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Leadership &
Learning - reloaded
management meetings
Munich, 18th July 2012
Tim A. Ackermann
Influencers

                   Demography




              Mindsets




  Workplace        Technology
Mindsets & Leadership
                       The meaning of
                           “work”



                                         Communication
     The meaning of
                                          and forming
       “feedback”
                                          relationships




     Job assignments                      Synching up



                            Finding
                       information and
                           learning
                                                          Erickson, 2012
Mindsets & Communication
                           50s 60s 70s 80s 90s 00s 10s



Content                              detail, prose-style
                                                             If and when I need it, I’ll find it online



Context                     Relevance to my security
                                                           Relevance to now, today and my role


Attitude                     Authority and hierarchy
                                                                         Meritocracy


Speed                                 Time frame
                                                                          5 min ago


Frequency                              digestible
                                                                          constant
 Source: Deloitte Consulting, IABC
Techology, Mindsets & Jobs
Traditional: “job”




                     A function                               A set of tasks and specialties
                     “Own” a function                         “Contribute” in teams
                     Responsibility                           Projects and jobs to do
                     Career Path                              Career Progression
                     Upward mobility                          Increase specialization & experience
                     By level, title, size of office,… - by   By results delivered, demand of skills




                                                                                                       Tomorrow: “role”
                     your boss                                – by peers
                     Direct and manage                        Build teams, empower, inspire, coach
                     Widen skills and build power             Deepen skills, drive results
                     Job & competency models, org             Capability models, knowledge
                     charts, top down                         sharing, shared values and mission




Source: Josh Bersin, blog
Technology, Mindsets &
Learning
                   • Competency                                       • Contextual
                     based                                            • Organization
                   • Organization                                       created
                     created


                                             Formal    Experimental
                                            learning     Learning




                                                       Peer-to-peer
                                           Mentoring
                                                         learning

                   • Competency                                       • Contextual
                     based                                            • User generated
                   • User generated




Source: Meister&Willyerd, Workplace 2020
Technology & Learning
                               Private
                               • We're usually invited to participate by people we know and trust.
                               • There are specific things we want to do with the other people
                                 involved,
                               • We get something back from participation
                               • We have control over who sees our information.
                               • The applications are intuitive
                               • The applications are well-tuned to support the specific tasks we want
                                 to perform and their features are regularly rated and refined.




                                            Corporate
                                            • Often we're instructed to use it by someone in authority
                                            • Little of what we actually get paid to do requires input from the
                                              majority of the network.
                                            • Participation feels like dropping pearls into a black hole
                                            • We have no control over who sees our information
                                            • The site is unattractive and requires a manual to get started.
                                            • The software is generic and requires a work-around




Source: Tamara Erickson, HBR
Predicitions for 2020
       1.     You will be hired and promoted based upon your reputation
              capital
       2.     Your mobile device will become your office, your
              classroom, and your concierge
       3.     The global talent shortage will be acute
       4.     Recruiting will start on social networking sites
       5.     Web commuters will force corporate offices to reinvent
              themselves
       6.     Companies will hire entire teams
       7.     Job requirements for CEOs will include blogging
       8.     The corporate curriculum will use video
              games, simulations, and alternate reality games as (key)
              delivery model


Source:
Meister&Willyerd, Workplace 2020
Predicitions for 2020
9. A 2020 mind-set will be required to thrive in a networked
   world
     •   Social participation
     •   Thinking globally
     •   Ubiquitious learning
     •   Think big, constant improvement
     •   Cross-cultural power
10. Human Resources’ focus will move from outsourcing to
    crowdsourcing
11. Corporate social networks will flourish and grow inside
    companies
12. You will elect your leader



Source:
Meister&Willyerd, Workplace 2020
Predicitions for 2020
13. Lifelong learning will be a business requirement
14. Work-life flexibility will replace work-life balance
15. Companies will disclose their corporate social responsibility
    programs to attract and retain employees
16. Diversity will be a business issue rather than a human resources
    issue
17. The lines among marketing, communications, and learning will
    blur
18. Corporate app stores will offer ways to manage work and
    personal life better
19. Social media literacy will be required for all employees
20. Building a portfolio of contract jobs will be the path to
    obtaining permanent full-time employment


Source:
Meister&Willyerd, Workplace 2020
Learning…
                          gamified




                                     context
                                      based

    social

               Learning

                                           on demand




             ubiquitous
Leadership…
                           on
                         demand



                                  volatile

     crowd
    sourced
              Leadership

                                         diverse


              remote
                  &
               virtual
… Human Resources
                             enabling
                 Human
  technology
    driven
                Resources
                 “People
               Development
                    ”
                                   facilitating




                 (end)
               customer
                focused
The future of work…




                      … is today!
"In a few hundred years, when the history of our time will be
written from a long-term perspective, it is likely that the most
important event historians will see is not technology, not the
Internet, not e-commerce. It is an unprecedented change in the
human condition. For the first time – literally – substantial and
rapidly growing numbers of people have choices. For the first
time, they will have to manage themselves. And society is
totally unprepared for it.”, Peter F. Drucker




     TIM A. ACKERMANN
        TALENTIM

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Leadership & Learning - reloaded

