CULTURE: HOW BOB IGER REMADE THE HOUSE 

THAT WALT DISNEY BUILT

(Part 1 out of 4)

by J. P. Donlon

Even iconic brands need fixing from time to time. But instead of the easy fixes, Bob Iger played the long game by addressing Disney’s cultural issues head-on with a three-pronged strategy, making it a stronger, more profitable company with greater depth in its overall brand. The takeaway for CEOs is that, yes, culture—and persistence—matter

Few people appreciate that when Walt Disney died in 1966, he left a company that was very different from the one he started in 1923. Even Mickey Mouse had changed numerous times over the years. Today, Bob Iger presides over The Walt Disney Company, only the sixth CEO in its history, a very different company from the one Walt knew; but in important ways, it is very much the same. The technology and delivery may be different; but at its core, Disney remains an entertainment company that’s all about memorable characters and storytelling.

When he became CEO in October 2005, Iger faced a time of extended turmoil. The preceding five years had been marked by a hostile takeover attempt, a shareholder revolt, a board in conflict and years when performance fizzled. The once leading animation department hadn’t had a hit in years. The brand had become somewhat tarnished and employees no longer believed in Disney’s greatness. One of Iger’s first tasks was to make peace with dissident shareholders Roy Disney and Stanley Gold and to convince them to drop their lawsuit challenging the choice of Eisner’s successor.

Once this undertaking was behind him, Iger set about transforming Disney, surprising friend and foe alike, since transformative change was not expected from an insider. Having earned a degree in Television and Radio at Ithaca College, the Long Island native began his career as a weatherman in Ithaca, New York and moved up the ranks of network TV to become chairman at ABC. After Disney bought the network in 1996, he became Eisner’s heir apparent. As he outlines in the following interview at Disney’s Burbank studios, Iger quietly started to implement a different vision.

What Disney lacked, Iger sought to acquire. In 2006, the company bought Pixar Animation Studios in a $7.4 billion deal he personally negotiated with Steve Jobs. In 2009, he negotiated a similar deal for Marvel Entertainment for $4 billion. In 2012, he hit the jackpot by convincing George Lucas to have Disney take over Lucasfilm and the rights to Star Wars. (Star Wars VII is now in production). In each case, Iger’s hands-off policy has allowed the individual units to continue being creative. Certainly, the recent blockbuster Frozen, based on a Hans Christian Andersen tale, which topped $1 billion at the box office worldwide, suggest that Disney is on a tear.

The $45 billion company with 175,000 employees has grown too large to be run from the top down. It now comprises four divisions and five key brands, Disney, ESPN, ABC, Marvel and Pixar. It also consists of cruises and theme parks around the world. The most ambitious is Shanghai Disney, now under construction and due to open in 2015. Observers reckon it will be Iger’s capstone achievement (his current contract expires in June 2016).

The payoff has been dramatic. During Iger’s tenure through the end of the 2013 fiscal year, Walt Disney’s total shareholder return was 202 percent. In other words, if you invested $100 at the beginning of his tenure, your investment would have been worth $302 at the end of 2013. In addition, the company’s share price recently hit an all-time closing high of $79.23 in February. The stock was just $23.81 when Iger became CEO. What’s more, the company’s market cap reached $130 billion for the first time ever.

Other recent milestones from last year include:

• Revenues and profits reached new highs for three years running.
• Film releases generated the best box office results in Disney history.
• Record attendance at company theme parks in California, Florida, Tokyo and Hong Kong.
• Consumer products divisions posted its first $1 billion profit year—without fully benefiting from the Star Wars bonanza following the acquisition of Lucasfilm.
• In addition to Disney’s animation app for iPad, six of the 10 most popular downloads on Amazon Kindle were Disney apps. ESPN’s user traffic on mobile devices exceeded that on desktops.

Always admired, Disney topped last year’s ranking by the Reputation Institute, a private firm that measures consumer’s perceptions. In 2012, it ranked 17. It ranks ninth overall in Fortune’s list of the most admired and second on Barron’s 100 most respected companies.

With the possibility of Iger’s stepping down less than two years off, the contest over who will replace him looms. The departure of Disney Media Networks co-chairman Anne Sweeney, one of the company’s two top television executives—along with ESPN head John Skipper—focuses the spotlight more intensely on two candidates: resorts chairman Thomas Staggs and CFO Jay Rasulo. In 2010, Iger had the two switch jobs, a move that gave Staggs his first operational experience and Rasulo involvement in financial decision-making.

