The document discusses the challenges of anticipating and adapting to future changes in the workplace and organizations. It notes that traditional ways of organizing work and management are inadequate for a volatile world. It also highlights the importance of employee voice, knowledge sharing, and building versatile organizations through reflective dialogue and partnership between management and the workforce.

1. Peter Totterdill Director Workplace Innovation Limited Joint Chief Executive UK Work Organisation Network Visiting Professor Kingston University London [email_address] Building versatile organisations for a fast-changing future

3. www.workplaceinnovation.eu

9. The past is an increasingly unreliable guide to the future

10. Survival is not compulsory Of the Fortune 500 firms listed in any year from 1975, over a third disappeared ten years later. Only one firm remains from the 1900 list. For smaller firms the odds are much worse. Put simply, change is imperative.

11. Anticipating the future is tricky

12. “ It will be years – not in my time – before a woman will become Prime Minister.” Margaret Thatcher, 1974 Anticipating the future is tricky

13. But thinking about the future is essential ‘ In preparing for battle I have always found that plans are useless, but planning is indispensable.’ Dwight D. Eisenhower

14. Future Quiz When was the phrase “nothing is permanent but change” written?

15. Answer Between 540BC-480BC by Heraclitus

16. According to former US Secretary of Education Richard Riley…

22. Times of economic downturn are times to invest in people and workplace innovation. Now is the time to engage people in finding creative solutions.

26. CHINA AND THE KNOWLEDGE ECONOMY

31. SOURCE: Wall Street Journal, 24th March 2008

41. Active disengagement

51. 24 th January 2022

52. 24 th January 2022 What will I be doing?

53. 24 th January 2022

54. 24 th January 2022 The Economy

55. 24 th January 2022 The Workplace The Economy

56. 24 th January 2022 The Workplace The Workforce The Economy

57. 24 th January 2022 The Workplace The Workforce Technology The Economy

58. 24 th January 2022 The Economy The Workplace The Workforce Technology

59. 24 th January 2022: Global Threats and Exciting Opportunities Micro Global Control Influence Adapt to things that cannot be changed

60. Traditional ways of organising work and traditional approaches to management are inadequate in an increasingly volatile world.

61. Work and Capital Svenskt N ä ringsliv – Confederation of Swedish Enterprise Then Work Anonymous and replaceable Capital Personal and unique

62. Work and Capital Svenskt N ä ringsliv – Confederation of Swedish Enterprise Then Now Work Anonymous and replaceable Capital Personal and unique

63. Work and Capital Svenskt N ä ringsliv – Confederation of Swedish Enterprise Then Now Work Anonymous and replaceable Personal and unique Capital Personal and unique More and more anonymous and replaceable

64. “ . . . a clear concentration on those factors in the work environment which determine the extent to which employees can develop and use their competencies and creative potential to the fullest extent, thereby enhancing the company’s capacity for innovation and competitiveness while enhancing quality of working life.” Hi-Res Study (available at www.ukwon.net)

74. Vision? Vision?

77. “ People are proud to work here. Proud of colleagues, proud of the company and proud of themselves.” David, Managing Director

78. “ I wonder if David knows how people are treated? I’m sure he wouldn’t want his company to be run like that”. Trish, Shopfloor Worker

79. Active disengagement

80. Dialogue, Reflection, Negotiated Action

81. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence

83. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial

84. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial Sally

85. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial CONFORMITY

86. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial SYMBOLIC ENTREPRENEURSHIP

87. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial Jess

88. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial RESISTED

89. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial Sonya

90. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial ENTREPRENEURIAL ORGANISATION

95. Organising, Involving, Learning The Slick Organisation

97. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence ORGANISING INVOLVING LEARNING

98. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence Job design Teamwork Organising

100. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence Involving Communication Change Improvement Innovation Partnership

104. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence Learning Competence Knowledge sharing Dialogue

105. ORGANISING INVOLVING LEARNING Developing & using competencies High involvement innovation Shared learning and knowledge

106. Organising, Involving, Learning SELF ASSESSMENT

109. South Maasland Hospital, The Netherlands

113. BOARD Senior Management Team

114. BOARD Senior Management Team Strategic Knowledge

115. BOARD Senior Management Team Strategic Knowledge Stakeholders

116. BOARD Senior Management Team Strategic Knowledge Stakeholders Opportunities Threats

117. BOARD Senior Management Team Strategic Knowledge Stakeholders Opportunities Threats Leadership, Strategy, Values

118. Workforce

119. Workforce Practical Knowledge, Experience, Ideas

120. Workforce Management, Work Organisation, Productive Reflection Practical Knowledge, Experience, Ideas

121. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values

122. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values

123. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values GAP?

124. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Line Management

125. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Line Management Competence Role definition Clarity

126. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Systems and Procedures

127. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Behaviours Trust Adaptability Systems and Procedures

128. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Innovation & Improvement

129. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Knowledge, experience, creativity Two dimensions to every job Common purpose Innovation & Improvement

130. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Employees participating as experts in improvement and innovation Partnership involving Trade Union or Workplace Representatives

131. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

132. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

133. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Ensuring quality of dialogue Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

134. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Ensuring quality of dialogue MANAGEMENT SYSTEMS & PROCEDURES PRODUCTIVE REFLECTION Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

135. ORGANISING INVOLVING LEARNING PRODUCTIVE REFLECTION

136. ERICSSON RADIO SYSTEMS, G Ä VLE The Green Room

137. Productive Reflection and Transformation Productive Reflection Individual creativity Team effectiveness Organisational innovation and transformation

138. Developing Innovation Capability Impact Time Level 1 – Pre (‘natural improvement’) Level 2 – Structured Level 3 – Goal-Directed Level 4 – Proactive Level 5 – Capability

139. ORGANISING INVOLVING LEARNING

141. Case studies show evidence of: · long term competitive advantage/service improvement; · harnessing employee knowledge and creative potential; · responsiveness to market demands; · continuous improvement and innovation; · increased productivity; · greater customer care, quality and reliability; · new technologies creating a need for change; · cost reduction; · improved industrial relations; · enhanced quality of working life; · improved recruitment and retention.

145. Obstacles Limited awareness Poor access to actionable knowledge Partial change The organisation as a black box The problem of HR

147. The Decision Grid Decision area: Somebody up there decides I decide Department Managers decide Somebody up there decides in consultation with me I decide in consultation with . . . Department Managers decide in consultation with me

151. Action Plans What are my objectives? What are the appropriate actions What are the desired outcomes? Who will I consult and involve? (and when?) Who do I need to persuade or influence? How will I make the change happen? What is the timescale? How will I ensure effective communication? What obstacles can I expect? (and how to overcome them?) What are the key milestones? How will I know if it working? How will I make the change sustainable?

152. Planning for a resilient future Challenge or opportunity Significance to MTN Urgency (short, middle or long term) Action By whom? Obstacles

153. Wednesday 11 th April 2012

154. www.ukwon.net www.workplaceinnovation.eu