Do you want to get (more) active within Social Media as a company or are you already out there? What about your related ressources and the expertise of your employees? Are you already fit for the digital future? And have you ever heard about "Open Leadership"? More on http://digitalmindshift.com

1. Open Leadershipsummary and conclusions of charlene li‘s bookpart one Dieter Zirnig Digital Strategy

2. Dieter Zirnig, Vienna/Austria Digital Strategy Team (Scott Berg, Larry Nelson) Digital Ecosystem Defining and Executing Social Media f.e. Facebook (85 % coverage in EMEA) dieter.zirnig@hp.com @sugarmelon Open Leadership Welcome to this serie of presentation Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

3. Digital Strategy at HP – dedicated teams, which drive Social Media Digital Ecosystem at HP: Twitter, Facebook, Youtube, Blogs, etc Social Networks Digital Mindshift (New) Team- and Groupbehaviours, Skills and Leadership-Methods I find „Open Leadership“ from Charlene Li as one of the best books in direction of Social Media and Business at the moment Open Leadership Why? Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

4. Most of the content in this presentation is used from Charlene Li‘s Book „Open Leadership“ „Open Leadership“How Social Technology can transform the way you leadCharlene LiISBN 978-0-470-59726-2 http://www.amazon.com/Open-Leadership-Social-Technology-Transform/dp/0470597267 Open Leadership Transform the way you lead Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

5. Open LeadershipThe upside of giving up controlpart one Dieter Zirnig Digital Strategy

6. Open Leadership Why giving up Control is Inevitable Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

8. The Ten Open Elements

9. Open Information Sharing

10. Explaining

11. Updating

12. Conversing

13. Open Mic

14. Crowdsourcing

15. Platforms

16. Open Decision Making

17. Centralized

18. Democrativ

19. Consensus

21. Going Public

22. Saying Goodbye to Control

23. Letting go to build relationships

24. The Leader‘s dilemma

25. The new rules of Open Leadership

26. Action Plan

27. The Ten Elements of OpenessBased on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

28. Open Leadership Why Giving Up Control Is Inevitable • United Airlines Dave Carroll Musician United Airlines passenger He looked out of the plane window and could not believe, what he saw: „Baggage handlers tossing suitcases, sometimes dropping them on the ground. Among the items were guitar cases – also his guitar was thrown back and forth.“ Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

29. Open Leadership Why Giving Up Control Is Inevitable • United Airlines Dave Carroll claimed at the airport with no success Reparation of guitar: 1.200 US-$ What would you do, if you are a musician and deeply frustrated? Right! Dave Carroll wrote a song about his experience: „United Breaks Guitar“ and posted it on YouTube (July 7, 2009). over 7.000.000 YouTube visits end of 2009 Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

30. Open Leadership Why Giving Up Control Is Inevitable • United Airlines United Airlines was aghast and reached immediately out to Carroll. Dave Carroll Carroll‘s biggest desire was to have United‘s baggage damage policy changed. What happened and let us understand this better. United Airlines listened and then changed a couple of the policies almost immediately. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

31. Dave Carroll Open Leadership Why Giving Up Control Is Inevitable • United Airlines United Airlines was aghast and reached immediately out to Carroll. Carroll‘s biggest desire was to have United‘s baggage damage policy changed. What happened and let us understand this better. Think about: How are our HP‘s customers acting outside? What are the topics on Facebook, Blogs, Forums, Twitter. Are you covering them, do you listen and act? United Airlines listened and then changed a couple of the policies almost immediately. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

33. Individuals can broadcast their views to the worldThis „Digital Mindshift“ has come about three trends More people online The Widespread use of Social Sites The Rise of Sharing Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

35. 6.8 % in Africa, 19.4 % in Asia, 74.2 % in North AmericaBased on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

37. October 2009: The number grew up to 83 %

38. Social Networking from 27 % of global online user to 63 % (18-54 years)Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

40. Sharing gets cheaper, faster and easier and scalable

41. Updating status on Facebook and Twitter – access from everywhere

42. Creating a podcast via Telephone servicesBased on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

44. Problems, that once were resolved through private channels like phone calls and emails are now played out in public

45. Never could control, what people said over their backyard

46. Claiming about your job: Get the inside scope on glassdoor.com

47. Employees anonymously review companies and their leadership, titles and salaries in effort to help others who may be negotiating a job or raise Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

49. terrified about the power of Social technologies.

