Future Leaders Project Report back to: Assessment Centre Study Group Thursday, February 28, 2002 By Kas Koekemoer

Future Leaders Project

Report back to:

Assessment Centre Study Group

Thursday, February 28, 2002

By Kas Koekemoer

“In Partnership with our Clients”

Definition of a Future Leader Someone who possesses enough:

Estrogen to build a network of relationships

+

Testosterone to kick butt for implementation

+

Finesse to fake the rest!!


Outline Project Defining the Future Leader Defining the Competencies Building the Simulation Results Lessons Learned The next steps Questions ?


Project TeamLong list of volunteers… Shelagh Goodwin NaspersKas Koekemoer CMSWillie Marais Old Mutual

Chrisna Visser Telkom

Proj

ect


Work Flow

2000 2001 2002

Literature Design Trial Trial Trial

Study Simulation 1+2 3 4

Proj

ect


Defining the Future Leader Pre- and Post nineties: Business models Paradigm Shifts Future Scenarios

Free Choice enterprise E-World Business Global Capability Network African Ubuntu Form

Changing business values and behaviors

Defin

ing

the

Futu

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eade

r


Business Model

Pre-Nineties

Organizational

Post-Nineties

Transitional

Growth-driven Performance- and Profit-driven

Input measurement (hours worked)

Output measurement (value added)

Driven by need for belonging and security

Share ownership

Huge corporate office block with office hours

Virtual office with personal schedule

Defin

ing

the

Futu

re L

eade

r


Business Model (cont.)

Pre-Nineties

Organizational

Post-Nineties

Transitional

Functional power-based organization with internal focus

Multifunctional-based organization with external focus

High employee loyalty Begin to define and exercise choice to create the future

Cash & cheque transactions

Electronic transfer of money

Defin

ing

the

Futu

re L

eade

r


Paradigm ShiftsGet a career

Fit in

Life-long career

Family values

Company loyalty

National economic focus

Get a life

Be unique, be yourself

Sell skills to best buyer

Egocentric values

Loyal to self or profession

Global interlinked economic focus

Defin

ing

the

Futu

re L

eade

r


Paradigm Shifts (cont.)Clear organizational

boundaries

For the good of the company

All things to all clients

Company owns all assets

Nationalization

Fuzzy or virtual organizational boundaries

Self realization and fulfillment

Focused

Workers own intellectual assets

Globalization and Tribalization

Defin

ing

the

Futu

re L

eade

r


Future Scenarios

Free Choice Enterprise I own my knowledge Driver – Need for meaning and purpose Selfish & egocentric Personal ownership of time and intellectual

resources and property Eccentric and innovative Ranges from high profit to costly R&D cost

Defin

ing

the

Futu

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eade

r


Future Scenarios (cont.)

Free Choice Enterprise (cont.) Governance rests with the buyer Individualistic philosophy Choice rests with the employee Real-time delivery of services and products Brain-based competition

Defin

ing

the

Futu

re L

eade

r


Future Scenarios (cont.)E-World Business

I share my knowledge Driver – Technological innovation & access

to information and processing power Response and shared contribution driven Technical innovation Builds electronic networks Redefines the meaning of personal

relationships

Defin

ing

the

Futu

re L

eade

r



E-World Business (cont.)Governance rests with central E-

sourceIndividualistic philosophyVirtual employmentTime is auctionedData-based competitiveness

Defin

ing

the

Futu

re L

eade

r



Global Capability NetworkWe sell knowledgeDriver - CapabilityRelationship of interdependence with

other suppliers in a shared value chain

Only the end-user sees the clientGovernance is shared by partners

Defin

ing

the

Futu

re L

eade

r



Global Capability Network (cont.)Cooperative and competitive

philosophyLow employmentLocal, small niche players growReal-time deliveryLeveraged capability-based

competitiveness

Defin

ing

the

Futu

re L

eade

r



African Ubuntu Form We own our knowledge Driver - Respect and personal value Paternalistic & employee serving Employee ownership Consultative Community-centric Group-, not individual driven

