2. Culture Defined We define Culture as the combination of values, principles, and behaviors that, taken together, provide a NA Sales environment where we attract, develop and retain the best resulting in a highly motivated and innovative workforce that promotes CA’s Core Values and attainment of CA’s strategies and objectives.”
5. You can see real company values by who gets rewarded, promoted, or let go 5
6. Real values are the behaviors and skills that we value in fellow employees Ethical Moral Winning High Performance One Team Trust Commitment Support Family Understanding
7. Respect for People You are open, honest and ethical You assume positive intent in others You are quick to admit mistakes You are non-political when you disagree with others You only say things about fellow employees you will say to their faces
8. Consistently Innovate and Advance You remove roadblocks You reward intelligent risk taking You create new ideas that prove useful You challenge prevailing assumptions when warranted and suggest better approaches You make wise decisions despite ambiguity
9. Inspire Customer Loyalty You are dedicated to outstanding quality You do the right thing for our customers You seek to understand our strategy, market, and customers You are broadly knowledgeable about business, technology and our customer’s needs
10. Create Amazing Team Spirit You have fun and work hard You deliver on promises You seek what is best for CA, rather than best for yourself or your function You make time to help your colleagues You share information openly and proactively
11. You identify root causes, and get beyond treating symptoms You pursue issues to discover practical solutions to hard problems You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what must be done well now, and what can be improved later Judgment 11
12. You listen well, instead of reacting fast, so you can better understand You are concise and articulate in speech and writing You are known for candor and directness You treat people with respect independent of their status or disagreement with you You maintain calm poise in stressful situations Communication 12
13. You accomplish amazing amounts of important work You demonstrate consistently strong performance so colleagues can rely upon you You learn rapidly and eagerly You focus on great results rather than on process You exhibit bias-to-action, and avoid analysis-paralysis Impact 13
14. You tactfully say what you think even if it is controversial You make tough decisions without excessive agonizing You take smart risks even when the choice not to do so is open You question actions inconsistent with our values Courage 14
15. You inspire others with your thirst for excellence You care intensely about CA’s success You celebrate wins You are relentless You are the example Passion 15
16. “You question actions that are inconsistent with our values” Part of the Courage value Akin to the honor code pledge: “I will not lie, nor cheat, nor steal, nor tolerate those who do.” All of us are responsible for value consistency 16
17. Values reinforced in hiring, in 360° reviews, at comp reviews, in exits, and in promotions 17
19. Principle 1. High Performance from Everyone Imagine if every person in CA NA Sales is someone you respect and learn from…
20. Like every company, we try to hire well and retain the best Principle 1. High Performance from Everyone
21. But, unlike many companies, we practice “adequate performance gets a generous severance package.” Principle 1. High Performance from Everyone
22. We’re a team, not a family We’re like a pro sports team, not a kid’s recreational team Coaches’ job at every level of CA to hire, develop and cut smartly, so we have starts in every position 22 Principle 1. High Performance from Everyone
23. Principle 1. High Performance from Everyone The Keeper Test Managers Use: “Which of my people, if they told me they were leaving in two months for a similar job at a peer company, would I fight hard to keep at CA?” 23
24. The other people should get a generous severance now, so we can open a slot to try to find a star for that role The Keeper Test Managers Use: “Which of my people, if they told me they were leaving in two months for a similar job at a peer company, would I fight hard to keep at CA?” 24 Principle 1. High Performance from Everyone
25. Honesty Always To avoid surprises, you should periodically ask your manager: “If I told you I were leaving, how hard would you work to change my mind to stay at CA?” 25 Principle 1. High Performance from Everyone
26. What about Loyalty? What about Hard Workers? What about Brilliant Jerks? 26 Principle 1. High Performance from Everyone
27. Principle 1. High Performance from Everyone Loyalty is Good Loyalty is good as a stabilizer People have been stars for us, and hit a bad patch, get a near term pass because we think they are likely to become stars for us again We want the same: if CA hits a temporary bad patch, we want people to stick with us But unlimited loyalty to a shrinking company or to an ineffective employee, is not what we are about 27
28. Principle 1. High Performance from Everyone Hard Work – Not Directly Relevant It’s about effectiveness – not effort – even though effectiveness is harder to assess than effort We don’t measure people by how many evenings or weekends they are in their cube We do try to measure people by how much, how quickly and how well they get work done – especially under deadline 28
29. Brilliant Jerks Some companies tolerate them For us, the cost to teamwork is too high Diverse styles are fine – as long as the person embodies the 9 Values 29 Principle 1. High Performance from Everyone
30. Principle 1. High Performance from Everyone Why are we so manic on high performance? In procedural work, the best are 2x better than average In creative work, the best are 10x better than average, so huge premium on creating effective teams of the best 30
31. Principle 1. High Performance from Everyone Why are we so manic on high performance? A Great Workplace is made up of Amazing Colleagues 31
32. Principle 2. We are Grounded and Decisive Our strategies are grounded in reality
33. Principle 2. We are Grounded and Decisive We deal with FACTS not opinions
34. Principle 2. We are Grounded and Decisive Items discussed can be executed upon They’re not just theoretical
35. Principle 2. We are Grounded and Decisive We use data effectively We draw conclusions No analysis paralysis
36. Principle 3. Everything we do is Pass-Fail because… The outcome trumps the task We are Goal Driven
37. Principle 3. Everything we do is Pass-Fail because… We are fanatical about goals We Keep Our Eye on the Ball We know how to block and tackle
38. Principle 3. Everything we do is Pass-Fail because… We never let circumstances compromise our commitment to our goals We don’t rationalize mistakes. Can Do!