  • 1. Leadership & Learning - reloaded management meetings Munich, 18th July 2012 Tim A. Ackermann
  • 2. Influencers Demography Mindsets Workplace Technology
  • 3. Mindsets & Leadership The meaning of “work” Communication The meaning of and forming “feedback” relationships Job assignments Synching up Finding information and learning Erickson, 2012
  • 4. Mindsets & Communication 50s 60s 70s 80s 90s 00s 10s Content detail, prose-style If and when I need it, I’ll find it online Context Relevance to my security Relevance to now, today and my role Attitude Authority and hierarchy Meritocracy Speed Time frame 5 min ago Frequency digestible constant Source: Deloitte Consulting, IABC
  • 5. Techology, Mindsets & Jobs Traditional: “job” A function A set of tasks and specialties “Own” a function “Contribute” in teams Responsibility Projects and jobs to do Career Path Career Progression Upward mobility Increase specialization & experience By level, title, size of office,… - by By results delivered, demand of skills Tomorrow: “role” your boss – by peers Direct and manage Build teams, empower, inspire, coach Widen skills and build power Deepen skills, drive results Job & competency models, org Capability models, knowledge charts, top down sharing, shared values and mission Source: Josh Bersin, blog
  • 6. Technology, Mindsets & Learning • Competency • Contextual based • Organization • Organization created created Formal Experimental learning Learning Peer-to-peer Mentoring learning • Competency • Contextual based • User generated • User generated Source: Meister&Willyerd, Workplace 2020
  • 7. Technology & Learning Private • We're usually invited to participate by people we know and trust. • There are specific things we want to do with the other people involved, • We get something back from participation • We have control over who sees our information. • The applications are intuitive • The applications are well-tuned to support the specific tasks we want to perform and their features are regularly rated and refined. Corporate • Often we're instructed to use it by someone in authority • Little of what we actually get paid to do requires input from the majority of the network. • Participation feels like dropping pearls into a black hole • We have no control over who sees our information • The site is unattractive and requires a manual to get started. • The software is generic and requires a work-around Source: Tamara Erickson, HBR
  • 8. Predicitions for 2020 1. You will be hired and promoted based upon your reputation capital 2. Your mobile device will become your office, your classroom, and your concierge 3. The global talent shortage will be acute 4. Recruiting will start on social networking sites 5. Web commuters will force corporate offices to reinvent themselves 6. Companies will hire entire teams 7. Job requirements for CEOs will include blogging 8. The corporate curriculum will use video games, simulations, and alternate reality games as (key) delivery model Source: Meister&Willyerd, Workplace 2020
  • 9. Predicitions for 2020 9. A 2020 mind-set will be required to thrive in a networked world • Social participation • Thinking globally • Ubiquitious learning • Think big, constant improvement • Cross-cultural power 10. Human Resources’ focus will move from outsourcing to crowdsourcing 11. Corporate social networks will flourish and grow inside companies 12. You will elect your leader Source: Meister&Willyerd, Workplace 2020
  • 10. Predicitions for 2020 13. Lifelong learning will be a business requirement 14. Work-life flexibility will replace work-life balance 15. Companies will disclose their corporate social responsibility programs to attract and retain employees 16. Diversity will be a business issue rather than a human resources issue 17. The lines among marketing, communications, and learning will blur 18. Corporate app stores will offer ways to manage work and personal life better 19. Social media literacy will be required for all employees 20. Building a portfolio of contract jobs will be the path to obtaining permanent full-time employment Source: Meister&Willyerd, Workplace 2020
  • 11. Learning… gamified context based social Learning on demand ubiquitous
  • 12. Leadership… on demand volatile crowd sourced Leadership diverse remote & virtual
  • 13. … Human Resources enabling Human technology driven Resources “People Development ” facilitating (end) customer focused
  • 14. The future of work… … is today!
  • 15. "In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time – literally – substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.”, Peter F. Drucker TIM A. ACKERMANN TALENTIM

Notas do Editor

  1. 1.  They reward results and expertise, not position.Accenture rewards its consultants based on a 7-level capability model, which people are expected to focus on over many years of their career. People are evaluated based on the "internal demand" for their skills, not just their manager's assessment of performance.Intel regularly rewards and moves top engineering talent around the company to promote and build their expertise.2.  They break down functional silos and facilitate work across business functions.One of Pfizer’s greatest organizational breakthroughs was the company’s focus on “science teams” which collaborate and share information on various body systems, organs, and molecules – across different product teams.IBM regularly creates global action-teams which take people from functional groups and brings them together to work on large client projects.3.  They reward continuous learning and “learning agility.”The Federal Reserve and even the IRS now reward people for contributing knowledge to others becoming better teachers and learners. Some academics call this a push for "serial incompetence," meaning people are regularly moved into new roles to expand their breadth of experience.4.  They hire for values, innate skills, and fit, not for experience.The famous Google hiring tests focus on intellectual ability and fit, not on experience.Swarovski, one of the world’s leading retailers, looks for integrity and sense of value in its candidates, not retail experience. Even the giant American Express has changed its hiring standards to look for “hospitality personalities” not customer service experience.5.  They encourage and promote horizontal mobility.United Health Group posts all major job opportunities internally and has built a whole team dedicated to “facilitated talent mobility.” This team helps people find new jobs internally, develop their own internal careers, and saves the company millions in external hiring.
  2. Q1: Edutainment, Virtual ClassroomQ2: On-demand mentoring, Mobile learningQ3: On-demand microfeedback, group mentoringQ4: Knowledge transfer