50. intrigued and excited about new opportunities

51. Leaders like the idea of hearing what their customers are saying

52. People start to work with Social Technologies and doing well – other fail

53. There is neither typical rhyme nor reason in these successes or failures

54. Size of the company, industry, prior experiences with social technologiesBased on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

56. Ability of leaders to let go of control at the right time, in the right place and in the right amount.

57. First step: Recognizing, that you are not in control

58. Your customers, employees and partners areIf you are among the many executives who long for the „good ol‘ days“ when rules and roles were clear, indulge yourself in that kind of thinking for just a few more minutes – then it‘s time to get to work. Charlene Li Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

60. Giving up control proactivly means regaining semblance of controlIt is one thing for customers to be aiming a gun at me. It is another thing to inivte them onto my site and hand them the gun myself.“ Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

62. In fact: it‘s the only chance you have of beeing able to influence the outcome.At a time, when customers and employees are redefining how they make and maintain relationshps with social technologies, it‘s high time that organizations rething the foundations of business relationships as well Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

64. Do you dictate the terms and expect the other person to follow you blindly?

65. Or do you continually invest time and hard work and endure many trials to grow and develope that relationship?Business is no different – it too is built on relationships. Leadership is defined by the relationship crafted between a leader and the people who decide to follow that person. ? Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

67. You can‘t make your employees support a strategy

68. They can simply act in a passive-aggressive manner and choose not to followFace it – you‘re not in control and probably never really were. ? Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

69. Open Leadership Letting go to build relationships In order to be „open“, you need to let go of the need to be in control. You need to develop the confidence – develope the trust - that when you let go of control, the people to whom you pass the power will act responsibility Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

70. Open Leadership Moving the new relationships forward Companies are used to broadcast messages to customers, focused on driving a specific action or transaction or telling employees, what work they should be doing Channels for communicating back and forth were minor compared to the volume and weight of the messages beeing issued by the company The result: many traditional business relationships lack depth and real engagement transactional Short-Term impersonal Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

71. Open Leadership Moving the new relationships forward Wouldn‘t it be great, if you could describe your business relationships like this? Thanks to Social Media Technology! Customers, employees, partners are taking on roles different from that old one – they feel empowered spreading their information far and wide engaged loyal passionate intimate Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

72. Open Leadership The Leader‘s Dilemma A forward-thinking king, who gives rights and freedom to serfs and makes them citizens, may end up abdicating his throneas these citizens agitate for more and more freedom over time („King‘s Dilemma, Samuel Hintungton, Political Order in Changing Societies, 1968) ...in opposite of loosing is throne or head as well Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

73. Open Leadership The Leader‘s Dilemma Many companies today face the same dilemma: Structured in classic command-and-control organizations, set up in post-war industrial-age Centralized hierarchies worked well to organize complex supply, manufacturing, and distribution processes that relied consistent methods and precise controls to maintain quality Only the most precisous, important information moved up and down corporate hierarchies – leaders relied on a clear „chain of command“. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

74. Open Leadership The Leader‘s Dilemma Two things happened to put pressure on traditional modes: Parameters of success have changed from process control to innovation You simply can‘t „Six Sigma“ your way into new markets Organizations need to develope the organizational flexibility to adapt to fast-changing situations Delivering Services than manufacturing objects A skilled and motivated workforce on the fron lines quickly chafes under strict limitations and hierarchies, unable to do what they think is needed because of headquarters‘ disconnected notions of what really works in the market Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

75. Open Leadership The Leader‘s Dilemma These leaders are asking the wrong question – should instead be asking: How do I develop the kind of new, open, engaged relationship I need to get things done? Executives often ask: „I‘m responsible so I have to control ... If you‘re telling me to give up control, how can I manage the discrepancy between control and results? Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

76. Open Leadership The new rules of Open Leadership Respect that your customer and employees have power Share constantly to build trust Nurture curiosity and humility Hold openess accountable Forgive failure Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

77. Open Leadership The new rules of Open Leadership Respect that your customer, employees have power Once you accept this as true, you can begin to have a real, more equal relationship with them. Without this mind-set, you will continue to think of „them“ as replacable resources and trest them as such. Listen to all of „them“ – Listening Manager Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

78. Open Leadership The new rules of Open Leadership Share constantly to build trust At the core of every relationship is trust Virtual Environments: Trust comes from daily conversation-pattern Share your thoughts, ideas, activities – build relationships Use Social Technologies like Twitter, Blogs, Social Networks. They remove costs of sharing and making it easy to form these new relationships Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

79. Open Leadership The new rules of Open Leadership Nurture curiosity and humility Notice: Sharing can turn into messagin only Express curiosity about what someone is doing and why something is important for others Generate Dialogs: „Retweet“, Crosslink, Cooporate, Like, Comment, Post, Share Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

