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Professor Roger CollinsAustralian Graduate School of Management
THE WELLBEING OF OUR PROFESSION :
SOME BIG CHANGES NEED TO HAPPEN ON THE WAY TO
OUR FUTURE
OUR CONFERENCES ARE OUR OUR CONFERENCES ARE OUR PRIMARY SACRED SITEPRIMARY SACRED SITE
WHERE WE : WHERE WE : REVIEW OUR ACHIEVEMENTS & PROGRESS CELEBRATE AND REINVIGORATE UPDATE OUR KNOWLEDGE AND NETWORKS STRENGTHEN OUR IDENTITY : what we stand for,
what we aspire to become and contribute CHALLENGE AND VALIDATE OUR WORLD VIEW,
and if necessary REINVENT OURSELVES TO MAINTAIN OUR
CONTINUED RELEVANCE
3 Stages
1. Rites of separation : the importance of sacred sites !
2. Liminality
3. Re-incorporation
1. Move to a separate location: “sacred sites”
2. Frees up from day to day routines, increases our accessibility to change
3. Fosters disidentification with the past
4. Identifies the actors : the people who are preparing for their future
1. Sacred ceremonies and rituals begin the momentum for change
2. Inject new information to change our “Worldview “
3. Create opportunities to see visions, new possibilities
4. Create new identities, a new personna who we think we are,
what we think is possible
Re-entry with:
New aspirations
New roles
New contributions
New commitments
OUR FOCUS :OUR FOCUS :THIS CONFERENCE IS THIS CONFERENCE IS
HRINZ’S SACRED SITE HRINZ’S SACRED SITE
WHEREWHERE WE STRENGTHEN OUR IDENTITY AND
SENSE OF PURPOSE WE CRITIQUE OUR WELLBEING AND
THE STATUS QUO, AND IF APPROPRIATE WE REINVENT OURSELVES AND OUR
PROFESSION TO MAINTAIN OUR WELLBEING, RELEVANCE AND SUCCESS
AGENDAAGENDA
1. What’s our attitude to the future?
2. Discontinuities as opportunities
3. So what might be the signals that we are at a discontinuity ?
4. Implications for Our profession ? The Institute ? Me ?
THETHE MOST IMPORTANTMOST IMPORTANT
THING ABOUT THE FUTURETHING ABOUT THE FUTURE
IS IS OUR ATTITUDE TO IT !OUR ATTITUDE TO IT !
Computers in the future may weigh
no more than 1.5 tons
Popular Mechanics, 1949
Ken Olson, CEO and Founder : DIGITAL
640k ought to be640k ought to beenough for anybody!enough for anybody!
Bill Gates, 1981Bill Gates, 1981
IT MAY BE MORE
AND CERTAINLY MORE
TO , SHAPE AND INFLUENCE
THE FUTURE
THAN TO IT.
Jules Verne
Werner von Braun
Whether you think you can,
or whether you think you can’t,
you’re probably right”
Henry Ford
SO, WHEN IS IT SO, WHEN IS IT CRITICALCRITICAL TO TAKE CHARGE OF THE TO TAKE CHARGE OF THE
FUTURE?FUTURE?
((hinthint: it’s always : it’s always importantimportant but not always but not always criticalcritical))
The Sigmoid Curve and the Road to Davey’s Bar
(Charles Handy)C
D
A E
F
G
B
H
DISCONTINUITIESDISCONTINUITIES“HAPPEN”“HAPPEN”and can beand can beCREATED.CREATED.
DISCONTINUITIES ARE OUR DISCONTINUITIES ARE OUR FRIENDFRIEND, , NOT THE NOT THE ENEMYENEMY..
STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENTandand
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIP
STRATEGIC LEADERSSTRATEGIC LEADERS ARE MOREARE MORE
LIKELY TO IDENITFY THELIKELY TO IDENITFY THESIGNALSSIGNALS
FROM THE FROM THE NOISENOISE
SO WHAT MIGHT BE SOME SO WHAT MIGHT BE SOME SIGNALS?SIGNALS?
