Global Ways of Working at Dyson Cathy Doyle-Heffernan June 2012
Picture a Dyson in 2017 that… April 2012 # Employees 282 470 >6000* 17 25 -30 # Managers 320 520 Age Range 1745 2200+ ~3900 # Countries 27 55 84 100 2017 36% Millennials 38% Gen X 26% Boomers ~50% M ~40% X ~10% B 164 230 446 1000 0 150+ 0 100+ ? ? 1100 1800 0 100+ *Conservative growth; does not include contract 137 175 workers • How should the leadership and development models evolve? • How do we ensure that the Dyson culture travels with geographic expansion? • What organisational capabilities do we need to develop now for the future? • How do we build a global culture?
Challenges and Implications Capability • • Plan for scale/sustainability Enhance goal alignment and measurement Add global perspective Embed process optimisation Culture • • Spread Dyson ethos as we grow More global and diverse communications Enable cross border working Governance balanced with empowerment Talent • • More local talent and diversity Increase support for international assignments Supplement learning-by-doing with formal training and support Ensure employee engagement
Team l l Group HR Director, Communications Director, Technology Director (Sponsors) GWOW Team to include Communications (Gen Y), International HR (Gen X), International People Development (Gen X), Graduate Development (Gen Y) l Research & recommend policies that will enable cross border working Consider impact of generational differences, geographic culture and other factors on current ways of working and changes needed Technology Team – Communications, HR, Technology l l l Review current pilots with technology and how they impact needs Identify new technology that enables mobile working Outcomes and Measures l l l Changes to employment policies l Changes to management approaches and leadership style Changes to structure or process Legal implications l l
Global Ways of Working Virtual/remote management, matrix; time zone etiquette, non-English communication, culture training Leadership Communic ations & Technolog y Education & Training Talent Generational differences in the workforce, geographic cultural norms Ensures there is an expectation to work globally and collaboratively; sets the example by how they run their teams; how does it impact working hours? Enabling technology for collaboration & virtual working; communications that reinforces geographically expanding business, different parts of the business and how it fits together
Global Thinking Teams not working effectively internationally or feeling part of a global team l Move towards a more overt matrix working environment with systems to support it l Decide at senior level on how decision are made and where responsibilities sit A lack of awareness about different cultural norms in communication, style and interaction l Package and highlight cultural awareness resources currently available l Guides for ‘working internationally’ available as well as ‘country specific’ crib sheets International working not seen as expectation of people in their role l Recruit people with an international mind set who are happy to travel, do international assignments l Be clear about the expectation to operate internationally and put in place the infrastructure to support this Moving away from a Malmesbury-centric way of working
Communication and Collaboration Communicating and collaborating internationally is often difficult and done ineffectively l Over reliance on email l Improve VC facilities and availability, broaden Microsoft Lync l HR/Comms support of virtual teams to use collaboration tools Cultural miscommunication of important messages l Review process for communicating key messages globally including local views and resource l Review Dyson internal tone (global English) l Train virtual managers in how to communicate with diverse audiences Lack of collaboration culture across departments and borders l Pilot projects that involve cross department/border working with clear stakeholders and agreed ways of working l Recognition and reward for cross departmental working or involvement in projects outside of the ‘day job’
IT Collaboration Programme – Scope Summary Telephony / 3 VC Suites Siemens Teamcenter Microsoft 2 Share. Point Microsoft Lync 1 2011 • Implementation of UK, MY, SG core telephony systems • Delivery Project Underway • Pilots to prove benefit • Transitioning to ‘Early Adopters’ to continue rollout globally • Now in use in X business areas • Initial pilots in IT, Unify and PLM • Early Adopters in Global PR 2012 • Implement global directory to core markets (UK, US, SG and MY) • Implement call routing across WAN on cost effective routes • Finalise Delivery • Go-live wk 18 • 2 month warranty • Further Early Adopters internationality in high value areas • Delivery of a replacement Intranet • Implementation to Group Finance, Group Marketing, GB&I Sales, Group Logistics and Group HR • Further Early Adopters internationality in high value areas • Full rollout to teams who wish to adopt • Introduction of Audio and Video conferencing capabilities to exec levels • Further enhancements, most likely centred around Manufacturing and 3 rd Party external collaboration (via Share. Point integration) • Extend Group implementations into Markets Microsoft Exchange 2013 • Global Implementation in Q 2 • Enable meeting room booking in key markets Q 2 • Enable meeting room booking in other markets Q 3/Q 4 • Develop IRDS • Rollout Information Retain and Disposal Schedule capabilities (IRDS) page 8
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