisational Fitness Which staff structure is appropriate for which activity? How to reduce cost in support functions and move to priorities? Which jobs will cease to exists, which jobs will become more important? 4.1 Structure & Organisational Fitness

4.2 Knowledge Management

1. I use my skills and take real ownership of what I do; I ask for advice, work openly, I give feedback. 2. I share my knowledge; I participate, interact, learn and keep track of my actions and lessons learned. 3. I always ask why. I have a clear purpose. I know the mission and strategic vision of my organisation. 4. I lead by example and I have the courage to walk the talk. 5. I empower, respect and build on our diversities. 6. I engage and embrace change. 7. I collaborate and connect with people over processes and tools. Tools are here to serve my needs. 8. I involve and share with leaders in order to build mutual trust and support. 9. I am transparent, respectful and open-minded. I co-create a workplace of trust. 10. I am not afraid to fail. I share the insights I got from failure! I engage to reach beyond correction. 4.2 Knowledge Management

How can we establish a more open and collaborative culture in the Commission? How to best use information assets? 4.2 Knowledge Management

4.3 Workplace of the Future

4.3 Workplace of the Future Rapid evolution of technology Pressure to be more flexible and responsive Pressure on office space budget Current ways of working do not match pace of changing Europe Change needed 4.3 Workplace of the Future

4.3 Workplace of the Future How can we best use ‘bricks’ and ‘bytes’ to enable changes in behaviours? How can we become more flexible for the future? 4.3 Workplace of the Future

Staff Opinion Survey: comprehensive survey every 18 months Provide fora and ensure staff opinion is heard and acted upon Continuous communication with staff in all sites Staff as ambassadors in social media 4.4 Staff Engagement

4.4 Staff Engagement 22

How can we ensure staff remain motivated and engaged? Which possibilites exist to enhance two-way communication and digitalise internal communication? 4.4 Staff Engagement

5. Outlook

No shortage of reforms & risk of reform fatigue; less can be more; integrate measures from different policies to tailor effective OD interventions Work both at corporate level to improve agility of organisation to adapt to change and at departmental level to offer first aid for rapid change Pioneer, start small (and under the radar?), bridge opportunity gaps, quick wins, guiding coalitions, let data/evidence support ‘burning platform’ Promote laboratories of innovation in different departments and promote mutual learning among peers 5. Outlook