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TRANSCRIPT
People and Organisations for the Future
David Stephenson
Our World is changing. . .
3
Old World New World
Planned
Top down
Existing
Competence
Incremental
Hierarchy
Sector fit
Career ladder
Emergent or viral
Bottom up
Future
Soul, character, passion & energy
Transformational
Social network
Diversity
Career lattice
. . . we know we need to change.
“Technology is changing faster than our behaviours are.”
“We don’t have very long to reinvent ourselves if we are to survive or thrive.”
“We won’t change fast enough with our current people, attitudes, mindsets,
behaviours, skillsets and knowledge...”
• Right people...
• Right leaders…
• Right environment...
Intellect
Values
Motivations
Behaviours
Experience
75%
25%
Hard to change
Easy to change
Accuracy Predicting Future Performance
What “Habits” do we want to build?
Potential
Capability
The differentiating change competence for competitive companies is…
• Harnessing an organisation of people who thrive on the challenges of ambiguity, complexity and uncertainty, and who can successfully and rapidly implement strategic and operational changes (INSEAD study)
New markets
More clients
Revenue growth
Profit
Attrition costs
Utilisation
Expansion
SENSE OFURGENCY
FLEXIBILITYSector growth
10 crazy ideas for a crazy new world?
1. Net promoter score for line managers2. Clout index internally3. Real time online internal 360 index (& cheers/boos)4. Upward job interviewing5. In place promotion6. Social network map replaces org chart7. Strengths based recruitment, development & evaluation 8. Tailored rewards and development for mission critical roles9. Fixed term contracts for digital disruptors10.Passion based development
The life of a new manager
INPUT Enthusiastic High expectations External
knowledge and experience
CAPABILITIESOps know bestLow commercial acumen
STRUCTUREChain of commandEscalate decisions
PROCEDURESSlowComplexTime consumingPaperwork
INFORMATIONHard to accessOut of dateTime consuming
PERFORMANCE MANAGEMENT
MediocrityLimited consequenceGame the system
DisempoweredUnlearn Frustrated Not in controlLow expectations
OUTPUT Isolated maverick Revert to type Leave for a better life
Fuel innovation
(Source: Subramanium and Youndt)
Incr
emen
tal I
mpr
ovem
ent
Rad
ical
Inn
ovat
ion
Organisation capital
Humancapital
Strong
.25
Strong
.30
Strong
.54
Strong
.84
Negative
- .27
Social capital
Strong human capital on its own actually hinders radical innovation, but mixed with strong social capital it can strongly enable radical innovation
PUSH PULL