Cases
Telefonica
In a segment of accelerated speed in function of its technologies and demands, and with a Brazilian state company background, today is part of Spanish Group, Telefonica acknowledges its amazing challenges of constant changes and cultural transition.
On 2007, signs a partnership with QuotaMais Consultoria and approves a project of investment in Culture and Leadership, which is released on May 2008.
The Proposal has come in the format of Leadership Development Program – PDL – with the objective to mobilize the Telefonica Leaders’ Community for a high performance environment, considering 3 critical criteria: Sustained superior result, client satisfaction and positive climate.
Therefore, the Telefonica Leaders’ Community is not in favor only of the development of managerial Competences, but in favor of managerial changes for a new cultural proposal. This is your differential in the market.
The structure of the Program contemplates sequential modules of development that takes 500 leaders of the Company, in lower groups and in the format of workshops, to discuss the current culture of the company, the desired culture and the gap between these two realities. The complexity
of business and the urgency sense in the relation with the market demand more space for innovation, protagonism, agility and group commitment, in favor of the overcome of challenges and the permanent attention to institutional image.
The mapping of current and desired culture used the Cultural Dimensions of Geert Hofstede:
» Power Distance – higher or lower level of proximity between hierarchical levels.;
» Individualism (in the sense Protagonism) versus Collectivism;
» Masculinity (goals, objectives, sucess) versus Feminility (climate, people, development);
» Uncertainty Control – it has less or more space for experiments and risk.
The Direction Committee also integrates the discussions lived in the PDL by the Directors and Managers, in an evolutive process of alignment and synthesis. It is highlighted that the Program contents always are in favor of ethical attitudes, understanding Ethics as an environment, where the transparency and the relations of respect and quality are the main axis.
The 4 Modules of the Program stimulate in the leaders attitudes of influence and protagonism, in favor of cultural drivers. In parallel, all the members of PDL had sessions of individual coaching, during the Modules, with the purpose of customized development treatment. In the beginning of the process it contemplated self evaluation of Leadership Styles and evaluation by the teams, what happened to be a useful development tool. In the end, all are again evaluated to understand its evolution aligned to the cultural process.
A coach group was prepared in the specific methodology of PDL Telefonica and, during the process, kept systematic meetings of alignment and case discussions, always having as guide the plan of desired culture in Telefonica, mapped by the leaders. It is known that the cultural transition does not happen in the individually, but on the group dynamic and, therefore, coaching is customized aiming at the Leadership Community.
The individual sessions methodology is based on the implementation of learning actions of new behavior standards and the description of these actions is put in the management website of the Program, so that the Community can access. The set of actions implemented in the company in function of the project already is, in itself, a relevant product of investment.
Parallel initiatives and deployment of PDL – meeting between areas, discussion forums, teams discussions, new projects – makes a movement that speed up the process rhythm and validates the project.
The invitation to the Program Participants, in all steps, is to expand its influence capacity, in favor of a Telefonica each time more quick, winner and respected by
its stakeholders.
The last module is called as the Collective Leadership, acknowledging that, as said by Paulo Gaudêncio – one of the PDL consultants -, “alone we go faster, together we go farther.”
'PDL – acknowledged by all – increased the self knowledge and also the Leaders’ self knowledge. The Team Effect, the capacity of all to speak among themselves,
is a great value. We managed to build a vision of the Company and a Leadership Community. Even in the more difficult moments, we kept the PDL. We knew where we wanted to go.’
[Antonio Carlos Valente, President of Grupo Telefonica]
Light
Culture and leadership Light 2009-2010
Sustained Investment
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Light is a symbol of Rio de Janeiro and QuotaMais is proud to contribute for the cultural development of this company, which product is essential to people’s lives.
Light’s and Rio's history are closely linked, as their challenges in quality and overcoming their limitations are also significant. It is like a “open sky factory”, in a exposed and social geographic environment.
In the last quarter from 2008, QuotaMais was invited to become partners in a Project aimed at the development of Culture of
Credit and Result and the structure proposes begins with the following text:
“Light is interested in identifying the cultural stage in order to support the strategic decisions and investments in the transaction process. The Market demands changes and there is no path but to increase the leadership, the focus in sustained results, the systemic vision of the Organization and the eye on the market.
The Projeto Cultura da Light proposes to be the base for all the investments in Leadership: competence models, development actions, individual and collective, performance and reward systems, selection, etc. It includes workshops, individual coaching and researches (Culture and Leadership Styles), in evolutional and integrated stages.”