Fuente: Chief Executive

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EXECUTIVE ATTENTION - ATENCIÓN EJECUTIVA

EXECUTIVE ATTENTION - ATENCIÓN EJECUTIVA

(by Dilbert)

Created by Scott Adams, Dilbert is about the world's most famous -- and funny -- dysfunctional office

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KAIZEN AND OTHER TOOLS TO IMPROVE CULTURE AND BOOST PRODUCTIVITY

by Colin D. Baird

Don`t wait for a crisis to unhinge your strategic plans. CEOs can use the principles of continuous improvement to engage employess in ways that can improve productivity while creating a culture of direct involvement

Management consultant guru and statistician Dr. W. Edwards Deming spoke frequently on executive responsibility in maintaining American employee’s intrinsic motivation. He warned that if CEO’s did not develop deep employment cultures built around capturing man’s innate desire towards improving the organization, the resulting loss of self esteem, dignity, and cooperation of the American worker would become nearly insurmountable. He believed this would ultimately become a root cause behind America’s decline in operational excellence, productivity, and ultimately become a limiting factor in America’s ability to compete in a global marketplace.

It turns out he was right, but what can be done about it? What tools can be used by executives today to reinvest in man’s intrinsic motivation to increase stakeholder’s rates of return on human capital, and lost productivity?

New Balance Tennis Shoes (NBTS) is a 2.0B privately held company that manufacturers tennis shoes using American labor in their various Mass. locations. Their competitors include Nike and Adidas, both of whom offshore manufacturing operations. To keep their 1,300 American jobs here in the U.S., founders Jim and Anne Davis recognized the need for investing in their employment culture, and process improvements beginning in 2003. When they began, throughput rates were dismal, and employees had few opportunities to improve the system.

Early on in their journey, executives, and employees at NBTS were introduced to Kaizen events. Kaizen is the Japanese word for “continuous improvement.” These events focus on improving anything relating to man, method, machine or material, and how they contribute to waste, and inefficiencies in the business process. Employees are responsible for identifying specific methods for achieving target conditions or goals during, and after the Kaizen event.

The goal of Kaizen events is to have employees study problems, and identify root causes of waste and inefficiencies in the system. They are designed to improve morale, business process, and the systems they function within. Ancillary benefits include increases in production rates, and capacity as waste is identified then eliminated by Kaizen participants.

Through the use of Kaizen from 2003-2008, work in process (WIP) at NBTS was reduced from 9 days to 4 hours. Production facilities were dramatically reduced in size, production capacity was expanded, and today it takes proud American workers just 4 hours to make a pair of tennis shoes. By comparison, it takes 6.6 overseas workers to match the productivity from just one American New Balance employee. (1)

What other tools can the CEO use today to overcome negative employee morale while improving organizational productivity?

Don’t wait for your corporation’s culture crisis to begin.

Doing well doesn’t mean you can’t do better tomorrow. Waiting too long to improve your culture may mean giving your competition an opportunity to pounce just like Toyota did to the Big Three 30 years ago. When Toyota first came to America in 1973 there was a gas crisis. Customers wanted options to replace their gas guzzlers. Once they experienced Japan’s higher quality, lower cost, and longer lasting vehicles, the needle had swung too far for American manufacturers to catch up.

Improve Your Organization’s Thinking On Failure.

Great organizations use failure as their catalyst to improve. Employees don’t fear retribution from disclosing failure to management; they are encouraged to do so.

Onboard a U.S. Navy aircraft carrier a missing wrench can lead to catastrophe if it is ingested into the engine of an aircraft. Wrenches must be accounted for at all times. When they are not, production is shut down while the teams look for it. When the wrench is located, the ensign who disclosed the loss of his wrench to a senior officer is rewarded by the executive in command. The failure is then studied in great deal to identify, and remove its cause. The executive wants to make sure he sends the right message to his team. Improvements can only begin once we identify where the opportunities exist for doing so.

Establish a constant purpose for your business, and make it clear to your employees. If for example your purpose is to stay in business, serve your customers, and employ people, it’s going to be much easier for employees to get on board towards contributing towards these goals than if your only objective is to make money. While making money contributes toward all of these objectives, employees will improve things when they understand their contributions towards your business’ purpose.