39. Principle 4. We are Fast and Relentless, so We have outrageous urgency The Impossible is Possible
40. Principle 4. We are Fast and Relentless, so We NEVER quit on a deal The Impossible is Possible
41. Principle 4. We are Fast and Relentless, so We anticipate obstacles and plan for them The Impossible is Possible
42. Principle 4. We are Fast and Relentless, so We prioritize our time to stay proactive Success@30 is our mantra The Impossible is Possible
43. Principle 5. We are Committed We are committed to something bigger than self; to fellow team members, to the team or function or area, to the Areas and the NAs.
44. Principle 5. We are Committed Leaders emerge from any position
45. Principle 5. We are Committed We pull off the impossible
46. Principle 5. We are Committed We imagine and take on the unconventional
47. Principle 5. We are Committed We are creative There is always a better way
48. Principle 6. We are Resilient We don’t require perfect circumstances for success
49. Principle 6. We are Resilient Problems are opportunities in disguise Problems are opportunities to shine
50. Principle 6. We are Resilient Change creates energy Resistance to change retards growth
51. Principle 6. We are Resilient Challenges are motivation
52. Principle 6. We are Resilient We are undaunted Swagger We are LEGENDARY
53. Principle 7. We are Winners, who Thoughtfully pick battlegrounds…and then go all-in
54. Principle 7. We are Winners, who Have high standards for deployment of finite resources
55. Principle 7. We are Winners, who Set high standards of professionalism and demand compliance
56. Principle 7. We are Winners, who Discipline to strip-line
57. Principle 7. We are Winners, who Fanatical about organization charts and High Value Networking HVN is a daily HABIT
58. Principle 7. We are Winners, who Not afraid to ask the tough questions
59. Principle 8. We are Strategic Partners We have business acumen
60. Principle 8. We are Strategic Partners Business Alignment templates are way of life
61. Principle 8. We are Strategic Partners We speak in our customer’s language
62. Principle 8. We are Strategic Partners We understand our customer’s business
63. Principle 8. We are Strategic Partners We articulate future end-state and business outcomes
64. Principle 8. We are Strategic Partners We are not afraid of financials and business metrics ROI is KING
66. We believe that… Responsible People Thrive on Freedom And are Worthy of Freedom 66
67. We believe that… The Responsible Person is Self motivating Self aware Self disciplined Self improving Acts like a leader Doesn’t wait to be told what to do Never feels “that’s not my job” Picks up the trash lying on the floor Behaves like an owner 67
68. Our desire is to increase employee freedom, rather than limit it, and thereby continue to attract and nourish innovative people, so we have a better chance of long-term continued success 68
69. With the Right People We can expectResponsibility, Innovation and Self-Discipline from each person and therefore provide more Freedom 69 We believe that…
71. Freedom is not absolute. Like “free speech” there are some limited expectations to “freedom at work” 71
72. Two Types of Necessary Rules Prevent irrevocable disaster E.g. Financials produced are wrong E.g. Hackers steal our customers’ information Moral, ethical, legal issues E.g. Dishonesty, harassment are intolerable 72
73. Mostly, Though, Rapid Recovery is the Right Model Just fix problems quickly High performers make very few errors We’re in a creative-inventive market, not a safety-critical market like medicine or nuclear power You may have heard preventing error is cheaper than fixing it Yes, in manufacturing or medicine, but… Not so in creative environments 73
75. Most companies have complex policies around what you can expense, how you travel, what gifts you can accept, etc. Plus they have whole departments to verify compliance with these policies. 75
76. CA Policies for Expensing, Entertainment, Gifts and Travel: “Act in CA’s best interests” (5 words long) 76
77. “Act in CA’s Best Interests”Generally Means… Expense only what you would otherwise not spend, and is worthwhile for work. Travel as you would if it were your own money. Disclose non-trivial vendor gifts. Take from CA only when it is inefficient to not take, and inconsequential. “taking” means, for example, printing personal documents at work or making personal calls on work phone: inconsequential and inefficient to avoid 77
78. Freedom and Responsibility Many people say one can’t do it and scale But since going public in 2002, which is traditionally the beginning of the end for freedom, we’ve increased talent density and employee freedom substantially. 78
79. Summary of Freedom and Responsibility: Minimize Rules. Inhibit Chaos With Ever More High Performance People. Flexibility Is More Important Than Efficiency In The Long Term. 79
80. “If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead teach them to yearn for the vast and endless sea.” -Antoine De Saint-Exupery, Author of The Little Prince *translation uses ‘people’ instead of ‘men’ to modernize 80 We believe that …
81. The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people 81 We believe in Empowerment It’s about Context, not Control
82. Context not ControlProvide the insight and understanding to enable sound decisions Context Strategy Metrics Assumptions Objectives Clearly-defined roles Knowledge of the stakes Transparency around decision-making Control Top-down decision-making Management approval Committees Planning and process valued more than results 82
