The document discusses building versatile organizations for a fast-changing future. It notes that traditional ways of organizing work and management are inadequate in a volatile world. It also discusses the importance of employee engagement, knowledge sharing, and organizational learning to enable innovation and ensure organizations remain competitive over the long run.

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)

68. Leadership Ingredients: Foresight, Commitment and Guidance. • Building a future for our people and the subscribers we serve. • Leading the way through connectivity enablement. Integrity Ingredients: Solid Principles, Trusted and Togetherness. • We are, because of you, our subscriber. • We are, because of you, our employee. • With your trust and belief, we will always succeed. Can-Do Ingredients: Optimism, Future focus, Passionate and Happening. • Creating brighter futures, for everyone whose life we touch. • Empowering people, communities and countries. • Creating possibility. Innovation Ingredients: Simplicity, Imagination, Insight and Creativity. • Doing things differently. • Making unlikely connections. • The unexpected exceeds expectations. Relationships Ingredients: Teamwork, Friendly, Personal, Warm and Caring. • Connecting with people on ‘their level’. • Having empathy for their unique situations. • Building relationships with our customers (internal and external). MTN Group Values

75. Vision? Vision?

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

79. “ 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

80. Active disengagement

81. Dialogue, Reflection, Negotiated Action

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

87. Organising, Involving, Learning The Slick Organisation

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

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

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

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

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

98. Organising, Involving, Learning SELF ASSESSMENT

101. South Maasland Hospital, The Netherlands

105. BOARD Senior Management Team

106. BOARD Senior Management Team Strategic Knowledge

107. BOARD Senior Management Team Strategic Knowledge Stakeholders

108. BOARD Senior Management Team Strategic Knowledge Stakeholders Opportunities Threats

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

110. Workforce

111. Workforce Practical Knowledge, Experience, Ideas

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

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

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

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

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

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

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

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

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

121. 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

122. 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

123. 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

124. 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

125. 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

126. 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

127. ORGANISING INVOLVING LEARNING PRODUCTIVE REFLECTION

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

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

130. The Workplace of the Future?

131. The Workplace of the Future?

132. The Workplace of the Future? Sign Out Compose Addresses Folders Options Search Help SquirrelMail Viewing an image attachment - View message Download this as a file

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

134. ORGANISING INVOLVING LEARNING

136. 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.

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

141. Change is messy

142. A PEOPLE CENTRED APPROACH

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

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

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

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

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

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

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

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

160. Roles and expectations of managers

161. 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

162. Innovative ways of engaging employees in change

163. Employee-driven scenario planning

164. Forum theatre is a powerful way of engaging staff mentally and emotionally in change and innovation. The characters in the play can’t resolve the challenges they face without the help of your employees. In addressing these fictional problems your employees are also reflecting on their own working practices and workplace relationships.

165. Forum theatre

166. Forum theatre productive reflection

167. Forum theatre productive reflection improvement

170. Making it happen Dramatic Partnership

171. NETWORKING FOR ALL

173. Action Learning

174. Action Learning In Action Learning, participants work together to support the future actions of each individual set member. The emphasis is on sharing knowledge and experience to help address problems and strengthen future actions. Mutual support, empathy and co-operation are the conditions for success .

178. 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?

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

180. Tuesday 10 th April 2012

181. www.ukwon.net www.workplaceinnovation.eu