The changing dynamics of the business environment and all its stakeholders - people, platforms, purpose - have unleashed a range of possibilities and challenges. What are they, and how does an organisation and its HR adapt? (Presentation made at the Asian Paints HR conference - Evolve, Connect, Enhance - on 12/12/13) Talk transcript at http://www.scribd.com/doc/191431771/Final-Talk-Points

1. Manu Prasad
@manuscrypts
www.manuscrypts.com
Director – Social Media Strategy
@groupmindia
www.groupm.com
Hat tip to JP Rangaswami for ‘People, Platforms, Possibilities’

4. Hat tip to Venkatesh Kamath for ‘Alfred’

5. INSTITUTIONAL
REALIGNMENT
• People
Political
Health
Economical
Societal
• Job/Place vs Work/What you do
• Changing work habits and preferences
(BYOD, Work From Home)
• Continuous connectivity
• Skills need to be constantly updated
• Organisations
• Rapidly and constantly changing
business landscape
• Less likely to provide lifelong security
• Blurring boundaries between siloes as
customers force people to work across
functions
• Varying needs of various sections of
the workforce

7. • Business as an exercise
• Organic entities are intrinsically anti-fragile, while artificial
creations are at best robust and likely fragile. ~ Nassim Nicholas
Taleb
• Efficiency through ‘the way we do things’
• Processes tend to become inorganic, they become ends in
themselves (7 monkeys)
• A business is best considered as a network of conversations ~
Gregory Bateson
• Conversations are always organic
• Social tools – software that augments the way we behave
organically, one that then starts shaping culture ~ Stowe Boyd

10. >Organic >Sustainability
Courtesy Avinash Kaushik

11. Media and platform
fragmentation
Broadcast audience to networked
audience
Experiences not controlled
by brand
Collaborative consumption
Big data
Internet of things
Defined by consumption
Increasing interfaces

12. THE CORPORATE NARRATIVE
Sustainable
Differentiation
Pull Factor
Evangelist
community
Image courtesy: http://www.desantisbreindel.com

22. The Big Shift - John Hagel III, John Seely Brown, and Lang Davison

23. The Responsive Organisation
The Responsive Organization is built to learn and respond rapidly by
optimizing for the open flow of information; encouraging experimentation
and learning on rapid cycles; and organizing as a network of employees,
customers, and partners motivated by shared purpose.
From
To
Efficiency
Responsiveness
Hierarchies
Networks
Controlling
Empowering
Extrinsic Rewards
Intrinsic Motivations
Office & Office Hours
Anywhere, Anytime
Customers and Partners
Community
via http://www.theresponsiveorg.com