F R O M I N S I G H T T O R E A L I Z A T I O N Challenges of new working styles and changing working structures

BIMAC Yearend EventDecember 11, 2014

Who we are….

The New Wo r ld o f Wo r k

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The New Wo r ld o f Wo r k

The New Wo r ld o f Wo r k – Con tex t

1. They develop a science for each element of a man's work, which replaces the old rule of thumb method.2. They scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could.3. They heartily cooperate with the men so as to ensure all of the work being done in accordance with the principles of the science which has been developed.4. There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.

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GROWTH I S AN ONGOING PROCESS

Commod i t i za t i on o f wo r k

Manual Cognitive

Routine

Non-routine

Change i s chang ing : New Pa rad igms

Types of Change :* Planned Change* Permanent White Water* Disruptive Change

The New Wo r ld o f Wo r k – VUCA

Moore’s LawEnd of linearity

New O rgan i sa t i on s

Re-inventing the workplace

New O rgan i sa t i on s

Need for decentralized untis

VUCA needs a VAC INE

Peter Hinssen

New O rgan i sa t i on s

Social structure(informal structure)

Value creating structureFormal structure

New O rgan i sa t i on s

New Leade r sh ip

New Leade r sh ip

No need for more rules

New O rgan i sa t i on s : F rom T ru s t t o Team Resu l t s

isn’t natural – it’s an inventionDan Pink

New Leade r sh ip

“90% of the practices we call management do nothing more thankeeping people from their work” Peter Drucker

Dan Pink

New Leade r sh ip

New Leade r sh ip

Values leading to engagement

Simon Sinek’s Golden Circle

Engagement leading to performance

From Value to Values

• Flatter, matrixed structure• Work is what you do• Integration of career and life• Multi-directional career paths• Team and community driven• Competencies define the job• Many workers are different

New Ca ree r and wo rk mode l s

Cathleen Benko & Molly Anderson

• Hierarchical structure• Work is a place you go to• Separation of career and life• Linear, vertical career paths• Individual contributor driven• Tasks define the job• Many workers are similar

(Counterintuit ive) Principlesfor new Paradigms

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EXPLOR ING YOURSEL F r e su l t s i n p rog re s s i ve l y de f i n i ng you r p ro fe s s i ona l de s t i na t i on

Title of presentation12-12-2014

My destination

What I

want

What I can

What I like

Economies of Scale

Economies of Motivation®>

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12 december 2014

Mas s I nd i v idua l i za ton

ME Inc®

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W e w a n t t o b e a c a r e e r a c c e l e r a t o r a n d a d e s t i n a t i o n f i n d e r .

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Career Destination

or

Destination Finder

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A s w e s e e i t , n o c o m p a n y h a s e v e r f a i l e d j u s t b e c a u s e a n e m p l o y e e l e f t

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Non Retention

as best retention policy

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P i t fa l l s

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• F r e e d o m v s a c c o u n t a b i l i t y • I t ’ s n o t a l w a y s c l e a r – r u l e s d o n ’ t a p p l y t o

e v e r y o n e• D i f f i c u l t t o h a n d l e f r e e d o m• N e w l e a d e r s h i p r e q u i r e d• N o n - l i n e a r i t y i s s e e n a s u n j u s t

Summar i zed

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To su r v i ve i n a VUCA wo r ld

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We w i l l need

• Netwo r ked Organ i sa t i on s• Connec t i ng Leade r sh ip• Space fo r Engaged Peop le

D O N ’ T T E M P E R C H A O S W I T H S T R U C T U R E , B U T H A R N E S S I T W I T H I D E O L O G Y

Rod Bec k s t r om

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