80. Open Leadership The new rules of Open Leadership Nurture curiosity and humility Notice: Sharing can turn into messagin only Express curiosity about what someone is doing and why something is important for others Generate Dialogs: „Retweet“, Crosslink, Cooporate, Like, Comment, Post, Share Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

81. Open Leadership The new rules of Open Leadership Hold openess accountable Accountable is a two-way-street If your product causes someones problems, what‘s the first thing you should do? Apologize and figure out how to resolve the problem Likewise, if you give someone the ability to comment on your site and they misuse it, they should understand, that you will deny them future access Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

82. Open Leadership The new rules of Open Leadership Forgive failure Things go wrong all the time in relationships This it not to say, that failure is accepted; rather it is acknolwedged and understood Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

84. How would you describe the nature of the relationship today with your customers? With your employees? With your partners?

85. How would you like those relationships to look and feel two years from now? What are your biggest fears about giving up control?

86. What is the one thing about which you are most nervous about giving up control?

87. Whare do you see the greatest opportunities in letting go and beeing open?Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

88. Open Leadership The Ten Elements of Openess Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

89. Open Leadership The Ten Elements of Openess How can you be open while still running a thight ship? Organizations can be open and closed at the same time [...] Captain Manazir (USS Nimitz) welcomed us with a brisk overview of how the shop worked. Manazir was very approachalbe and easy to talk to, and I was impressed by his directness, energy, and confidence in his crew as, over and over again, he encouraged us to talk to as many people as possible, to ask any question we wanted. „This is your navy“, he said, „and it‘s your right to know how it works for you“. (Charlene Li) Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

90. Open Leadership The Ten Elements of Openess In other words: Defining a framework Communicating and explaining it Discuss it, make it transparent for everyone Everyone is the „king“ and everyone can „change“ Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

92. Ten Elements – divided into 2 groups

93. In many cases you aren‘t giving up control – you are shifting it to someone else in whom you have confidenceNavy-ExampleService is open when it comes to sharing non-classified information. But there is a strict hierarchies when it comes to make decisions Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

94. Open Leadership Open Information Sharing Information is the lubricant of any organization In the last decade flow of information around the company and into and out of the organization has vastly accelerated – from E-Mail to Social Technologies 6 different elements of information sharing Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

95. Open Leadership Explaining: Creating Buy-In Informing people about a decision, direction, strategy With the goal to get recipients – employees, associates, distributors and others – to buy into the idea, so that everyone is working towars the same goal OBM (Open Book Management): Involving every employee in making a firm more successful by sharing financial and operational information Charlene Li: „As I suggested [...] a key difference today is, that a new generation of workers is coming of age that believes ‚sharingness‘ is next to – or more important than – godliness. „ Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

98. Open Leadership Explaining: Creating Buy-In Take a look into Facebook – Mission: to give people the power to share and make the world more open and connected. Facebook went from a closed college student network to one, that allows developers and companies to use, create monay and innovate. Internally, Facebook is practising OBM, holding public question-and-answer sessions every Friday for one hour. OBM – talking about everything? Explain, why some things are not open to talk. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

100. Open Leadership Explaining: Creating Buy-In Key benefit - Aligning goals by sharing the logic,thinking, and decision making process behind the decision or action Difference today is, that sharing should be more regular, not just once a quarter when the executives of companies descend to share the results. Customers/Employees want to hear more details regulary It‘s the constant checking-in, that leaders do – made possible by blogs, podcasts, Twitter-accountd – that enables them to share their thoughts and decision. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

101. Open Leadership Explaining: Creating Buy-In Key benefit - Aligning goals by sharing the logic,thinking, and decision making process behind the decision or action Difference today is, that sharing should be more regular, not just once a quarter when the executives of companies descend to share the results. Customers/Employees want to hear more details regulary It‘s the constant checking-in, that leaders do – made possible by blogs, podcasts, Twitter-accountd – that enables them to share their thoughts and decision. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

102. Open Leadership Updating: Capturing knowledge and actions End the madness: People provide each other with updates on what they are doing by a lot of e-mails, sales-reports, metrics, analytics, product or project-updates Alternative: Publishing tools like Twitter, Blogs, Watercooler, are easily available, whenever someone needs them. By doing so, you make your information more transparent and (new) members can quickly get up to speed Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

104. Lean process improvement, winning awards, discussions about whether he gets paid too much, etc.

105. He begun blogging, becuse he wanted to „share thoughts with people about my experience here and their experiences in the hospital world.

