Transcription
Addressing the5 Dysfunctions of a TeamJim Hine&Greg MacwayUniversity of California, San Francisco1
About UCSF 5.9B Enterprise, 8.9B economicimpact 24,000 employees, 3,300 students,1,500 residents, 1,000 postdocs Top ranked schools in research,primary care Top public recipient of NIH funding in2019 Top ranked hospital with 1.1M outpatient visits2
UCSF Supply Chain ManagementStrategic ProcurementFinancial OperationsConstruction ContractingLogistics Purchasing Consultation & PlanningStrategic SourcingCommodity ManagementContract ManagementFacilities’ Inventory Warehouse
UCSF Supply Chain ManagementStrategic ProcurementFinancial OperationsConstruction ContractingLogistics DisbursementsTravelMeeting & EntertainmentSupplier RegistrationCard ProgramsOperational Support
UCSF Supply Chain ManagementStrategic ProcurementFinancial OperationsConstruction ContractingLogistics Large Project Contracting Real Estate & Facilities SourcingContract Templates
UCSF Supply Chain ManagementStrategic ProcurementFinancial OperationsConstruction ContractingLogistics Moves & InstallationsEquipment ReceivingMail/Package DeliveryStorageGas & Alcohol SalesSurplus Property DisposalBio-Specimen Freezer Storage
Supply Chain is showing phenomenal resultsUCSF collaborates with the other 9 campusprocurement/supply chain groups to deliversubstantial benefits.Our strategic investments in P2P systems andsourcing resources have delivered 50MM incampus specific benefit to UCSF in FY2019.TargetTotal UC BenefitsLocation GeneratedBenefits FY18/19 YTD 100FY 2012-13 382Actual 170 120 134 140FY 2013-14FY 2014-15 269 280 298 308 165FY 2015-16FY 2016-17FY 2017-18All numbers in MMUniversity of California-San Francisco WinsNAEP Excellence in Procurement AwardColumbia, Maryland — The University of California-San Francisco was granted the Award of Excellence inProcurement by the National Association of Educational Procurement (NAEP) in recognition of its entireprocurement department's contribution to the mission of their institution. The award was presented at aceremony held during the association’s 2018 Annual Meeting in Orlando, Florida.7
Trouble on the HorizonOur successes were the acts of heroes and not sustainableDepartment Assessment:“The whole is not as good as the sum of its parts”8
What’s Wrong?Two Requirements for Success:Smart Strategy Marketing Finance TechnologyHealthy Minimal Politics Minimal Confusion High Morale High Productivity Low Turnover9
UCSF’s Organizational Health JourneyBUILD ACOHESIVELEADERSHIPTEAMCREATECLARITY10
Conflict11
The Five Dysfunctions of a TeamThe Role of the LeaderInattention to Avoidance of Lack of Fear of Absence of Focus on Collective OutcomesConfront Difficult IssuesForce Clarity and ClosureMine for ConflictGo First!12
We sucked November 201713
Key Learnings Build Trust Embrace Conflict Use a Meeting Strategy Ask for help14
Key Learnings Build TrustOvercome the Fundamental Attribution ErrorThe natural tendency for human beings to falsely attributethe negative behaviors of others to their character, whileattributing our own negative behaviors to our environment.Use a Profiling Tool to Understand DifferencesMyers-Briggs and others help to get beyond what people doand build empathy to why they’re doing it.15
Key Learnings Embrace ConflictConflict onflict ContinuumMean-SpiritedPersonal AttacksExamples of Conflict Norms Mining Real-time permission Silence equals disagreement If a discussion starts in a meeting it ends in meeting Remove the back door16
Key Learnings Use a Meeting lopmentalTiming5 – 10 minutes45 – 90 minutes2 – 4 hours1 – 2 days17
Key Learnings Ask For HelpThe Untapped Advantageof Organizational HealthKristine KernThe Source for Organizational Healthwww.tablegroup.com18
We got better December 201819
and Clarified our Purpose1.WHY DO WE EXIST?3.WHAT DO WE DO?We enable academic, medical, and researchexcellence.We manage the Supply Chain processes for UCSFto source, procure, contract, move, pay and storegoods and services.2.4. HOW DO WE BEHAVE?Work collaborativelyAction-orientedInnovative / Change Agents HOW WILL WE SUCCEED?Innovate best practicesIncrease customer satisfactionDo what is right for UCSFDo what is right for SCM staff5. WHAT IS MOST IMPORTANT RIGHT NOW?Improve Customer Experience20
SCM Operational FunctionsEarning the right to continue to grow our peopleand our organizationStrategicPurchasingFinancialOperations Accounts PayableDisbursementsTravelMeeting & EntertainmentQuality AssuranceVendoringCard ProgramsOperational Support Bus-43 Purchasing Strategic Sourcing Commodity Management Contract Management Inventory WarehouseConstructionContractingLarge Project Contracting& Sourcing Support forReal Estate & FacilitiesLogistics DistributionMailReceivingSurplusStorageFreezer FarmSCM Support ServicesSupply Chain ManagementCustomer Service (Helpdesk, Customer Experience Management)Admin & Finance (Office Management, Employee Engagement, Communications, Marketing, HR, Finance)Project Management & Strategic Initiatives (Team Transitions, Change Management)Business Systems (Bearbuy, MyExpense/Concur, Connexxus, ASCtrak, USB, GEP, Transcepta, FICO, PaymentWorks)Analytics (Operational Reporting and Information Management)21
Questions?Is a hot dog a sandwich?22
Addressing the5 Dysfunctions of a ty of California, San Francisco23
Addressing the 5 Dysfunctions of a Team Jim Hine & Greg Macway . University of California, San Francisco. 1. About UCSF 5.9B Enterprise, 8.9B economic impact 24,000 employees, 3,300 students, 1,500 residents, 1,000 postdocs . The Five Dysfunctions of a Team.
