A JOURNEY OF TRANSFORMATION Kathy Cullen-Cote Corporate Vice President, Human Resources
Driving Organizational Culture 2
Global Software Company, $1B+ Revenue Design, Manufacture, Operate, and Service “Things” Leading Industrial Innovation Platform and Solutions Global Network of 350K+ Developers and 1K+ Partners
THE NEED TO CHANGE PTC embarks on a journey to pioneer the physical- digital frontier.
PORTFOLIO BUSINESS MODEL GO TO MARKET CULTURE
OUR APPROACH 6
KEY ITEMS Remove Blockers BOD Committee Experiential learning Support at all levels Sharing stories 70 top leaders alignment
New Behaviors MARKET-DRIVEN CURIOUS INNOVATIVE AMBITIOUS EMPOWERED ALIGNED RESPONSIBLE
OUR VISION Take a fresh look at things.
CHANGE CHAMPIONS Employee advocates drive innovation across PTC.
INTRODUCING CHANGE MAKERS Celebrating employees who are making A difference.
CEO WORLD TOUR 31 offices 4,400+ employees
DRIVING CHANGE Employees attend Focus on PTC sessions and Learning Labs
PTC 2020 LEARNING LABS Objectives • Make sense of change and understand role in the company transformation • Turn big picture strategy into a tactical action plan for individual contributors and managers • Understand the behaviors PTC needs to exhibit to win
OUR PLAYBOOK Employees align around our transformation strategy.
MEASURING SUCCESS 16
CHANGE READINESS INDEX – PULSE CHECK 10% 19% 27% 81% 73% 90% 2016 FY2017 2020 (Baseline) (Pulse) (Target) Ready for Change Unsure/Resisting 17
MEASURING OUR CHANGE PTC PTC Overall Pulse Improvement May 2016 Oct 2016 73 81 +8% CHANGE READINESS INDEX SCORE* +8% It is clear to me what PTC's change initiative entails 80 88 I can see a clear link between my work and PTC's +8% 71 79 objectives I feel empowered to make the changes necessary to +10% 63 73 make PTC 2020 a success Overall, I believe PTC 2020 will make PTC a better +5% 79 84 company *Index score is an average score of the four change readiness items Scores indicate the percentage of employees who agreed or strongly agreed with each statement 18
ADDITIONAL CHANGE READINESS ITEMS PTC PTC Overall Pulse Improvement May 2016 Oct 2016 I can clearly explain to others the long-term strategy +10% 71 81 of PTC +6% I believe we will succeed in the change initiative 73 79 I understand the goals and objectives of the +11% 77 88 PTC 2020 initiative Scores indicate the percentage of employees who agreed or strongly agreed with each statement 19
BOSTON GLOBE SURVEY 2012 VS. 2017 +31% New ideas are encouraged at PTC +29% I believe PTC is going in the right direction +16% My job makes me feel like I am part of something meaningful 20
EXTERNAL SIGNS 21
121 SEAPORT Our place . Our time .
PTC AUTHORS AR ROADMAP! PTC’s leadership in AR is put on display in a groundbreaking HBR article.
PTC STOCK SKYROCKETS 2016 2018 PTC shareholder value soars by executing three strategic pillars: Growth, Subscription, and Margin Expansion.
PTC NAMED IoT LEADER Industry analysts recognize PTC as the IoT leader.
TOP PLACE TO WORK The Boston Globe names PTC a top place to work!
WHAT NEXT 27
TALENT 28 28
THE NEW WAY… Step 1: Prepare • Standard process Define the Job Align & Plan • Research-backed practices Step 2: Find Top Candidates • Prioritizing for brains and passion Screen for Brains Sell the Job • Data driven decisions & Passion • Simple to use tools Step 3: Hire The Best • Mandatory training Predictive Index Competency for Job Fit Based Interviews 29
WHAT’S DIFFERENT? • Role of the hiring manager • Stakeholders for Hiring • Job requirements & job postings • Structured interviewing • Predictive Index • Evidence based candidate comparisons 30
OUR JOURNEY CONTINUES
DISCUSSION Q&A 32
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