Defin

ing

the

Futu

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eade

r


Type of BusinessTYPE ON-SITE

CONTINUOUS MEDIUM & LARGE

ON-SITE CONTINUOUS SMALL

VIRTUAL CAPABILITY NETWORKING

EXAMPLES Sasol

Mosgass

Iscor

Telkom

Mines

Garage

Boutiques

Franchisee

Spar

Retail outlets

Financial Brokers

Call Centres

C/Cards

Sales Reps

Telkom

Consultancies

Entrepreneurs

Dealers

Jurassic Park

LEADER-ROLE

High Performance Leadership

Entrepreneurial

“Shop Keeper”

Team Leader

Entrepreneurial Broker

LOCATION OF STAFF

On-Site On-Site Virtual Virtual

Defin

ing

the

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eade

r


The Virtual LeaderRoles and their Competencies

Competency1. Relationship Builder

2. Opportunism

3. Facilitate Implementation

4. Business acumen

5. Negotiator

6. Assertiveness

RoleNetworker

Entrepreneur

Deal Maker

Manager of contracts

Defin

ing

the

Com

pete

ncie

s


Levels of Assessment

Build

ing

the

Sim

ulat

ion

5 Develop new industry models

BUILD CAPACITY

4 LEVERAGE same type capabilities

Develop new (internal) business models

3 Develop CONTINUOUS business success

2 Retains CURRENT level of performance

1 Destroys value

DETRACTS from adding value


Sample of a competency… Opportunism

5 Creates opportunities by formulating new paradigms of business

Builds the capacity of individuals to innovate

Sees non-obvious opportunities for developing the industry – focuses beyond own organisation

Uses opportunities that lead to long-term, sustainable innovation and growth within the industry.

4 Creates opportunities by bringing seemingly different concepts together

Uses innovation to create new business opportunities

Converts potential threats to the business into opportunities

3 Takes opportunities to expand current business beyond the framework of the existing business plan

Actively scans the environment for new business opportunities

2 Responds to opportunities that fall within the framework of the existing business plan

Responds to opportunities that are identified by superiors

1 Refuses or ignores opportunities that are presented

Avoids situations which might require change

Uses delaying tactics (e.g. over-analysing) to avoid taking risks with new opportunities

Build

ing

the

Sim

ulat

ion


Building the SimulationCriteria for simulation

Something new High tech – paper free Participate from your office

The network of small enterprisesThe Electronic Interactive mailingThe Telephonic Business opportunity

exploration

Build

ing

the

Sim

ulat

ion


The Network

Build

ing

the

Sim

ulat

ion

Home Industry

Nursery Butcher

Bakery

Deli

Mini Super market

Florist

Steak House

Liquor Store

Control Hub

Administrator:

1. E-mails – Business Problems and opportunities

2. Banker/Client – Opportunity Exploration

3. Observers score


Some interesting items….Tailor-made background with similar

concepts e.g. cash shortageToday's newspaper as background infoBank manager e-mails request for

updated cash-flow projectionOpportunism itemsMAP of town

Build

ing

the

Sim

ulat

ion


CityReservoir

Excelsior

High

School

Jose’s

Deli

ChurchSquare

Old AgeHom e

CityHall

Offices

Supermarket

Offices

Off

ices

O ffices

Railw

ay

StationNew Residential

Development

Middle ClassGarage

Police

Hotel

Gar

age

Ambulance

Firestatio

n

Trade

SchoolTo San

Caves andDrawings 7 k

To MarbleQuarry 3 k

To SothuWar Sites 5 k

To Anglo BoerWar Sites

12 k

GeneralBusiness

Residential

SteakHouse

Hotel

Hotel

Nonnies

Home

IndustryMedical

Center a

nd

Private

Hospital

Primar

ySch

oolM

ain

Roa

d

Main Road

Discovery D

rive

All Saints Road

Sports

Fiel

dO

ffice

s

Shops

Shops

Spar

Bunkers Hill(Upper ClassResidential)