83. Exceptions Control can be important in emergency No time to take long-term capacity-building view Control can be important when someone is still learning their area Takes time to pick up the necessary context Control can be important when you have the wrong person in a role Temporarily, no doubt 83
84. Managers: When one of your talented people does something dumb, don’t blame them. Instead, ask yourself what context you failed to set. 84
85. Managers: When you are tempted to “control” your people, ask yourself what context you could set instead. Are you articulate and inspiring enough about goals and strategies? 85
86. Good Context Link to company/functional goals Relative priority (how important/how time sensitive) Critical (needs to happen now), or… Nice to have (when you can get to it) Level of precision and refinement No errors (credit card handling, etc.), or… Pretty good/can correct errors (website), or… Rough (experimental) Key stakeholders Key metrics/definitions of success 86
87. Why Managing Through Context? High performance people will do better work if they understand the context 87
88. Investing in Context This is why we are so open internally about strategies and results 88
89. Highly Aligned, Loosely Coupled Three Models of Corporate Teamwork Tightly-Coupled Monolith Independent Silos Highly Aligned, Loosely Coupled 89
90. Tightly-Coupled Monoliths Senior management reviews and approves nearly all tactics Lots of x-departmental buy-in meetings Keeping other groups in agreement has equal priority with pleasing customers Mavericks get exhausted trying to innovate Highly coordinated through centralization, but very slow, and slowness increases with size 90
91. Independent Silos Each group executes on their objectives with little coordination Work that requires coordination suffers Alienation and suspicion between departments Only works well when areas are independent E.g. GE: aircraft engines and Universal Studios 91
92. The NA Sales Choice Tightly-Coupled Monolith Independent Silos Highly Aligned, Loosely Coupled 92
93. Highly Aligned, Loosely Coupled Highly Aligned Strategy and goals are clear, specific, broadly understood Team interactions are on strategy and goals rather than tactics Requires large investment in management time to be transparent and articulate and perceptive and open Loosely Coupled Minimal cross-functional meetings except to get aligned on goals and strategy Trust between groups on tactics without previewing/approving each one – groups can move fast Leaders reaching out proactively for ad-hoc coordination and perspective as appropriate Occasional post-mortems on tactics necessary to increase alignment 93
94. Highly-Aligned Loosely Coupled teamwork effectiveness is dependent on high performance people and good context Goal is to be Big and Fast and Flexible 94
95. We believe that … Pay Top of Market is Core to High Performance Culture One outstanding employee gets more done and costs less than two adequate employees We endeavor to have only outstanding employees 95
96. Three Tests for Top of Market for a Person What could person get elsewhere? What would we pay for replacement? What would we pay to keep person? If they had a bigger offer elsewhere 96
97. Employee Success It’s pretty ingrained in our society that the size of one’s raise is the indicator of how well one did the prior year – but at CA there are other factors too – namely, the outside market In our model, employee success is big factor in comp because it influences market value In particular, how much we would pay to keep the person But employee success is not the only factor in comp, so the linkage of prior year performance to raise size is weak 97
98. Good For Each Employee To Understand Their Market Value It’s a healthy idea, not a traitorous idea, to understand what other firms would pay you, by interviewing and talking to peers at other companies Talk with your manager about what you find Minor exception: interviewing with groups that directly compete with CA, because their motive is in part confidential information 98
99. In some time periods, in some groups, there will be lots of opportunity and growth at CA Some people, through both luck and talent, will have extraordinary career growth 99 Promotions & Development
100. Baseball Analogy: Minors to Majors Very talented people usually get to move up, but only true for the very talented Some luck in terms of what positions open up and what the competition is Some people move to other teams to get the opportunity they want Great teams keep their best talent Some minor league player keep playing even though they don’t move up because they love the game 100
101. CA Doesn’t Have to be For Life In some times, in some groups, there may not be enough growth opportunity for everyone In which case we should celebrate someone leaving for a bigger job that we didn’t have available to offer them If that is what the person prefers 101
102. Two Necessary Conditions for Promotion Job has to be big enough We might have an incredible manager of something, but we don’t need a director of it because the job isn’t big enough If the incredible manager left, we would replace with manager, not with director Person has to be a superstar in current role Could get the next level job here if applying from outside and we knew their talents well Could get the next level job at peer firm that knew their talents well 102
