1. 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

2. STRUCTURE 2

3. 1. Our Challenges & Priorities3

4. 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

5. 2. Who We Are

6. 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

7. 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

8. 3. Where We Want to Go

9. 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

10. 4. Organisational Development

11. 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

12. 4.1 Structure & Organisational Fitness
Align staff to political priorities
Ensure agility & flexibility
Improve organisational fitness
4.1 Structure & Organisational Fitness

13. 4.1 Structure & Organisational Fitness

14. 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

15. 4.2 Knowledge Management

16. 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

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

18. 4.3 Workplace of the Future

19. 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

20. 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

21. 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

22. 4.4 Staff Engagement 22

23. 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

24. 5. Outlook

25. 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