NursingCollege

NursesHome C

emet

ary

Costas

SeqouvilleHospital

Flats

LightIndustrial

Area

LightIndustrial

Area

To HeavyIndustrial

Area

To Coal Mine20 k

To SothuWar Sites 11 k

FlourMill

RailwayGoods

Yard

SquatterArea

To newPlatinumMine 10 k

CemeterySchool

M.P. Mpetu

Teachers

College

Um wasiTownship

Mixed Residential

Homes, Flats

Townhouses

Airp

ort

Refrigeration

Depot

Cheese

Factory

Abbatoir

Sizulu Way

Mbeki Avenue

Bus and

Taxi Rank

Jays

Liqu

or

Rep

ub

lic Aven

ue

Tourist

OfficeCluster

Homes

City Map: Seshegouville

School

Ver

gel

egen

Res

iden

tial

GolfCourse

New

Sh

op

pin

gC

ente

r

Tow

n H

ou

seD

evel

op

men

t

Meis

ie

Floris

t

Rainbow

Nursery

City P

ark

and S

portsAre

na


The ScoringE-mails are basis of responsesCan assess 9 participants at the same

timeMail responses to the ObserversUse the BARS report formMail results back to administrator who

collates into a final report

Build

ing

the

Sim

ulat

ion


Results & Lessons Learned Trial One = Each participant brings own

laptop Requires a server and a hub to relay messages Not all laptops had network cards Those who had, had different and incompatible

software Would require two hours of aligning settings if

software were the same Aborted this attempt

Resu

lts a

nd L

esso

ns


Results & Lessons LearnedTrial Two = Server with training room

Could mail to server but not to each other Register each participant on a free web

hosting Delays occurred of up to 30 minutes Stopped simulation after 5 hours Some participants found Background and

In-basket items too easy

Resu

lts a

nd L

esso

ns


Results & Lessons LearnedTrial three = Internet

Server delay time of up to one hour between 1st and second item

Some volunteers received no items Stopped simulation after two hours

Resu

lts a

nd L

esso

ns


Results & Lessons Learned Trial four = Intranet server

Email technology may not be familiar to delegates Typing speed limits the volume of behavior

generated Expert users of technology may be at an

advantage Responses ranged from ‘fun’ (PC expert) to

‘frustrating’ (casual PC user) I still need printouts!

Resu

lts a

nd L

esso

ns


General Lessons Learned Difference between an e-mailed In-basket

and an interactive In-basket Executives could use their own secretaries Can observe from different locations Observer reports no problem to classify and

rate behavior Could change scoring per person to scoring

per item(s)

Resu

lts a

nd L

esso

ns


General Lessons Learned Viable in virtual environment Cheaper than a traditional center:

No facilities costs No traveling costs or time Can assess for national companies on same

server across regions Possible help from others to be out-ruled

Can construct the simulation “virtually” if shared mind-set exists

Beware of computer potholes!

Resu

lts a

nd L

esso

ns


The endQuestions ?


Project PlanGather information on future scenarios

and competenciesOne-week interaction to finalise

competencies and to build simulationFurther fine-tuning of simulation via e-

mailOne-day testing at a site



African Ubuntu Form (cont.)Governance rests with the communitySocialistic philosophyHigh employmentNegotiated time scaleShared value-based competitiveness

Defin

ing

the

Futu

re L

eade

r


The Future StepsFind a sponsor companyConfirm 6 CompetenciesTailor-make simulation for sponsorTrial on IntranetTest telephone scoringReport back

The

Futu

re S

teps

Documents

Future Leaders Project Report back to: Assessment Centre Study Group Thursday, February 28, 2002 By Kas Koekemoer