If we can’t accurately predict the future, how can we define the capabilities required for the future? Many organisations rely on generic capabilities such as innovation, leadership etc as future capabilities, but do these really provide the cutting edge in a competitive market place.
Our expert panel, share their views and experiences on Future Capabilities and how to make this exercise more robust and effective.
2. Introductions Adroit
Adslot
Apria Healthcare
Australian Red Cross
BAE Systems Pty Ltd
Bank Australia
Bayer
Bendigo and Adelaide Bank
Blackboard Pty Ltd
CBA
CSIRO
DeakinCo.
DEDJTR
DPTI
e3Learning
Enable Performance Consulting
Ericsson
EY
IAG
illoominate
IMC AG Learning
NAB
Nbnco
Nepean Blue Mountains Local
Health District
Registrations Organisations
Jeevan Joshi
Producer & Founder
CapabilityCafé & LearningCafe
@jeevesj
News Xtend
Ovolo Hotels
Partners in
Performance
PUC TIDD
DOCTORAL
PROGRAM
Qantas
Shine Lawyers
Siemens
Siemens Pte Ltd
simPRO
Sportsbet
Suncorp
Sydney Water
Taronga Conservation
Society Australia
Telstra
Thiess
Unilever
University of Sydney
Ventia
Westpac
Xypex Australia
Andrea Hannah
Principal Advisor, Leadership and
Capability
Queensland Public Service
Commission
@AH_at_the_wall
John Forrest
Founder & Managing Partner at The
Tangent Network, Principal at
Allestis Pty Ltd.
@ExtremeImpacts
120+ 65+
8. Is this a process
In your
organisation ?
Will L&D be
involved ?
Is was 10%in
Previous slide
Should be more
Important ?
9. L&D/HR seem to
talk about VR
more
This may
explode
exponentially
Do this include
employees with
low engagement ?
10. Professional Development Framework
for the Next Gen L&D
10
Business Partnership
Project Management
L&D Theory
Analysis
Design
Development
Implementation
Evaluation
DigitalAcumen
ConsultingApproach
BusinessAcumen
Agile&DesignThinking
Emerging
Tech
Start Up/
Entrepreneurship
Knowledge
Management
Workforce/HR
Trends
Emerging Research in Management
Industry
Knowledge
Capability Management
Existing Capability
Next Gen Capability
Scaffolding Awareness
11. JOHN FORREST
Founder & Managing Partner at The Tangent Network,
Principal at Allestis Pty Ltd
SCENARIO BASED CAPABILITY PLANNING
12. CAPABILITY MANAGEMENT Ver 0.8
Business
Results
Capability
Management
Our definition of Capability is the
combination of Knowledge and skills
+ right tools + context that allow the
results to be delivered.
Capability Management is the design,
implementation, and optimization of
capabilities.
There are other more sophisticated
approaches to Capability
Management specially in Defence,
we advocate a simpler and pragmatic
approach to Capability Management.
We believe that desired business
results cannot be optimally achieved
without optimising the three legs of
Capability.
Business
Plans
13. Business
Results
Capability
Management
Business
Plans
Current
Planning Horizon
How do you identify future capabilities?
• Global Trends
• Technological advances
• Unmet market needs
• Consumer behaviour and trends
• Industry specific R&D
Which factor influences future capability building
the most?
• Customer preferences
• Competitive advantage
• Growth & Innovation
• Culture & Leadership
• Digital Disruption
Future
?
Survey Says
>49% of those who registered already know their future capabilities!!!
