Stu Kliman's presentation from Reimagining Work Summit Fall 2018.

1. Catalant Reimagining Work Summit
Stu Kliman, Partner
Now what?
Crafting your own plan

2. The future of work
81Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
WORKFORCE
WORKPLACEWORK
FUTURE
OF WORK
Evolving Expectations
Clustering
Diversity
Gig Economy
Millennials & Gen-Z
Cloud
Mobile
Real Estate –as-a-Service
Mission-driven
Customer Intimacy
Connected Assets
Robotic Process
Automation
Machine Learning
The future of work is the opportunity that lies at the center of interconnected trends.

3. “We cannot solve our
problems with the same
thinking we used when
we created them.”
— Albert Einstein

4. An interlinked organization
Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
n It starts with mission
alignment
n Informal, formal, and
personal levels are
interlinked
Behaviors & Actions
Results
Beliefs About How To Win
Operating
Environment
Informal
(Culture)
Formal
Personal
Mission
Beliefs about how to win drive behaviors and results.

5. New beliefs about how to win
Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
TRADITIONAL BELIEF NEW BELIEF
From: we must acquire and
retain the best talent
To: access to top talent
requires an approach that’s
broader than talent
acquisition
What are other necessary “how to win”
belief shifts?

6. New beliefs about how to win
Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
TRADITIONAL BELIEF NEW BELIEF
From: professional management is why we win To: advancement of our mission is why we win
1From: we must acquire and retain the best talent
To: access to top talent requires an approach that’s
broader than talent acquisition
2
From: compensation and benefits and employee
experience are synonymous
To: multiple factors influence the overall employee
experience
3
From: our critical relationships are with our top few
customers
To: we’re a networked business, and our ability to
connect across organizational boundaries is critical to
our success
4
From: centralized decision-making creates
accountability
To: we must make wise decisions, fast to compete5
Five common belief shifts required for future of work success.

7. The bridge to the future
Agile
WorkforceEmployee
ExperienceCustomer
Centricity
Intelligence
Augmentation Collaboration
20th Century
Organization
21st Century
Organization
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Mission
Alignment
Integrative,
Distributed
Decision-making
Continuous,
Side-by-side
Learning
Creative
Abrasion
Five practices and four enablers bring the shifts to life and provide the bridge to the future.

8. Who would need to be
involved in a future of work
transformation at your
organization?
For what purpose?
87Copyright © 2018 by Vantage Partners, LLC. All rights reserved.

9. FOW transformation requires leadership at all levels
88Prepared by Vantage Partners, January 2018.
Source: Vantage client case studies and Harvard Business Review, “Driving Digital Transformation”
INDIVIDUALS
n Embrace changes associated with transformation
n Seek out and invest in learning opportunities
n Engage in continuous experimentation and sharing
HUMAN RESOURCES MANAGERS
n Provide input to strategies based on local insights
n Champion and support initiatives
BUSINESS UNIT LEADERS
n Understand opportunities and threats
n Bridge enterprise and business unit agile strategies
n Allocate investments in transformation
C-SUITE
n Create a culture conducive to experimentation
n Define and communicate future of work vision and link it to the organization’s mission
n Guide investment of management focus, staff time, and capital in transformation

10. Five principles of complex change efforts
Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
We can think our
way into new ways
of acting.
We can act our
way into new ways
of thinking.
Five principles should guide your future of work program.
EMERGENT5
INCLUSIVE4
EXPERIMENTAL3
EXPERIENTIAL2
ITERATIVE1

11. Good Luck!
90Copyright © 2018 by Vantage Partners, LLC. All rights reserved.

12. www.vantagepartners.com
91Copyright © 2018 by Vantage Partners, LLC. All rights reserved.

13. Appendix

14. Two tenets of systems thinking
Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
n Causation is not linear
n Cause and effect are often
not closely situated in
time and space
Growing
action Condition
Reinforcing
loop
Balancing
loop
Slowing
action
Limiting
condition
(Point of
leverage)
Symptomatic
“Solution”
Side
effect
Problem
symptom
Fundamental
solution
Balancing
loop
Systems thinking provides a lens for understanding the trends driving the opportunity.

15. A change model
Copyright © 2018 by Vantage Partners, LLC. All rights reserved.
Compelling Vision:
The future state or destination
WHAT is our destination?
WHAT benefits will the change
deliver?
Burning Platform: The reason why we need to
change and cannot remain in the current state
WHY does change need to occur?
WHY is the current state not desirable or sustainable?
Clear Roadmap: The way in which we
will navigate to a better future
HOW will we navigate from
here to there?
HOW will we sustain
the change?
Personal
Formal
Informal
HOW? WHAT?
WHY?
Each operating level needs to be addressed by the change effort.

16. ALIGN AND ADVANCE
95