1. NEW SOURCES OF
We now have greater opportunities to add value and sources of competitive advantage than ever before ! !
Centrality of Workforce to
Organisation Strategy and Performance
High
Complexity /Sophistication
of WorkforceLow
Low High
1 2
3
2. ACCELERATING RATE OF KNOWLEDGE CREATION
3. THE SILOS IN OF OUR KNOWLEDGE ARE BREAKING DOWN
Convergence of industries such as
Financial Services,Information Technology,Communications, andRetailing
4. EMERGENCE OF NEW INDUSTRIES WITH NEW PERFORMANCE DRIVERS, NEW RULES OF ENGAGEMENT
5. NEW DEFINITIONS OF SUCCESS
ORGANISATIONS
INDIVIDUALS
6. AND WE CAN’T DENY THAT THE CURRENT THINKING AND SOLUTIONS ARE NOT WORKING!
SO WHAT ARE SOME IMPLICATIONS FOR
Leading and managing peopleOur professionThe InstituteMe?
Build emerging businesses
Profit
Time
Baghai: The Alchemy of Growth (1999)
Extend and defend core businesses
Create viable options
Horizon 1Horizon 2
Horizon 3
HORIZON ONE: OUR CORE
THE CHALLENGE OF WALKING AND CHEWING GUM CONTINUES
PARTNERSHIPS AND PORTFOLIOS
THE CHALLENGETHE CHALLENGE
PERFORMANCEMANAGEMENT
ORGANISATIONAL RENEWAL
Technical leadership & managementConvergent, linear thinkingContinuity
Adaptive leadershipDivergent, associative thinkingDiscontinuity“The answer is in the question “
1 10
EXECUTIVE TEAM COMPOSITIONEXECUTIVE TEAM COMPOSITION
PERFORMANCE
MANAGERS
ORGANISATIONAL
RENEWERS
Emergent PartnershipsEmergent Partnerships
The individual member
ExternalProviders:TransactionalStrategic
Managers HR Specialists
THINK THINK CLUSTERSCLUSTERS OR OR PORTFOLIOSPORTFOLIOS OF HR OF HR
PRACTICES,PRACTICES,NOT SINGLE NOT SINGLE INITIATIVESINITIATIVES
HORIZON TWO: THE EMERGENT FUTURE
New definitions of success for corporations and individuals
Changing our vocabulary
?? “Human Resources”
?? “Employees” and“organisation” Members and Communities
Competencies and Capabilities
Definition of CapabilitiesDefinition of Capabilities
A corporate capability is the capacity of an organisation or a group of people, supported by systems and processes, to make a contribution that enables high performance and potentially competitive advantage.
Examples Flight Centre
McDonalds
Implication!
We need greater input fromSociologyAnthropology History !
HORIZON THREE: COMING OVER A HORIZON NEAR YOU!
HYBRID VIGOR
THE POTENTIAL OF HYBRID VIGOR
12 - 15 % faster growth !!
SO, WHERE SHOULD WE CREATE HYBRID VIGOR ?
Hybrid professional bodies, conferences and eventsHybrid occupations / professionsHybrid careers Hybrid departments and teams
“The voyage of discovery consists
not in seeking new landscapes,
but in having new eyes”
Marcel Proust
The way forward is, The way forward is, paradoxically, paradoxically,
to look not ahead,to look not ahead,but tobut to look aroundlook around””
“ “ It is not the mountain It is not the mountain that we need to conquer, that we need to conquer,
but ourselvesbut ourselves “ “
Sir Edmund Hillary
SO, CHECK YOUR SO, CHECK YOUR ATTITUDE TO THE FUTUREATTITUDE TO THE FUTURE
ROTTER, 1966: “LOCUS OF CONTROL”ROTTER, 1966: “LOCUS OF CONTROL”
EXTERNALIST INTERNALIST
