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HACKINGHR
TOBUILDAN
ADAPTABILITY
ADVANTAGE
A CIPD / MIX HACKATHON
WENEEDTOCHANGE
THEWAYWECHANGE
For most organizations, the answer would
be no. In industry after industry, it's the
insurgents, not the incumbents, who've
been surfing the waves of change—it's
Google, not Microsoft; Hyundai, not
Chrysler; Apple, not Nokia; Air Asia, not
JAL; and so on. The vanguard, though, are
just as vulnerable to change as their
victims. Success has never been more
fleeting.
The only thing that can be safely predicted
is that sometime soon your organization
will be challenged to change in ways for
which it has no precedent. Problem is, our
organizations were never built to be
adaptable. Those early management
pioneers, a hundred years ago, set out to
build companies that were disciplined, not
resilient. They understood that efficiency
comes from routinizing the non-routine.
Adaptability, on the other hand, requires a
willingness to occasionally abandon those
routines—and in most organizations there
are precious few incentives to do so.
That's why change tends to come in only
two varieties: the trivial and the traumatic.
Review the history of the average corpora-
tion and you'll discover long periods of
incremental fiddling punctuated by occa-
sional bouts of frantic, crisis-driven
change. Why should an organization have to
lose its way and surrender market value
before getting serious about change?
The goal should be change without trau-
ma—automatic, spontaneous, and reflex-
ive. In a world of mind-flipping change,
what matters is not merely a company's
competitive advantage at a point in time,
but its evolutionary advantage over time.
1975 1980 19901985 1995 2000+
30%
20%
10%
A 2005 McKinsey study indicated that
market leaders (those in the top quintile by
revenue in a given industry) stand a 30%
chance to be “toppled” within 5 years. This
probability is over three times what it was
just a few decades ago.
IT’SGETTINGHARDER
TOSTAYONTOP
THE CHALLENGE:
CHANGING
THEWAY
WECHANGE
AREWECHANGING
ASFASTASTHE
WORLDAROUNDUS?
We live in a world that seems to be all
punctuation and no equilibrium, where the
future is less and less an extrapolation of
the past. We are surrounded by all sorts of
things that are changing at an exponential
pace: the number of mobile phones in the
world, CO2 emissions, data storage, the
power of semiconductor chips, the number
of devices connected to the Internet, the
number of genes that have been
sequenced, world energy consumption, and
knowledge itself. Today, the most import-
ant question for any organization is this:
EMPLOYEES
A passionate and deeply
committed workforce
A high ratio of innovation
and value-added per
employee
A relative advantage in
capturing the discretionary
energy of employees
CUSTOMERS
Innovation-based
pricing advantages
A strong, extensible,
brand
A reputation for
redefining customer
expectations
COMPETITORS
A steadily growing share
of firm-market-value to
industry-market-value
A reputation as a savvy
and formidable
competitor
A competitive advantage
in acquiring and retaining
talent
PARTNERS
A disproportionate share
of influence in setting
standards
An advantage in
attracting world-class
partners
A nodal position within
industry ecosystems
INVESTORS
Above average returns
over any time frame
No large, unanticipated,
earnings shocks
A consistent
price-to-earnings (P/E)
premium versus its peers
$
A company that is constitutionally adaptive
enjoys advantages in at least five broad areas:
COULDYOUR
COMPANY
BETRULY
ADAPTABLE?
HRASACATALYSTFORADAPTABILITY
We believe HR can play a hugely positive role in helping companies to become adaptable
at their core. HR is already a partner to business in many change management efforts,
but HR’s impact would be many times greater if it played a lead role in eliminating the
barriers to adaptability and in building new capabilities that facilitate proactive change.
This is particularly true for aspects of the management model that HR drives directly,
such as change management, organizational design, talent acquisition and deployment,
learning and development, and performance review.
For instance, what could HR be doing to...
Design and facilitate “change programs”
that are based on ongoing, company-wide
dialogue about priorities and direction, as
opposed to episodic catch-up initiatives
driven from the top?
Build nimbler and more fluid organiza-
tional structures, where a “reorg” isn’t
something that happens every four or five
years in response to a missed opportunity,
but something that is occurring continu-
ously, and almost effortlessly?
Create an “army” of change agents by
disseminating the principles of grass-roots
change and increase the capacity of
individuals to launch bottom-up change
initiatives?
Create a true market for talent, where
new initiatives and legacy programs
compete on an equal footing for the best
people?
Equip people with a new set of conceptual
skills that are required to thrive in an
increasingly turbulent and interconnected
world, such as double-loop learning,
creative problem‐solving, and
values-driven thinking?