Reverse course by eliminating lay offs. New Balance executives assured their employees no one would lose their jobs if they contributed towards improving the business. Management created a Kaizen structure that enabled employees to do so. Employees deserve the chance to help you improve, and Kaizen enables this behavior .

If you engage your employees to out think everyone else, and give them a structure in which to do it, you’ll capture more market share, and become the dominant force in your industry while your competition wonders what you’re doing so differently.

Fuente: Chief Executive

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CONFERENCE CALL

CONFERENCE CALL 

CONFERENCIA TELEFÓNICA

(by Dilbert)

Created by Scott Adams, Dilbert is about the world's most famous -- and funny -- dysfunctional office

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PEER COACHING AS A TOOL FOR 

CULTURE CHANGE

by Sally Helgesen

How does an incoming CEO make systemic changes in an established company when its employees have become demoralized or fearful? I’m thinking of a storied manufacturing firm that only recently emerged from a decade of turmoil and drift. An independent analysis concluded that an overly ambitious expansion effort in the mid-2000s had resulted in the company launching projects it lacked the resources to deliver. Managers and engineers, reluctant to bring bad news to bosses who had advocated for expansion, let troubled projects fester until problems became acute.

The firm’s new CEO is promising to address the resulting dysfunction by creating an “ownership culture” in which employees are rewarded for warning about problems early and held responsible for letting them get out of control. He believes this approach will “empower” people throughout the firm to hold themselves accountable for their actions. In pursuit of greater “transparency,” he’s signed a deal for enterprise software that will enable his executive team to track the progress of the company’s myriad contracts around the world.

As you can tell from the ironic quotes, I don’t find the CEO’s fondness for buzzwords reassuring. Rather than articulating a plan or method for instilling the kind of culture change he professes to desire, he blends the aspirational with the punitive and dresses it in business jargon.

Perhaps this is not surprising––even the most successful companies struggle when confronted with the need to change behaviors among thousands of employees, especially behaviors that are rooted in legacy conditions. And while software programs offer an excellent means of monitoring processes and providing status updates, they are of little use in addressing the fear and demoralization that have been dragging down this company’s performance.

At heart, these are cultural problems. Given the complex nature of global organizations today, as well as their growing reliance on full-hearted engagement of human talent, culture is increasingly recognized as the nub of challenges resistant to logistical fixes.

Yet culture change is difficult, in part because to be effective it must spread throughout the organization; strenuous efforts to reach out to top teams or focus on high performers can only go so far. Continued skepticism among groups that feel excluded or disengaged can undermine the most beautifully designed change effort - particularly when fear plays a role in the equation.

So what does it take to support far-reaching behavioral shifts of the kind our CEO needs to put into place? There are many routes, but I would like to suggest one of the least expensive and most underutilized tools for spreading needed change throughout an organization: the simple but effective practice of peer coaching.

Until a decade or so ago, peer coaching was most widely used by educators as a means of helping less experienced teachers get up to scratch. More recently, a few companies have been adapting the method as a way to extend some of the benefits of coaching to large numbers of employees in a cost-efficient way. In essence, peer coaching works by giving people a forum, a process, and a means of support for addressing their own development challenges, as well as holding themselves accountable for needed change. Rather than working with a professional, each member of a peer coaching pair acts as a sounding board and resource for the other.

Peer partners typically work together for a specific period. Assignments are made based partly on a self-assessment of each participant’s strengths and weaknesses, and partly on the project leader’s view of specific things that participants may need to address.

For example, a financial services company was seeking to break down divisions that existed in the aftermath of merger. The senior team laid out a goal to align the two entities, but the leader of a large, newly constituted client services team saw weak or even nonexistent relationships as jeopardizing the cohesion needed to achieve that. The problem was exacerbated by the fact that employees were still working in different cities where the merged companies had been based.

Rather than go to the expense of co-locating, the leader decided to use peer coaching to get people not only talking but directly involved in each other’s success. Individuals from the merged companies were paired and taught the basics at a full-day session. Pairs interviewed one another to get a sense of one specific thing each could do to help strengthen their internal connections and extend their networks more broadly.

Peers were then asked to create lists of five to 10 specific actions that would demonstrate measurable progress in meeting their goals. They were urged to focus on concrete steps, rather than the generic or aspirational: for example, “I will follow up with two people I meet at this session,” or “I will make a point of having lunch with X when I visit her site.”

