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Global Ways of Working at Dyson

Explore the evolution of leadership and development models at Dyson, ensuring global culture expansion, and developing organizational capabilities. Address generational differences, geographic culture, and technology impacts. Implement changes in policies, management approaches, and legal implications to foster a global culture. Enhance communication, collaboration, and cross-border working through technology integration and cultural awareness. Build a matrix working environment to support international operations. Encourage global team effectiveness and international mindset in talent recruitment.

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Global Ways of Working at Dyson

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  1. Global Ways of Working at Dyson Cathy Doyle-Heffernan June 2012

  2. Picture a Dyson in 2017 that… 27  55 84  100 1745  2200+ 282  470 164  230 446 1000 0  150+ 0  100+ ???? 1100  1800 0  100+ *Conservative growth; does not include contract workers 137  175 • 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?

  3. Challenges and Implications Capability Culture Talent

  4. Team • 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) • 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 • Review current pilots with technology and how they impact needs • Identify new technology that enables mobile working • Outcomes and Measures • Changes to employment policies • Changes to management approaches and leadership style • Changes to structure or process • Legal implications

  5. Global Ways of Working 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? Virtual/remote management, matrix; time zone etiquette, non-English communication, culture training Enabling technology for collaboration & virtual working; communications that reinforces geographically expanding business, different parts of the business and how it fits together Generational differences in the workforce, geographic cultural norms

  6. Global Thinking Teams not working effectively internationally or feeling part of a global team • Move towards a more overt matrix working environment with systems to support it • 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 • Package and highlight cultural awareness resources currently available • Guides for ‘working internationally’ available as well as ‘country specific’ crib sheets International working not seen as expectation of people in their role • Recruit people with an international mind set who are happy to travel, do international assignments • 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

  7. Communication and Collaboration Communicating and collaborating internationally is often difficult and done ineffectively • Over reliance on email • Improve VC facilities and availability, broaden Microsoft Lync • HR/Comms support of virtual teams to use collaboration tools Cultural miscommunication of important messages • Review process for communicating key messages globally including local views and resource • Review Dyson internal tone (global English) • Train virtual managers in how to communicate with diverse audiences Lack of collaboration culture across departments and borders • Pilot projects that involve cross department/border working with clear stakeholders and agreed ways of working • Recognition and reward for cross departmental working or involvement in projects outside of the ‘day job’

  8. IT Collaboration Programme – Scope Summary 3 2 1

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