Foster a high-trust, low-fear environ-
ment—where risk-taking is encouraged,
information is broadly shared, and conten-
tious opinions are freely expressed?
Enlarge the company’s capacity for
experimentation by creating an appropri-
ate level of slack and building skills in
experimental design and rapid prototyping?
Re-engineer control-oriented manage-
ment processes to reduce the “bureau-
cratic drag” that impedes the progress of
new initiatives?
Develop genuine and granular foresight
on key workforce trends, such as new
skills required to support business shifts,
or the expectations from new generations
entering the workplace?
WHAT COULD HR BE DOING TO...
DISTILL THE DEFINING
CHARACTERISTICS OF
ADAPTABLE ORGANIZATIONS
What are the new management tenets that
will help organizations change as fast as
change itself?
DIAGNOSE THE BARRIERS
TO ADAPTABILITY
Why do most organizations struggle to be
truly adaptable? What are the specific
impediments that get in the way of
proactive change?
JOINTLY INVENT
MANAGEMENT HACKS
What are the most radical yet practical
ideas for how HR can spur the entire
enterprise into becoming more adaptable?
What are some first but impactful steps we
could take to make progress on this front?
THE
MANAGEMENT
HACKATHONThe CIPD and the Management
Innovation eXchange (MIX) are inviting
HR and business leaders to crack the
adaptability challenge through a hack-
athon—an online problem-solving event
that will harness the collective intelli-
gence of progressive HR and manage-
ment practitioners from around the
world.
The hackathon is a hands-on, collabora-
tive effort focused on finding, develop-
ing, and eventually implementing
real-world solutions that can be experi-
mented with in our companies—not
someday, but today. It is based on the
MIX’s groundbreaking methodology that
will help participants:
WHATISA
MANAGEMENT
HACKATHON?
A management hackathon is a
mainly on-line, open-innovation
event in which participants jointly
solve thorny management
problems.
Hackathons are structured as
multi-stage, problem-solving
efforts that involve learning,
diagnosis, priority-setting, idea
generation, idea ranking, idea
elaboration, prototyping,
experimentation and feedback.
During a hackathon, participants
“swarm” specific management
challenges, developing and
prototyping management
hacks—bold yet highly actionable
ideas for re-inventing processes
such as strategic planning,
resource allocation, and talent
management in ways that make a
decisive performance difference.
WHAT IS THE TIMELINE?
WHO ARE THE COACHES?
HOWTOPLAYParticipation is open to anyone with an interest in seeing our organizations change for the better. We are
particularly seeking progressive HR, learning and development, and management practitioners looking to
make real-world impact within their own organizations. Registration is free and only takes a few seconds.
Define what we
mean by adaptability
Discuss the
adaptability
imperative
Coaches will provide thought-provoking
perspectives and practical advice to
participants throughout the hackathon.
Our coaching staff includes a number of
leading management thinkers and
progressive practitioners, including: Peter Cheese Lynda Gratton Dave UlrichGary Hamel
Identify the defining
characteristics of
truly adaptable
organizations
Discuss the biggest
impediments to
adaptability—what
makes proactive
change so hard in
most organizations
Brainstorm
mini-hacks—an
initial set of bold
new ideas that, by
changing an
organization’s
managment
process would help
build an adaptability
advantage
Develop the most
promising ideas into
management
hacks—practical
blueprints that can
be experimented
upon rapidly and
cheaply
Synthesize the key
insights from the
hackathon—what
are the main levers
for adaptability?
What are the
implications for HR?
Produce the
hackathon report
Disseminate results
Provide updates
(eg, coverage of
organizations
experimenting with
the hacks)
Late April to mid-May Mid to late May Early to mid-June Late June to early August August to September October +
WHY
ADAPTABILITY
MATTERS NOW
DISTILLING
THE DESIGN
RULES FOR
ADAPTABILITY
INVENTING
“MINI-HACKS”
DEVELOPING
MANAGEMENT
HACKS
SUMMING
IT UP
CIPD ANNUAL
CONFERENCE
AND BEYOND
Other
coaches
to be
announced
BECAUSE YOU AIM HIGH
There may be some who are content to work on trivial problems, but you're not one of them. You're excited by the
chance to bring your experience and imagination to this important, global-scale challenge.
BECAUSE YOU WANT YOUR INNOVATION TO SPREAD
Progressive management practices deserve to be emulated, and radical yet practical ideas should be put into
practice. The best ideas will receive significant recognition as management innovators on the MIX,
People Management, and other publications (eg, Fortune.com).