Peer pairs then committed to a brief phone exchange on a regular basis. Each kept the other’s list available so they could pose questions during these sessions, asking for examples that demonstrated one another’s progress. At the end of each month, pairs evaluated their progress and updated their lists of questions. When the group reconvened after 90 days, participants reported not only a significant extension of internal networks but also measurable improvements in challenges such as handling stress and effective time management. Having a peer hold them accountable for actions they themselves had committed to proved to be a real boon in terms of improving their performance.

The CEO of the manufacturing firm cited above could learn by studying this example. Although he is clear about the need for people to hold themselves accountable for alerting leaders to troubled projects, he is proposing to achieve this by “empowering” them with the stick of a punishment or the carrot of a reward.

In other words, he only plans to address extrinsic motivation, which comes from the outside. But people are more likely to make sustainable shifts in their behavior when their capacity for intrinsic motivation is addressed. This is the way of culture change, as opposed to process improvement: It recognizes that an organization can’t change unless its people do. Peer coaching can be helpful because it engages people in their own growth and development.

Fuente: strategy+business

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GREAT DAY - GRAN DÍA

GREAT DAY - GRAN DÍA

(by Dilbert)

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QS LatAm UNIVERSITY RANKINGS 2014

Published annually since 2011, the QS University Rankings: Latin America ranks the region’s top universities. The ranking methodology is based on seven key indicators selected to reflect regional strengths and priorities

Overall Score Overall Score Academic Reputation Employer Reputation Faculty Student Citations per Paper Papers per Faculty Faculty Staff with PhD Web Impact	Search			Show only
1100.0	Pontificia Universidad Católica de Chile
298.9	Universidade de São Paulo (USP)
397.1	Universidade Estadual de Campinas
495.5	Universidade Federal do Rio de Janeiro
594.7	Universidad de Los Andes Colombia
694.1	Universidad de Chile
791.4	Tecnológico de Monterrey (ITESM)
891.0	Universidad Nacional Autónoma de México (UNAM)
990.3	Universidade Estadual Paulista "Júlio de Mesquita Filho" (UNESP)
1087.3	Universidade Federal de Minas Gerais
1087.3	Universidade Federal do Rio Grande Do Sul
1286.1	Universidad de Concepción
1385.4	Pontificia Universidade Católica do Rio de Janeiro (PUC - Rio)
1484.6	Universidad Nacional de Colombia
1584.2	Universidade Federal de São Paulo (UNIFESP)
1684.1	Universidad de Santiago de Chile - USACH
1782.2	Universidade de Brasilia (UnB)
1882.0	Universidade Federal de São Carlos
1981.3	Universidad de Buenos Aires
2080.7	Universidad Austral - Argentina
2179.2	Universidad Nacional de La Plata
2278.9	Pontificia Universidad Católica Argentina Santa María de los Buenos Aires - UCA
2378.7	Universidad de Antioquia
2378.7	Universidad de Costa Rica
2578.5	Universidad Nacional de Córdoba
2678.0	Instituto Politécnico Nacional (IPN)
2777.9	Universidad Central de Venezuela - UCV
2877.8	Universidad Iberoamericana (UIA)
2977.3	Pontificia Universidad Católica de Valparaíso
3076.9	Pontificia Universidad Católica del Perú
3176.5	Pontificia Universidad Javeriana
3276.3	Universidad Simón Bolívar Venezuela
3375.6	Pontificia Universidade Católica de São Paulo (PUC -SP)
3475.2	Universidade do Estado do Rio de Janeiro (UERJ)
3574.7	Universidad Autónoma Metropolitana (UAM)
3673.8	Instituto Tecnológico Autonomo de México (ITAM)
3772.6	Universidad Austral de Chile
3872.5	Pontificia Universidade Católica do Rio Grande do Sul
3971.5	Universidad Técnica Federico Santa María
4071.2	Universidade Federal do Paraná (UFPR)
4170.0	Universidade Federal de Santa Catarina
4268.5	Universidad del Rosario
4368.2	Universidade Federal do Pernambuco
4468.1	Universidad Torcuato Di Tella
4566.6	Instituto Tecnológico de Buenos Aires (ITBA)
4666.4	Universidad de San Andrs
4666.4	Universidad Nacional de Rosario
4866.3	Universidad de Puerto Rico
4966.0	Universidade Federal Fluminense
5065.6	Universidad de las Américas Puebla (UDLAP)

Fuente: QS TOP UNIVERSITIES

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