Disciplined Collaboration: T-Shaped Management MIIC Oct Prof. Morten Hansen

Networks People IT Tools 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 Three levers discussed in class - People: T-shaped management

T-shaped: Gets two performances Individual Performance Low High Low High T-shaped Contribution Across

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

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

The T-shaped professional - Can do two things, not just one The ability to deliver across The ability to achieve results for own work +

They are T-shaped 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 Collaborate: - Ask for help - Give help - Connect - Joint work

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

T-shaped professionals excel in three areas Attitude Management Skills Attitude of contri- buting beyond one’s 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

The organization needs to be designed to cultivate T-shaped managers Cross unit collaboration Business unit focus Peer assists and challenges Program to send people to help others on specific problems Dual promotion criteria: Only get to senior level if perform on both dimensions Individual performance contract Clear targets and accountability bonus for reaching those Peer groups: business units meet regularly without boss Economic transparency: internal benchmark and financial systems that compare similar units Contingent bonuses: 30-50% is firm- based Example: BP

Big changes needed in who is rewarded Strong individual orientation Strong “Whole Company” Bonus + pay individual results + contribution across

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 performancewhole company

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 performancewhole company Manage strong individual+ little contribution Out performanceto whole

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 performancewhole company Manage strong individual+ little contribution Out performanceto whole Recruitment takes individual+ clear “whole” responsibilityattitude