BECAUSE YOU WANT TO MAKE A WORLD-CLASS CONTRIBUTION
Every radical new management practice starts out as a courageous "What if?" During the course of the
hackathon, world-renowned experts and like-minded practitioners will give you valuable feedback to make your
story even more compelling, and turn your "far out" idea into a real-world management breakthrough.
BECAUSE IT’S NOT EASY BEING A RENEGADE
Trailblazing is often hard and lonely work. During this hackathon challenge, you'll discover and collaborate with a
community of like-minded management rebels. You'll meet others who have what it takes to fight the status quo
and win—and who are eager to share their experiences and insights. And you'll have plenty of opportunities to
share your own ideas and stories along the way. At the end of the process, we hope you'll walk away with a new
set of management innovation friends and advocates to help you navigate the path to a more adaptable
organization.
BECAUSE YOU WANT TO BE PART OF THE SOLUTION
Tackling the urgent challenge of reinventing management for the 21st century is everybody's business. You don't
have to be a guru or a CEO—or even a "manager" by title—to be an effective management innovator. You aren't
solely interested in your own organization's success—your highest ambition is to change the game for everybody.
WHYJOINTHEHACKATHON?
HELPSPREADTHEWORDSend an email to your team and colleagues introducing the
hackathon and encouraging them to join. Include a link to
www.mixhackathon.org/cipdhack
Promote the hackathon through social media channels—this
includes Facebook, Twitter, LinkedIn, and your corporate
social network
Post updates and reminders on your intranet.
The more people participate in this hackathon, the greater the
chance that we’ll be able to build a comprehensive picture of
how to create truly adaptable organizations. You can play a big
role by activating your personal networks to build enthusiasm
for building an evolutionary advantage. Here are some ideas to
get you started:
© 2013 Gary Hamel / MLab, All Rights Reserved
ABOUTTHECIPDThe CIPD is the professional body for HR and work-based learning. With over 130,000 members
internationally working in HR, learning and development, people management and consulting across all
sectors, it is committed to championing better work and working lives by improving practices in people
and organization development for the benefit of individuals, businesses, economies and society. The
CIPD brings together extensive research and thought leadership, practical advice and guidance,
professional development and rigorous professional standards to drive better capabilities and
understanding in how organizations of all kinds operate and perform, and in how they manage and
develop their people.
www.cipd.co.uk
ABOUTTHEMIXThe Management Innovation eXchange (MIX) is an open innovation project aimed at reinventing
management for the 21st century. The MIX is based on the premise that management is nothing less
than the technology of human accomplishment and that, after 100 years of incremental tweaks, it now
needs to be reinvented for a new age. Designed as an open innovation and collaborative platform, the
MIX brings together the most progressive leaders and provocative management thinkers with
in-the-trenches management innovators—indeed, anyone with ideas and approaches to making our
organizations resilient, inventive and inspiring enough to thrive in the 21st century.
www.managementexchange.com

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Cipd hr-hackathon

  • 2. WENEEDTOCHANGE THEWAYWECHANGE For most organizations, the answer would be no. In industry after industry, it's the insurgents, not the incumbents, who've been surfing the waves of change—it's Google, not Microsoft; Hyundai, not Chrysler; Apple, not Nokia; Air Asia, not JAL; and so on. The vanguard, though, are just as vulnerable to change as their victims. Success has never been more fleeting. The only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent. Problem is, our organizations were never built to be adaptable. Those early management pioneers, a hundred years ago, set out to build companies that were disciplined, not resilient. They understood that efficiency comes from routinizing the non-routine. Adaptability, on the other hand, requires a willingness to occasionally abandon those routines—and in most organizations there are precious few incentives to do so. That's why change tends to come in only two varieties: the trivial and the traumatic. Review the history of the average corpora- tion and you'll discover long periods of incremental fiddling punctuated by occa- sional bouts of frantic, crisis-driven change. Why should an organization have to lose its way and surrender market value before getting serious about change? The goal should be change without trau- ma—automatic, spontaneous, and reflex- ive. In a world of mind-flipping change, what matters is not merely a company's competitive advantage at a point in time, but its evolutionary advantage over time. 1975 1980 19901985 1995 2000+ 30% 20% 10% A 2005 McKinsey study indicated that market leaders (those in the top quintile by revenue in a given industry) stand a 30% chance to be “toppled” within 5 years. This probability is over three times what it was just a few decades ago. IT’SGETTINGHARDER TOSTAYONTOP THE CHALLENGE: CHANGING THEWAY WECHANGE AREWECHANGING ASFASTASTHE WORLDAROUNDUS? We live in a world that seems to be all punctuation and no equilibrium, where the future is less and less an extrapolation of the past. We are surrounded by all sorts of things that are changing at an exponential pace: the number of mobile phones in the world, CO2 emissions, data storage, the power of semiconductor chips, the number of devices connected to the Internet, the number of genes that have been sequenced, world energy consumption, and knowledge itself. Today, the most import- ant question for any organization is this:
  • 3. EMPLOYEES A passionate and deeply committed workforce A high ratio of innovation and value-added per employee A relative advantage in capturing the discretionary energy of employees CUSTOMERS Innovation-based pricing advantages A strong, extensible, brand A reputation for redefining customer expectations COMPETITORS A steadily growing share of firm-market-value to industry-market-value A reputation as a savvy and formidable competitor A competitive advantage in acquiring and retaining talent PARTNERS A disproportionate share of influence in setting standards An advantage in attracting world-class partners A nodal position within industry ecosystems INVESTORS Above average returns over any time frame No large, unanticipated, earnings shocks A consistent price-to-earnings (P/E) premium versus its peers $ A company that is constitutionally adaptive enjoys advantages in at least five broad areas: COULDYOUR COMPANY BETRULY ADAPTABLE?
