1. People and Organisations
for the Future
David Stephenson

2. Our World is changing. . .

3. 3

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.”

6. • Right people...
• Right leaders…
• Right environment...

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)

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Low commercial Escalate decisions Complex Out of date Mediocrity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

15. PUSH PULL

16. Thank you
Any questions?
Davidstephenson007@btinternet.com
The Big OD