LET PEOPLE BE THEMSELVES

When I was appointed CEO, my biggest concern was, would

this [job] allow me to truly say what I think? I needed to be
myself to do a good job. Everybody does.
-TED MATHAS, CEO, NEW YORK LITE
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Managers make their

expectations clear, but
individuals decide how to
meet
them!

HOW TO LET PEOPLE BE

THEMSELVES
Great retail businesses
ACCOMODATING DIFFERENCES
depend on characters who do
PHYSICAL: GENDER, RACE, AGE , ENTHICITY
things a bit differently
- Executive
MENTAL: PERSPECTIVES, ASSUMPTIONS, OPINIONS
NURTURING INDIVIDUALITY
FORGOING SOME DEGREE OF ORGANIZATIONAL ORDERLINESS

UNLEASH THE FLOW OF INFORMATION

Dream Organization

Age of social media

Employees awareness of the organization

(whats

going on?)
Radical honesty-that is, entirely candid, complete, clear,
and timely communication.

Ways of information handling by

managers
Need-to-know basis
Benign type of paternalism
Positive spin on negative situatian

Novo Nordisk
Novo Nordisks old culture

Novo Nordisk Way(new

culture)

Danish insulin-production crisis

Organizational facilitation

MAGNIFY PEOPLES STRENGTHS

Companies groom its employees even better

in a way that they ever thought they could be

Great rewards for minimizing labor costs than

increasing workers effectiveness

Such highly recognized rewards are given but

still this aspiration remained unfulfilled

WHY?
Examples

Meaning of productivity improvement

Mc Donald's foundation on cost efficiency
High reward strategy
Reputational capital

Stand For More Than

Shareholder Value
SHAREHOLDER VALUE:
The value delivered to shareholders because of management's ability
to grow earnings, dividends and share price.

The organization contributes to the greater whole

Employees find it important that the organization should stand for
something and that they can be proud of their employer. The right to
exist is closely linked to the organization's role in the community and
how it contributes to it. Profit should never be allowed to be the
highest aim.

Ten ways to create

Shareholder Value:

Do not manage earnings or provide earnings guidance.

Make strategic decisions that maximize expected value.
Make acquisitions that maximize expected value.
Carry only assets that maximize value.
Return cash to shareholders when there are no credible value-creating opportunities to invest in the business.
Reward operating-unit executives for adding superior multiyear value.
Reward middle managers and frontline employees for delivering superior performance.
Require senior executives to bear the risks of ownership.
Provide investors with value-relevant information.

Show How The Daily Work makes Senses

Beyond shared meaning, the executives weve spoken to want something
else. They seek to derive meaning from their daily activities.

The work itself is meaningful

What employees find important is that their work is meaningful. All of the

jobs/roles at the company must be necessary, making it clear how everyone's job
fits together. Staff wants their work to be enjoyable and energizing.

HAVE RULES PEOPLE CAN

BELIEVE IN
Organizations should be free from

unrealistic rules.
Simple rules to safeguard the
confidentiality of the company.
Respect for authority.
Authority is crucial for building and
maintaining structure.
Rules are equal and apply equally to
everyone.

 Everyone knows what the rules are for.

People want to do work in a place that

magnifies their strengths, not their

weaknesses.
Trading the comfort of being surrounded
by kindredspirits.
Work can be liberating, or it can be
alienating, exploitative, controlling,
andhomogenizing.

PEOPLE WANT TO DO
GOOD WORK
WHY ?
To feel better in an organization.
That magnifies their strengths, not weaknesses.
What they need for that ?
autonomy and structure
coherent, honest, and open place.

Achieving the Full Benefit of

Diversity
Fitting people, work habits, and thought traditions into a

vibrant culture.
Manager needs to find out when to forge ahead and when to
take the time to discuss and compromise.

Commonalities between
Organizations
1. The institutions are all very clear about what they do

well.
2. The organizations are suspicious, in almost a
contrarian way, of fads and fashions that sweep the
corporate world.

CONCLUSION