106. There are a lot of parts of the job of a CEO: One of them is to position the company in the best possible light in the public environment: among consumers, potential consumers, potential adversaries.

107. What better way to do that than to write when you want, about the topics you want, in your own words?

108. You are not beeing edited by reporters or anyone else; you can get your message out in thirty seconds, and the whole world can see what you‘ve said

110. Define clear strategies for updating on external networks: Facebook, Twitter, etc.Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

111. Open Leadership CONVERSING • Improving Operations Executives say, they want to be closer to customers andemployees – want to know what they think about the firm‘s products, services, experiences and how the company can improve. Today, everyone can provide feedback: Blogs, Forums, Review-Pages and the company can talk back. Target: Conversing openly with the intent of improving operations and efficiency Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

112. Open Leadership CONVERSING • Improving Operations Putting community to work: Customer service is historically a cost center for most organizations. Tech-companies are turning to their expert customers and partner networks to take on that support work Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

114. This has allowed them to support a customer base of 88.000 companies with just two customer support people, as most of the problems that arise are aired and addressed inside the user community

115. SolarWinds is constantly investing in and managing the health of the community: frequently provide experts with content and training and use recognition to highlight the best experts.

116. They also monitor the health of the community, tracking response-time, issue resolution and user—satisfaction.

117. They also tout their user community as a key competetive advantage – when the company went public in May 2009 – they dedicated a part of their precious investor presentation time to explaining the value of their user community.Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

118. Open Leadership CONVERSING • Improving Operations Collarboration platforms provide structure for conversations: Conversions are helpful internally - they differ from the internal updates in that the conversations are centered about a specific topic or problem. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

120. Target: to be abloe to get in connection with each other

122. On iCHING you can pose a qestion at the end of your business day and find seventeen responses from around the world waiting for you when you arrive the next morning.

123. Groups gather together to solve problems, not because they were identified and prioritized by executives and managers, but because people on the fron lines self-identify problems and ask for help.Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

124. Open Leadership CONVERSING • Improving Operations Traditional enterprise applications are getting conversational Chatter f.e. is a try to build a sales-collaboration-platform. It integrates real-time updates and conversations Using sales opportunities or customer service incidents as the context for conversations Is there a hot deal in the works, or is a key customer having a service problem. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

125. Open Leadership OPEN MIC • Encouraging Participation Yahoo! has adopted the phrase „Open Mic“ – it captures the essence of the next tyoe of shared information Anyone and everyone is welcome to come forward and participate with no preconditions Hard to filter best and most relevant content. You need a system, where people rate and rank the material or provide reviews that good content rises to the top Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

127. ireport.com is a news-channel from CNN, where anyone can upload a video.

128. CNN staff do go through and vet a few that they then feature on the main site.

130. Encouraged them to record, what theyconsidered to be their best practises

131. Uploaded the video to their internal video sharing site called „OurTube“Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

133. ireport.com is a news-channel from CNN, where anyone can upload a video.

134. CNN staff do go through and vet a few that they then feature on the main site.

136. Encouraged them to record, what theyconsidered to be their best practises

137. Uploaded the video to their internal video sharing site called „OurTube“Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

138. Open Leadership CROWDSOURCING • Solving problems together The goal is to grow the source of new ideas and gather fresh thinking to create/improve new product or service This was always possible – there is a difference today The difference is, that this is happening on an unprecedented scale and is directed at encouraging a coherent contribution from an indicidual toward a specific goal, such as improving a piece of open source code, submitting an idea for a thirty-second ad, that will air on the Super Bowl, or uploading mobile phone pictures from a concert „Today, Crowdsourcing is gaining a foothold for the design of logos, letterhead, site-designs“, so Charlene Li Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

140. Two people created a hilarious spot „Free Doritos“, spending less than $2.000 to make a commercial that beat out all of the Madison Avenue agenciies to garner the top spot in USA Today‘s Ad Meter survey of the most-liked commercial during the game.

141. It was also voted the show‘s favorite ad by YouTube and Hulu audiences.

142. As a result, their commercial won the Doritos contest‘s $1 million prize.

143. comScore effect: Doritos showed the biggest improvement in consumer perception among advertisers on the Super Bowl show.