103. Timing If manager would promote employee to keep them if employee were thinking of leaving, manager should promote now, and not wait Both tests still have to be passed Job big enough Superstar in current role 103
104. Development We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning colleagues and giving them big challenges to work on Mediocre colleagues or unchallenging work is what kills progress of a person’s skills 104
105. Individuals should manage their own career paths, and not rely on a corporation for planning their careers Like retirement planning – safer as individual responsibility 105
106. Individual’s economic security is based upon their skills and reputation We try hard to consistently provide opportunity to grow both 106
107. Why is culture important? What is our culture trying to support? 107
108. Culture is How a Firm Operates What practices give CA the best chance of continuous success for many generations of technology and people? 108
110. Need a culture that supports rapid innovation and excellent execution 110 Both are required for continuous growth There is tension between these two goals; between creativity and discipline
111. Need a culture that supports effective teamwork of high-performance people 111 High performance people and effective teamwork can be in tension also – stars have strong opinions
112. Need a culture that avoids the rigidity, politics, mediocrity, and complacency that infects most organizations as they grow 112
113. This slide deck is our current best thinking about maximizing our likelihood of continuous success 113
114. Our culture is a work in progress Every year we try to refine our culture further as we learn more 114
Orlando: You empower those that work for you (this is in leadership)
Orlando thoughts: Support innovation through empowerment. Fail quickly Share success Be different – do different Innovation is grass roots
Orlando: CA first, Team second, Self last … in all we do inside and outside our company to inspire customer loyalty and delight. (should this be in next slide on Team Spirit?)
Orlando: Work Hard, Play Hard, Win BIG
Orlando: Market Based (local) decision making Move fast Don’t be afraid to decide – don’t wait for others to decide Stop analysis paralysis
Orlando: Your decisions and communications will not be overturned by other leaders. Other leaders will not skip level 3-4-5 levels to drive their own agenda and create miscommunication across our enterprise.
Orlando: Productivity not Activity. Vocation not Avocation. Results not Busy Work. Impact not Appearing Active.
Orlando: With no fear of retaliation or politically becoming an outcast or marked as a problem within the institution. If we desire to have people actually deliver the traits of courage, our culture has to support it. Today it does not, neither top-down nor across.
Orlando: You set the example in all that you do
Orlando: A little over the top and not necessary for what we are trying to accomplish. May come off like the cub scouts or girl scouts type of thing. This is a senior leadership team in the largest IT management company in the world. Keep it intellectual.
Orlando: Not sure what this means or what the point is.
Orlando: It all starts with people. We strive to hire and retain the best.
Orlando: Net necessary and don’t get it.
Orlando: Don’t know. I have been hit hard for sports and war analogies. That said, maybe some are too soft for our culture because we are a high performing athlete when the sum of our parts is optimized and in shape.
Orlando: If someone on your team wore the other team’s jersey tomorrow, would you fear them?
Orlando: Don’t get this severance point. Can’t perform and the conditions in which the individual is asked to perform are honestly that due of high performance – manage them up or out.
Orlando: Don’t get this either
Orlando: Productivity is our measure of performance through results. Activity without results is busy work and deserves no reward.
Orlando: Who is the profile you are really after here? Say it. Brilliant Jerks is too open to interpretation. Idiot Savant?
Orlando: The highest W2 earners are proven to spend minimum 3 hours a day with clients (use a stopwatch and determine where you fall.) Every time you start a conversation with a client start the watch. As soon as it ends, stop the watch. At the end of the day, take an honest look at your metric. Those that spend less than 3 hours a day talking to clients are average and below average W2 earners.
Orlando: Are they really? If you say this, you better have those strategies vetted by the employees and garner support before you announce them or this will become water cooler fodder. Let’s face it – not all corporate strategies are viewed as reality by the infantry in the trenches. Those in the glass house have no idea on reality type syndrome.
Orlando: Opinions and gut calls should be proved fact with the data. Don’t paralyze the organization from making decisions in timely manner (sometimes split second) to remain innovated, empowered and competitive.
Orlando: If you are going to say it. You have to deliver it and live it. CA is not ready for this level of commitment.
Orlando: Red or Green – there is no Yellow
Orlando: Making target is not enough. We strive to exceed in every metric, measure and category of our business.
Orlando: This is not grounded in reality
Orlando: Never, Never, Never Give Up – Winston Churchill
Orlando: Do not assume. If you want to assume – assume you have lost or are in the losing position
