| GoalSharing Consulting LLC |
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Sharing Leadership
The Corning Story
Corning is the worldwide leader in glass & ceramics. Corning is also the leader in
Sharing Leadership, with Goal$haring incentives for everyone, keeping score,
rewarding goal achievement, and delivering continuous bottom line improvement results
for more than 25 years.
Corning's values begin with quality and include performance, the individual and
leadership for long term success. Sharing Leadership means everyone is involved, has
skin in the game and can contribute to continuous improvement successful results.
Sharing Leadership makes improvement everyones focus. Sharing Leadership rewards
everyone in the same unit with the same percentage reward.
G$ needs time for workforce implementation - usually 1 to 1 1/2 years for a complete
unit goals development and scorecard testing cycle. At Corning, G$ was developed for
5+ years with 15,000 employees during implementation. Corning now has over 50,000
employees worldwide.
Corning overcame a financial disaster in 2002 where sales dropped significantly after
fiber overstocking and a huge photonics write-off, reorganized, retained G$, redesigned
& grew R&D significantly, improved fiber market share, issued 50% more stock, now
repurchased. G$ has quietly helped with continuous improvement performance while
new R&D discoveries are evolving. Now for the R&D breakthroughs.
People, the Key to Long-term Success
People have the potential to impact business more than any other asset. To win in sports as a team
individuals are dependent on each other. Business is a competitive game played by people wanting to win
as a team. GoalSharing is a fully integrated process that enables individuals to team for business success.
Working together for business performance requires coordination of individual efforts. Empowering the
workforce with clear goals, performance scorecards and rewarding improvement provides the roadmap for
business teamwork. If employees have the same strategic measures, priorities and effective
communications achievements happen.
Corning developed G$ over 25 years ago and it has grown with the company with continuous improvement.
Employees everywhere are involved. Continuous Improvement, strengthens business performance and
supports growth. G$ is a worldwide performance process for busi-ness teamwork and competitive leadership.
Being the market leader does'nt just happen, it is the goal. Empowering and rewarding the brainpower and
teamwork of the workforce is a great opportunity. It was developed over time. Goal$haring began in 1989
with a pilot program at one location to test concepts. Over the first few years the GoalSharing parameters
were developed:
1. Strategic Goals. The strategic scorecard for each business unit is aligned with their business group
and customers to focus on long term success. The scorecard is the roadmap for business success.
Having everyone working together on key goals makes business success more likely.
2. Fair, Stretch Goals. This is part of the review process but very important. The mature business unit with
an aging product line has improvement goals substantially different than the new technology growth
business unit. It is important to set goals that are realistic and relevant to the business unit.
Every business unit should have reasonable chances of success at the 100% and 200% targets.
3. Business unit and line of sight focus. The employees closest to the business know the business
best. They plan their key business goals, how to work together for better performance, and tracking
progress. Every business unit is rewarded together and related units share experiences
The business unit creates excellent line of sight between its work and the corporations strategic measures.
4. Communications. This is key to effective collaboration. When everyone knows what they need to do
to improve performance, the knowledge will translate to improved business effectiveness.
Normally the scorecard is updated and communicated to all business unit members monthly.
5. Continuous Improvement. This is simple concept but very important from a business perspective.
Every scorecard is designed with continuous improvement as a ground rule. The payout begins
when performance is better than the last year. The better the performance the better the reward.
Continuous improvement has been working effectively for many years with this scorecard approach.
6. Rewarding business performance results. Everyone in a business unit receives the same percent
bonus. If we work to-geather we will be rewarded together. Employees enjoy performing well and usually
focused on individual performance, and are recognized by effective management. Then, the GoalSharing
re-ward opportunity creates an opportunity to inspire employees to understand the business and
how they need to collaborate with their fellow employees to improve business performance together.
Results are achieved through a combination of both business unit and individual performance.
7. Consistent Scorecard Methodology. Every business unit must use the same framework for keeping
score. Besides continuous improvement, each business must weight their goals according to importance
and set targets for expected results (100%) and above and beyond results (200%). As the year pro-gresses
results are reported and communicated so everyone knows where they stand.
8. Annual Review and Reward process. Every year each Goal$haring unit must have their plan reviewed
and approved. If the plan does not meet the criteria for approval then there is no plan for the new year. This
insures that all groups have an effective plan and sandbagging is minimized. GoalSharing has been in place
in good and bad times and there has always been a payout every year. On average, the payout has been a
little better than target, i.e. the midpoint of the reward range.
