1. &
Creating a people-centricCreating a people-centric
organisationorganisation
– the role of training– the role of training
WOLCE Oct 2001WOLCE Oct 2001
Angus Jenkinson,Angus Jenkinson, Chairman,
Stepping Stones Consultancy Ltd
& Patty Lyon,& Patty Lyon, Worldwide Chief
Knowledge Director, Ogilvy
2. &
Agenda and aimsAgenda and aims
• Sharing the OgilvyOne experience
• Creating the right culture for success
• Linking personal and business objectives
• Managing the development and training
3. &
TrufflesTruffles
• The aim of truffles is to support training of
people and ongoing management of their
work.
““We pursue knowledgeWe pursue knowledge
the way a pig pursuesthe way a pig pursues
truffles.truffles. David OgilvyDavid Ogilvy
4. &
OgilvyOne worldwideOgilvyOne worldwide
• Founded in 1972 by David Ogilvy
• US 2.8 billion dollars in billings
• 116 offices in 55 Countries in 70 Cities
• 4,500 employees including 1,500 interactive
specialists
• 12 clients served in 5 or more markets, the
number one in the world
• Ranked number 1 in many markets, almost
everywhere amongst the top 3
5. &
Stepping Stones partners with clients to
achieve more value for customers and
employees and the organisation.
• We develop skills and teams, facilitateWe develop skills and teams, facilitate
breakthrough or take responsibility forbreakthrough or take responsibility for
added value projects.added value projects.
• Ten years oldTen years old
• InnovativeInnovative
• CaringCaring
• EffectiveEffective
• EthicalEthical
• UK and global associatesUK and global associates
win-win-winwin-win-win
good for customersgood for customers
good for employeesgood for employees
good for the organisation.good for the organisation.
6. &
Customer OwnershipCustomer Ownership
Customer Ownership is the brand name of the
OgilvyOne proprietary knowledge and practice
system designed to support OgilvyOne in enabling
people to work smarter.
Facts:
• There are 2,305 knowledge objects on Truffles
• Documents vary from over 10,000 accesses to
those only accessed once
7. &
Knowledge team principlesKnowledge team principles
• Involving people from different offices so
there would be buy-in from those offices later
• Ensuring that there was involvement and
participation by some of the best minds in the
network
• Getting a spirit of ownership in everything
that happened
• Training does not just happen from a centre
but also can happen by people training each
other across the organisation network
8. &
12 principles to share12 principles to share
• Interaction is always better one to one
• VIPs must sustain responsibility
• “Grass Tops” alone never make it
• Practicality matters
• Be like oysters
• Every system needs planning and overhauls
• Discovery online is individual
• Measure success
• Visuals are a universal language
• Workflow is the game of entry, learning path raises the
bar
• Language cements community
• Fun matters
9. &
Interaction is always better one to oneInteraction is always better one to one
• Face to face is importantFace to face is important
• PersonalisePersonalise
• Create relevanceCreate relevance
• Meet all needsMeet all needs
10. &
VIPs cannot escape responsibilityVIPs cannot escape responsibility
• Take it from the topTake it from the top
• Stay the course on strategy: Adoption isStay the course on strategy: Adoption is
geometricgeometric
• One breakthrough can pay for itOne breakthrough can pay for it
• Leaders need to leadLeaders need to lead
11. &
““Grass Tops” alone never make itGrass Tops” alone never make it
- it needs “Grass Roots”- it needs “Grass Roots”
• The value of the heavy user!The value of the heavy user!
• Show recognitionShow recognition
• Think global, act localThink global, act local
12. &
Practicality matters -Practicality matters - training in everythingtraining in everything
important related to the jobimportant related to the job
• Cases
• Theory
• Tools
• Discussion Papers and Think Pieces
• Discussion areas where people can exchange views
• Electronic copies of articles from major journals such
as the Harvard Business Review and the Interactive
Journal
• Speeches
• Sales presentations made to clients
• Examples of work
• And most importantly the best of creative material that
has been done with clients around the world.
13. &
Be like oystersBe like oysters
Surround yourself with people who make youSurround yourself with people who make you
into a geminto a gem
14. &
Every System needs regular overhaulsEvery System needs regular overhauls
and good planningand good planning
• Implementing improvements and
enhancements takes a lot of planning and
communication. Take the launch of
Essentials…
Learning Linked to What’s New
15. &
Discovery Online is individual andDiscovery Online is individual and
unpredictableunpredictable
• Moments of Discovery are different for
everybody
16. &
Impressions countImpressions count
• First visitFirst visit
• Visuals are a universal languageVisuals are a universal language
• Design and QADesign and QA
• ListenListen
18. &
Workflow is the game of entry: learningWorkflow is the game of entry: learning
path raises the barpath raises the bar
• Truffles as a training path aims to contribute
at least two levels:
– It aims to provide tools and techniques that enable
people to do what they are doing more efficiently
– It enables people to think more effectively and
therefore operate more effectively in what they do
19. &
Language cements communityLanguage cements community
• A knowledge management system can help
users to speak the language or organisation
jargon
• Shared language relates to shared ideas
20. &
Fun mattersFun matters
• Joy through learning and developmentJoy through learning and development
matters, but so does fun.matters, but so does fun.
• We create interesting areas of the web siteWe create interesting areas of the web site
• We surround the Truffles system withWe surround the Truffles system with
activities to add funactivities to add fun
• The Truffles logo, our pig, exemplifies theThe Truffles logo, our pig, exemplifies the
principleprinciple
21. &
ConclusionConclusion
• New learning still amounts to a sharing of
knowledge between people
• Individuals have to take responsibility for
their own learning and knowledge
• People have to take their own initiative and
responsibility
• Learning responds to the enthusiasm of the
individual
• Enthusiasm needs infrastructural support
“A very few dedicated people can make a very
big difference”
22. &
For further informationFor further information
Angus Jenkinson
Chairman, Stepping Stones Consultancy Ltd
FREEPOST STEPPING STONES
Tel +44 1933 226888
angus@stepping-stones.org
Patty Lyon
Worldwide Chief Knowledge Director, Ogilvy
Tel +1 212 237 6695
patty.lyon@ogilvy.com