Description
This is a presentation on the New Age Organisation, Paradoxes and Paranoids, Inflection Points in Business, Inflection Points in HR, Managing New Age Organisation.
Leadership for Transforming & Building New Age Organisations
Agenda
?
The New Age Organisation Paradoxes and Paranoids
?
?
Inflection Points in Business Inflection Points in HR
Managing New Age Organisation
?
?
New Age Organisation
?
Networked & Virtual
Human capital intensive Will be full of new paradigms and Paradoxes
?
?
2010 Demographics
By 2010, full-time workers will be in the minority
source: MIT study
“ The fundamental unit of the New Economy is not the corporation, but the individual. Tasks aren’t assigned & Controlled through a stable chain of command but are carried out autonomously by independent contractors: e-lancers. (Thomas Malone & Robert Laubacher)
The Source of Value has shifted...
Intangible
38% 62% 85%
62%
Tangible
1982
38% 15% 1992 1998
Brookings Institute & Baruch Lev Analysis of S & P 500 Source: The Balanced Scorecard Collaborative Inc
Changing Views of Shareholders!
35% of shareholders’ valuation decision is based on non-financial data
? Quality of Strategy ? Strategy Execution ? Management Credibility ? Innovation
? Attract Talented People
* “Measures that Matter” E & Y LLP, 1998
Paradoxes need Paranoids !
?
Jobs aren’t many, and yet talent is scarce Solid Organisations sport loose structures Leadership is obsessed with creating more leaders than followers
?
?
Inflection Points for Business
?
Technology Competition
Customers Regulations & Governance
?
?
?
Technology...
?
“Jazz Singer” (October 6th, 1927)
?
Internetisation
Invention does not guarantee success, application does.
?
Competition
Not from equals, but smaller & more nimble companies. ? Talent war, more than market wars. ? Experience is as important as the product or service itself.
?
Customer
Customer Intimacy - a pronounced value discipline ? Share of customer-vs-marketshare ? Workplace to reflect market place ? Prosumption ? Distermediation:managing customers directly
?
Regulations & Governance
Charles Handy
“ The companies that survive longest are the ones that work out what they uniquely can give to the world,not just growth or money, but their excellence; their respect for others or their ability to make people happy. Some call those things a Soul.”
Inflection Points in HR
People Profile is fast changing ? Internetisation ? Technology ? Outsourcing ? Organization Structure ? Role of HR
?
Changing Profile of People...
?
Confluence of Generations Employees as Investors Managing Psychological contract is even more crucial
?
?
Our Employees are…
Highest Cost
“What does the employee cost the organisation?”
Prehistoric
1991
Greatest Asset
“What is the employee worth to the organisation?”
1996
Most Important Investor
“What is the organisation worth to the employee?”
Managing Diversity at Workplace…
Psychological Contract….
Trust
Transparency
Teamwork
Outsourcing...
?
Core and Non core Activities Strategic Outsourcing
Management of Partnerships
?
?
Changing Structures...
?
Work to people, not people to work! Shamrock Organisations Reorienting Organisational roles Managing Structures and not people
?
?
?
Shamrock Organisation
Core Workers
Flexible Labor Force Contract Workers
Organization Structure for Value addition
Grand Strategist
Relationships
Customers
Coaches + Integrators
Entrepreneurs
Institution Builders
Front Line
?
?
?
?
?
Beyond Attraction, to Advocacy. Beyond Appraisal, to High Performance Culture. Beyond rewards, to Fulfillment. Beyond Retention, to Engagement. Beyond Technology, to Transparency.
Role of HR...
Managing New Age Organisation
?
?
? ? ? ?
?
Speed and Responsiveness Culture, shared mindset & Identity Talent = Brand Boundarylessness Leadership Bandwidth Organisational Forms(virtual,etc) Empowered Accountablity
doc_834835028.ppt
This is a presentation on the New Age Organisation, Paradoxes and Paranoids, Inflection Points in Business, Inflection Points in HR, Managing New Age Organisation.
Leadership for Transforming & Building New Age Organisations
Agenda
?
The New Age Organisation Paradoxes and Paranoids
?
?
Inflection Points in Business Inflection Points in HR
Managing New Age Organisation
?
?
New Age Organisation
?
Networked & Virtual
Human capital intensive Will be full of new paradigms and Paradoxes
?
?
2010 Demographics
By 2010, full-time workers will be in the minority
source: MIT study
“ The fundamental unit of the New Economy is not the corporation, but the individual. Tasks aren’t assigned & Controlled through a stable chain of command but are carried out autonomously by independent contractors: e-lancers. (Thomas Malone & Robert Laubacher)
The Source of Value has shifted...
Intangible
38% 62% 85%
62%
Tangible
1982
38% 15% 1992 1998
Brookings Institute & Baruch Lev Analysis of S & P 500 Source: The Balanced Scorecard Collaborative Inc
Changing Views of Shareholders!
35% of shareholders’ valuation decision is based on non-financial data
? Quality of Strategy ? Strategy Execution ? Management Credibility ? Innovation
? Attract Talented People
* “Measures that Matter” E & Y LLP, 1998
Paradoxes need Paranoids !
?
Jobs aren’t many, and yet talent is scarce Solid Organisations sport loose structures Leadership is obsessed with creating more leaders than followers
?
?
Inflection Points for Business
?
Technology Competition
Customers Regulations & Governance
?
?
?
Technology...
?
“Jazz Singer” (October 6th, 1927)
?
Internetisation
Invention does not guarantee success, application does.
?
Competition
Not from equals, but smaller & more nimble companies. ? Talent war, more than market wars. ? Experience is as important as the product or service itself.
?
Customer
Customer Intimacy - a pronounced value discipline ? Share of customer-vs-marketshare ? Workplace to reflect market place ? Prosumption ? Distermediation:managing customers directly
?
Regulations & Governance
Charles Handy
“ The companies that survive longest are the ones that work out what they uniquely can give to the world,not just growth or money, but their excellence; their respect for others or their ability to make people happy. Some call those things a Soul.”
Inflection Points in HR
People Profile is fast changing ? Internetisation ? Technology ? Outsourcing ? Organization Structure ? Role of HR
?
Changing Profile of People...
?
Confluence of Generations Employees as Investors Managing Psychological contract is even more crucial
?
?
Our Employees are…
Highest Cost
“What does the employee cost the organisation?”
Prehistoric
1991
Greatest Asset
“What is the employee worth to the organisation?”
1996
Most Important Investor
“What is the organisation worth to the employee?”
Managing Diversity at Workplace…
Psychological Contract….
Trust
Transparency
Teamwork
Outsourcing...
?
Core and Non core Activities Strategic Outsourcing
Management of Partnerships
?
?
Changing Structures...
?
Work to people, not people to work! Shamrock Organisations Reorienting Organisational roles Managing Structures and not people
?
?
?
Shamrock Organisation
Core Workers
Flexible Labor Force Contract Workers
Organization Structure for Value addition
Grand Strategist
Relationships
Customers
Coaches + Integrators
Entrepreneurs
Institution Builders
Front Line
?
?
?
?
?
Beyond Attraction, to Advocacy. Beyond Appraisal, to High Performance Culture. Beyond rewards, to Fulfillment. Beyond Retention, to Engagement. Beyond Technology, to Transparency.
Role of HR...
Managing New Age Organisation
?
?
? ? ? ?
?
Speed and Responsiveness Culture, shared mindset & Identity Talent = Brand Boundarylessness Leadership Bandwidth Organisational Forms(virtual,etc) Empowered Accountablity
doc_834835028.ppt