4. Old World New World
Planned Emergent or viral
Top down Bottom up
Existing Future
Competence Soul, character, passion & energy
Incremental Transformational
Hierarchy Social network
Sector fit Diversity
Career ladder Career lattice
5. “We won’t change fast enough with our
current people, attitudes, mindsets,
behaviours, skillsets and knowledge...” “Technology is changing faster than
our behaviours are.”
. . . we know we need to change.
“We don’t have very long to reinvent
ourselves if we are to survive or thrive.”
7. What “Habits” do we want to build?
75% Hard to change
Intellect
Values Potential
Accuracy Predicting
Future Performance Motivations
Behaviours
Capability
25%
Experience Easy to change
8. 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)
9.
10. More clients
New markets
Sector growth
FLEXIBILITY
Revenue growth
Profit
Attrition costs
SENSE OF Utilisation
URGENCY Expansion
11. 10 crazy ideas for a crazy new world?
1. Net promoter score for line managers
2. Clout index internally
3. Real time online internal 360 index (& cheers/boos)
4. Upward job interviewing
5. In place promotion
6. Social network map replaces org chart
7. Strengths based recruitment, development & evaluation
8. Tailored rewards and development for mission critical roles
9. Fixed term contracts for digital disruptors
10.Passion based development
12. The life of a new manager
INPUT
OUTPUT
Enthusiastic
Isolated maverick
High expectations
Revert to type
External
Leave for a better life
knowledge and
experience
CAPABILITIES STRUCTURE PROCEDURES INFORMATION PERFORMANCE
Ops know best Chain of command Slow Hard to access MANAGEMENT
Low commercial Escalate decisions Complex Out of date Mediocrity
acumen Time consuming Time consuming Limited consequence
Paperwork Game the system
Unlearn Disempowered Frustrated Not in control
Low expectations
13. Fuel innovation
Strong
Organisation
.25 capital
Incremental Improvement
Radical Innovation
Strong Strong
Social
.84
capital .54
Strong
Human .30 Negative
capital - .27
(Source: Subramanium and Youndt)
Strong human capital on its own actually hinders radical innovation,
but mixed with strong social capital it can strongly enable radical innovation