The project began with Board meetings discussing the current and desired Cultura Light and the profile of a leader to endure the change process. In order to realize the concepts and methodologies used in the Project, the members of this strategic group were evaluated in leadership styles and had the opportunity to discuss individual paths for development, in addition to their role as reference team for the project that was about to begin.
The next stage was the approval of the Leadership Competence Model, built from interviews and focus groups with different hierarchy levels of the Company. In the end, all the leaders participated in workshops for the propagation of this proposal and the familiarization with the contents, aiming to evaluate the following implemented Competencies.
The criteria and consistency of the change proposal was already clear, as well as an educational support process for the development of over 200 leaders of the Company. The heterogeneity of this team must be emphasized, not only for their age and time in the Company, but especially in terms of understanding the
meaning of being a leader and to value this role. The effort for the construction of a leadership language was being initiated, a language that provided strength and meaning to the collective actions of the leaders, their high impact operation, its sensitive financial management, its complex commercial management.
In May 2009, The Program of Leadership Development – PDL – based especially in the process of cultural transition mapped in the Board of Directors and already reflected in the Competence Model. It would be the base education to align the language, criteria and practices for the actions of Superintendants, Managers and Coordinators, for approximately 20 months.
The PDL was conceived in 4 modules of 2 days each, plus individual guiding sections for Superintendants and Managers (two sections after each module). This structure had as rational, not only the required space for all the contents to be worked, but also to sustain the educational rhythm (a collective meeting, every 5 months). The individual sections would reinforce the process and also would describe what was being discussed (sections planned for the structuring of learning actions).
As
prework of module 1, the participants were able to be evaluated in Leadership styles and this same evaluation was part of the end of the Program, as an
important
feedback of the stage of experience of each Leader, as well as their alignment to the drivers of the Desired Culture in the Company.
The PDL began in June 2009, with positive evaluation by the Leadership as a whole. It was considered as an opportunity to increase the internal networking and
align the efforts in favor of the cultural transition.
In module 1, all the participants discussed the current and desired Culture, using the same methodology used in the initial work with the Board of Directors and in
the end, the validation of the process of transition was simple: the path of change was clear, for all levels involved in the process.
In module 2, the High Performance Team was the subject, with the unfolding of the contents required for change and again the groups valued the work and alignment.
In this moment, Light goes through a very important change in its path: Cemig takes over the Company management and a new Board of Directors is indicated for Light.
The Projeto Cultura e Liderança remains online. A significant investment was already made for the development of the Organization and the Leadership alignment. The drivers of the cultural transition were validated and the course of PDL is reassured.
Although this was a critical moment of change in the Board of Directors, the decision is to execute the Mood Survey already planned. QuotaMais conducted the
survey in order to favor the feedbacks to all the leaders of the Organization, since the internal Mood resulting especially from the Leadership Styles in force was understood. This language already surrounded the Organization and the Mood results were worked area to area and they even reinforced the learning given by PDL.
Throughout 2010, 2 more modules were conducted: Development Culture (focus in experiences) and Client Vision (bases in cases of Light itself). It was possible to recognize in this many groups of these 2 workshops, postures already identified as culture drivers (leadership, focus on results, etc.), as well as the presence of a more uniform management language.
Again, the evaluations were positive and the participants leave with tools to renew the leadership practices. The individual sections continue to support the structuring of applicative actions and the process goes on for its closing and the synthesis of learning of the people and their impacts in Light management.
The challenges of the company remain present and as always, the tension id increased in the summer, the time of bigger use of energy and risk of difficulties. The Light Leadership – in all levels – knows that and continues aware of its path for quality and overcoming limitations.
But it also recognizes that it is easier to work as a team, with a clear path and sustained rhythm of development.
The Projeto Cultura e Liderança has an acknowledged role in this story.
'The process of cultural transition is always challenging e strategic for any Organization.
To reach the desired success, we engage partnership with QuotaMais in order to support us in this moment of change, which was fundamental in the last two years. Since the mapping of the existing scenario, going through planning and implementation of the PDL modules.
The results were fantastic and the impact of the program and the development of leaderships is immensurable. Nowadays, we are more prepared to assume a role
of protagonist leaders of cultural change in the Company, conduct high performance teams, provide Excellency services, and specially to enchant our clients,
because it is for them that we write our future and our history.'
[Marco Vilela, Light Comercial Superintendant S.E.S.A]