  • 4. HRASACATALYSTFORADAPTABILITY We believe HR can play a hugely positive role in helping companies to become adaptable at their core. HR is already a partner to business in many change management efforts, but HR’s impact would be many times greater if it played a lead role in eliminating the barriers to adaptability and in building new capabilities that facilitate proactive change. This is particularly true for aspects of the management model that HR drives directly, such as change management, organizational design, talent acquisition and deployment, learning and development, and performance review. For instance, what could HR be doing to... Design and facilitate “change programs” that are based on ongoing, company-wide dialogue about priorities and direction, as opposed to episodic catch-up initiatives driven from the top? Build nimbler and more fluid organiza- tional structures, where a “reorg” isn’t something that happens every four or five years in response to a missed opportunity, but something that is occurring continu- ously, and almost effortlessly? Create an “army” of change agents by disseminating the principles of grass-roots change and increase the capacity of individuals to launch bottom-up change initiatives? Create a true market for talent, where new initiatives and legacy programs compete on an equal footing for the best people? Equip people with a new set of conceptual skills that are required to thrive in an increasingly turbulent and interconnected world, such as double-loop learning, creative problem‐solving, and values-driven thinking? Foster a high-trust, low-fear environ- ment—where risk-taking is encouraged, information is broadly shared, and conten- tious opinions are freely expressed? Enlarge the company’s capacity for experimentation by creating an appropri- ate level of slack and building skills in experimental design and rapid prototyping? Re-engineer control-oriented manage- ment processes to reduce the “bureau- cratic drag” that impedes the progress of new initiatives? Develop genuine and granular foresight on key workforce trends, such as new skills required to support business shifts, or the expectations from new generations entering the workplace? WHAT COULD HR BE DOING TO...
  • 5. DISTILL THE DEFINING CHARACTERISTICS OF ADAPTABLE ORGANIZATIONS What are the new management tenets that will help organizations change as fast as change itself? DIAGNOSE THE BARRIERS TO ADAPTABILITY Why do most organizations struggle to be truly adaptable? What are the specific impediments that get in the way of proactive change? JOINTLY INVENT MANAGEMENT HACKS What are the most radical yet practical ideas for how HR can spur the entire enterprise into becoming more adaptable? What are some first but impactful steps we could take to make progress on this front? THE MANAGEMENT HACKATHONThe CIPD and the Management Innovation eXchange (MIX) are inviting HR and business leaders to crack the adaptability challenge through a hack- athon—an online problem-solving event that will harness the collective intelli- gence of progressive HR and manage- ment practitioners from around the world. The hackathon is a hands-on, collabora- tive effort focused on finding, develop- ing, and eventually implementing real-world solutions that can be experi- mented with in our companies—not someday, but today. It is based on the MIX’s groundbreaking methodology that will help participants: WHATISA MANAGEMENT HACKATHON? A management hackathon is a mainly on-line, open-innovation event in which participants jointly solve thorny management problems. Hackathons are structured as multi-stage, problem-solving efforts that involve learning, diagnosis, priority-setting, idea generation, idea ranking, idea elaboration, prototyping, experimentation and feedback. During a hackathon, participants “swarm” specific management challenges, developing and prototyping management hacks—bold yet highly actionable ideas for re-inventing processes such as strategic planning, resource allocation, and talent management in ways that make a decisive performance difference.