144. Most companies can‘t afford to run a high-profile contest the way that Doritos does.

145. But Crowdsourcing has since taken on a different flavor in that it‘s solving everyday problems.Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

146. Open Leadership PLATFORMS • Setting Standards - Sharing Data eBay is a great example of an open platform Standardized items, transactions The goal behind open platforms is to create standards, protocols, and rules, that govern how organizations and people can interact with each other. 2 types of open platforms Open architectures that structures and define the rules and interactions Open Data Acess that makes available data so that other entities can freely use it. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2 Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

147. Open Leadership PLATFORMS • Setting Standards - Sharing Data Open Architecture Openess is defined as a set of standards that lay out how organizations can work with each other Firefox Plug-in capabilities (specifications are defined) Facebook defined standards for APPs and pages Apple: iPhone APPs Complaints, that FB, Apple are not „open“, having proproetary and no industry standards For the platform to work and be adopted, it must have clear rules that define that openess Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2 Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

148. Open Leadership PLATFORMS • Setting Standards - Sharing Data Open Data Access Inside every company lies a rich warehouse of data, that could be of interest and benefit to customers and partners APIs – Application Programming Interfaces Google Maps API – allows its maps to be integrated into other sites („Mashups“) Twitter – people can experience Twitter completly off of its sites: third-party applications, mobile, etc. Twitter benefits from more customized, personal end-user interfaces, but potentially couls sufer from an inability to directly monetize users off of its site Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2 Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

149. Open Leadership Open Information Sharing Open Information Sharing and Decision Making Open Information Sharing is vitally connected to decision making - both might not necessarily go hand in hand Critical points More open decision making processes also typically require open information sharing If you are going to involve more people in the process, they have to have the right information on which to base their decisions. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2 Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

150. Open Leadership OPEN DECISION MAKING Like information sharing, open decision making varies significantly not only between companies but also within them 4 mayor types of decision making in organizations today Centralized Democratic Consensus Distributed Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

151. Open Leadership CENTRALIZED Small number of people (CEO with a small team around) have the knowledge and judgment to make centralized decision Advantage: Decisive and quickly and also effective, if the leader is trusted by the organization It may carry the stigma of „command and control“, whereby employees feel they are beeing dictated Key Challenge in Transparency: Not involving more people to define decison, open up information sharing in both directions, so that those i npower have the right information on which to base their decisions and also have the commitment to share it back out to the organization Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

152. Open Leadership DEMORATIC A limited set of choices is put forward to a group and voting is used to make the decision The creation and selection of the choices could be a simple „yes“ or „no“ vote Example: Service-Provider for company-cafeteria, X-mas event, etc. Employees feel greater sense of ownership in the process Democratic decision making isn‘t well suited for most situations Cost of mounting the outreach to engage potential voters can be daunting This process does not suite for complex decisions or strategic decisions Voting is open to politicking and based on popularity rather than merit (f.e. American Idol) Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

153. Open Leadership CONSENSUS Every person is involved and affected and has to agree about whatever is beeing decided, resulting in trementdous buy-in Example: Hiring – everyone has to feel comfortable that this is a good person to add to the team. It takes a lot ot time and effort to corral everyone into agreement Most organizations don‘t have the luxery of junking the entire org-chart or the ability to do so – but they can realize the benefits of self-managed teams with a variation called „distributed decision making“ Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

155. It is very, very hard.

156. Gore had no employees nor managers in the beginning – only associates.

157. The organization is extremly flat and hierarchies are actively broken down.

158. Decisions are made because people believe they need to be and agree to them

159. Decision making can be chaotic and very slow – in the end, everyone buys into it

160. 8.600 associates and $2.5 billion in annual sales uses „consensus“ decision—making from the beginning

161. „We vote with your feet. If you call a meeting and people show up, you‘re a leader.“Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

162. Open Leadership DISTRIBUTED Hybrid-Model of all of the preceding ones Pushing away decisions from the center to where the information and knowledge to make decisions actually reside – typically closer to the customer Once decisions are made closer to the edge, the actual method of making the decision may still be centralized – but the mere act of pushing it down into the organization means, that the buy-in is achived Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

163. Open Leadership DISTRIBUTED Decision-Making inside of distributed models may look and feel confusing or chaotic, but it‘s just the opposite Disciplin and Planning is needed to get everyone working in the same direction. The pay off: the ability to break down complex tasks as well as speed and ability. Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

165. Open Source Project

166. 170 employees

168. Volunteers routinely submit between 50 and 60 percent of all patches to Firefox

170. Work is divided into hundred „moduls“ led by „module-owners“, the only ones, who can authorize changes to the code. Many of them are not Mozialla—employees, and there‘s rigorous, detailed process for choosing and replacing module owners.

171. Everyone can make suggestions – one person is allowed to make the changes and one person makes the decision.Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2

172. THANK YOU dieter.zirnig@hp.com Based on „Open Leadership“, Charlene Li, ISBN 978-0-470-59726-2