Collaboration with inspiration can enhance business performance year after year. People, their talents and
how they use their talents, are the key to long-term success. Believing in Sharing Leadership is validated
by sharing in the success (Goal$haring).
People have the potential to impact business more than any other asset. To win in sports as a team
individuals are dependent on each other. Business is a competitive game played by people wanting to win
as a team. GoalSharing is a fully integrated process that enables individuals to team for business success.
Working together for business performance requires coordination of individual efforts. Empowering the
workforce with clear goals, performance scorecards and rewarding improvement provides the roadmap for
business teamwork. If employees have the same strategic measures, priorities and effective
communications achievements happen.
Corning developed G$ over 25 years ago and it has grown with the company with continuous improvement.
Employees everywhere are involved. Continuous Improvement, strengthens business performance and
supports growth. G$ is a worldwide performance process for busi-ness teamwork and competitive leadership.
Being the market leader does'nt just happen, it is the goal. Empowering and rewarding the brainpower and
teamwork of the workforce is a great opportunity. It was developed over time. Goal$haring began in 1989
with a pilot program at one location to test concepts. Over the first few years the GoalSharing parameters
were developed:
1. Strategic Goals. The strategic scorecard for each business unit is aligned with their business group
and customers to focus on long term success. The scorecard is the roadmap for business success.
Having everyone working together on key goals makes business success more likely.
2. Fair, Stretch Goals. This is part of the review process but very important. The mature business unit with
an aging product line has improvement goals substantially different than the new technology growth
business unit. It is important to set goals that are realistic and relevant to the business unit.
Every business unit should have reasonable chances of success at the 100% and 200% targets.
3. Business unit and line of sight focus. The employees closest to the business know the business
best. They plan their key business goals, how to work together for better performance, and tracking
progress. Every business unit is rewarded together and related units share experiences
The business unit creates excellent line of sight between its work and the corporations strategic measures.
4. Communications. This is key to effective collaboration. When everyone knows what they need to do
to improve performance, the knowledge will translate to improved business effectiveness.
Normally the scorecard is updated and communicated to all business unit members monthly.
5. Continuous Improvement. This is simple concept but very important from a business perspective.
Every scorecard is designed with continuous improvement as a ground rule. The payout begins
when performance is better than the last year. The better the performance the better the reward.
Continuous improvement has been working effectively for many years with this scorecard approach.
6. Rewarding business performance results. Everyone in a business unit receives the same percent
bonus. If we work to-geather we will be rewarded together. Employees enjoy performing well and usually
focused on individual performance, and are recognized by effective management. Then, the GoalSharing
re-ward opportunity creates an opportunity to inspire employees to understand the business and
how they need to collaborate with their fellow employees to improve business performance together.
Results are achieved through a combination of both business unit and individual performance.
7. Consistent Scorecard Methodology. Every business unit must use the same framework for keeping
score. Besides continuous improvement, each business must weight their goals according to importance
and set targets for expected results (100%) and above and beyond results (200%). As the year pro-gresses
results are reported and communicated so everyone knows where they stand.
8. Annual Review and Reward process. Every year each Goal$haring unit must have their plan reviewed
and approved. If the plan does not meet the criteria for approval then there is no plan for the new year. This
insures that all groups have an effective plan and sandbagging is minimized. GoalSharing has been in place
in good and bad times and there has always been a payout every year. On average, the payout has been a
little better than target, i.e. the midpoint of the reward range.
Collaboration with inspiration can enhance business performance year after year. People, their talents and
how they use their talents, are the key to long-term success. Believing in Sharing Leadership is validated
by sharing in the success (Goal$haring).
The Challenge
Gettin’ good players is easy.
Gettin’ em to play together is the
hard part.
Casey Stengel
Gettin’ good players is easy.
Gettin’ em to play together is the
hard part.
Casey Stengel
| The Business Roadmap |
The Opportunity
None of us is smarter than all of us.
Satchel Paige
None of us is smarter than all of us.
Satchel Paige
Why Corning Succeeds
"We succeed through sustained investment in Research and Development
with deep materials science capabilities and a distinctive collaborative
culture."
Wendell Weeks CEO Corning
9/4/2013
"We succeed through sustained investment in Research and Development
with deep materials science capabilities and a distinctive collaborative
culture."
Wendell Weeks CEO Corning
9/4/2013