  • 6. WHAT IS THE TIMELINE? WHO ARE THE COACHES? HOWTOPLAYParticipation is open to anyone with an interest in seeing our organizations change for the better. We are particularly seeking progressive HR, learning and development, and management practitioners looking to make real-world impact within their own organizations. Registration is free and only takes a few seconds. Define what we mean by adaptability Discuss the adaptability imperative Coaches will provide thought-provoking perspectives and practical advice to participants throughout the hackathon. Our coaching staff includes a number of leading management thinkers and progressive practitioners, including: Peter Cheese Lynda Gratton Dave UlrichGary Hamel Identify the defining characteristics of truly adaptable organizations Discuss the biggest impediments to adaptability—what makes proactive change so hard in most organizations Brainstorm mini-hacks—an initial set of bold new ideas that, by changing an organization’s managment process would help build an adaptability advantage Develop the most promising ideas into management hacks—practical blueprints that can be experimented upon rapidly and cheaply Synthesize the key insights from the hackathon—what are the main levers for adaptability? What are the implications for HR? Produce the hackathon report Disseminate results Provide updates (eg, coverage of organizations experimenting with the hacks) Late April to mid-May Mid to late May Early to mid-June Late June to early August August to September October + WHY ADAPTABILITY MATTERS NOW DISTILLING THE DESIGN RULES FOR ADAPTABILITY INVENTING “MINI-HACKS” DEVELOPING MANAGEMENT HACKS SUMMING IT UP CIPD ANNUAL CONFERENCE AND BEYOND Other coaches to be announced
  • 7. BECAUSE YOU AIM HIGH There may be some who are content to work on trivial problems, but you're not one of them. You're excited by the chance to bring your experience and imagination to this important, global-scale challenge. BECAUSE YOU WANT YOUR INNOVATION TO SPREAD Progressive management practices deserve to be emulated, and radical yet practical ideas should be put into practice. The best ideas will receive significant recognition as management innovators on the MIX, People Management, and other publications (eg, Fortune.com). BECAUSE YOU WANT TO MAKE A WORLD-CLASS CONTRIBUTION Every radical new management practice starts out as a courageous "What if?" During the course of the hackathon, world-renowned experts and like-minded practitioners will give you valuable feedback to make your story even more compelling, and turn your "far out" idea into a real-world management breakthrough. BECAUSE IT’S NOT EASY BEING A RENEGADE Trailblazing is often hard and lonely work. During this hackathon challenge, you'll discover and collaborate with a community of like-minded management rebels. You'll meet others who have what it takes to fight the status quo and win—and who are eager to share their experiences and insights. And you'll have plenty of opportunities to share your own ideas and stories along the way. At the end of the process, we hope you'll walk away with a new set of management innovation friends and advocates to help you navigate the path to a more adaptable organization. BECAUSE YOU WANT TO BE PART OF THE SOLUTION Tackling the urgent challenge of reinventing management for the 21st century is everybody's business. You don't have to be a guru or a CEO—or even a "manager" by title—to be an effective management innovator. You aren't solely interested in your own organization's success—your highest ambition is to change the game for everybody. WHYJOINTHEHACKATHON?
  • 8. HELPSPREADTHEWORDSend an email to your team and colleagues introducing the hackathon and encouraging them to join. Include a link to www.mixhackathon.org/cipdhack Promote the hackathon through social media channels—this includes Facebook, Twitter, LinkedIn, and your corporate social network Post updates and reminders on your intranet. The more people participate in this hackathon, the greater the chance that we’ll be able to build a comprehensive picture of how to create truly adaptable organizations. You can play a big role by activating your personal networks to build enthusiasm for building an evolutionary advantage. Here are some ideas to get you started:
  • 9. © 2013 Gary Hamel / MLab, All Rights Reserved ABOUTTHECIPDThe CIPD is the professional body for HR and work-based learning. With over 130,000 members internationally working in HR, learning and development, people management and consulting across all sectors, it is committed to championing better work and working lives by improving practices in people and organization development for the benefit of individuals, businesses, economies and society. The CIPD brings together extensive research and thought leadership, practical advice and guidance, professional development and rigorous professional standards to drive better capabilities and understanding in how organizations of all kinds operate and perform, and in how they manage and develop their people. www.cipd.co.uk ABOUTTHEMIXThe Management Innovation eXchange (MIX) is an open innovation project aimed at reinventing management for the 21st century. The MIX is based on the premise that management is nothing less than the technology of human accomplishment and that, after 100 years of incremental tweaks, it now needs to be reinvented for a new age. Designed as an open innovation and collaborative platform, the MIX brings together the most progressive leaders and provocative management thinkers with in-the-trenches management innovators—indeed, anyone with ideas and approaches to making our organizations resilient, inventive and inspiring enough to thrive in the 21st century. www.managementexchange.com