14. Defining Successful Future Capabilities
• Successful future capabilities are those that allow an organisation to
influence and respond to changes in the external environment to
achieve desirable outcomes
• Capabilities need to support customer and/or usurp competitor
capabilities
• Operating environments are constantly evolving; successful
organisations have a “requisite variety” of capabilities that adapt (and
exapt) and which can be reconfigured in response to changing
conditions
• Future success will require you to know what your customer and
competitor capabilities are and how they see these evolving
15. Workforce and Operational Capabilities
• Workforce Capabilities enable Operational Capabilities
• Operational Capabilities shape and are shaped by the external environment
• Workforce Capabilities and Operational Capabilities need to be managed as an
integrated portfolio
• A Capability Family or Taxonomy should support traceability from high level
strategic operational capabilities down to low level individual workforce
capabilities
17. Scenario Contexts
• A scenario is a plausible, hypothetical situation that evolves over time
from initial conditions to more or less desirable end states
• Scenarios should include stakeholders that are involved in the
situation as well as those who will be impacted by the way the
situation is resolved
• Stakeholders should be able to relate the situation to the capabilities
they manage
• The details of the environment in which the scenario is occurring need
to be specific enough to identify the corresponding capability family
members
• The level of detail in a scenario needs to match the level of detail of
the capabilities that are being assessed
18. Operational Capability
Scenario: “Storm Cloud”
Workforce Capability
Scenario: “Sunny Days”
Future Workforce Capabilities may improve Current Operational Capability
but fail to meet the requirements of Future Operational Capabilities
Bob’s Balloon Banquets
19. Examples
Operational Context: Defence Force Humanitarian Aid - Evacuation
Current Capabilities Scenario Future Capabilities
Operational Sea Mobility,
Logistics,
Supply Chain
Storm Clouds – Climate change leads
to increased storms, flash flooding of
islands in our region
Air Lift,
Air/Sea Mobility,
Rapid Supply
Workforce Port Deployments,
Landing Craft,
Heavy Supply Ships
Rapid evacuation response –
catastrophic natural disasters requiring
urgent evacuation
Joint Air/Sea Ops,
Helicopter Frigates,
Light Supply Ships
Operational Context: Asset Supply & Maintenance
Current Capabilities Scenario Future Capabilities
Operational Installation,
Commissioning,
Field Maintenance,
Customer Support
Asset Mesh – Customers desire fully
integrated, intelligent asset
performance & maintenance solutions,
Internet of Things networking
Autonomous Asset
Management, Ops Tech.
Product Development,
Workforce Install, Maintain,
Assess Assets
Monthly performance
reporting to customer
Self Healing & Call Home – hands free
maintenance and performance
management
Systems Integration,
Remote Diagnostics,
Network Security
33. How to identify
Future
Capabilities ?
Building Future
Capabilities
Redefine
Capability to
include Artificial
Intelligence
Build an
Adaptable
Organisation
(Quick to Learn)
Best
Solution
34. Lessons Learnt #1- Focus on Critical Capabilities
Competitive
Advantage
Foundational
Generic Specific
Google Search
Skills
Technical –
Building Train
Tracks
Innovation
Agile
Efficiency in the
Warehouse - If list is too long there
wont be money and
mind space for all.
- Due to its very nature,
some capabilities may
not eventuate
35. Numbers
Lessons Learnt # 2- Future Capabilities – Just Not
Leaders
Leaders
Most attention &
spend/head
Middle Management
Some
Rest of Workforce
Minimal
- In the future of work,
leadership and expertise
is more distributed.
- Not every capability
applies to every role.
Contingent
Workforce
36. Lessons Learnt # 3 – Deconstruct to Practical
Components. One size does not fit all
Innovative
Organisation
More
worries
about
targets
Call per
minutes
matter
Accuracy
and
Timely
May lead
To
unethical
behaviour
Short on
time
Follow
AC
Principles
Sales Call
Centre
Accounts
Middle
Management
Employees
38. Lessons Learnt # 5 – Building Capabilities is More
than skilling up
Acquiring
Capability may
be better than
building
Capability
= Quality
(skills) x
Quantity (Nos)
Redefining
Capability
40. 40
• Value
• Engagement
• Topical
• Needs at
least a 3.5
rating
https://www.nytimes.com/2017/09/10/technology/amazon-robots-workers.html
Amazon – Capability = People + AI + Automation
Adding
50,000 jobs
to current
230,000
Robots
2014 15,000
2015 30,000
2016 45,000
Sorting done
by humans -
> Artificial
Intelligence
AMAZON
41. 3 Scenarios
People
Experts
supported by
Technology
#1 Remain
People
Experts
supported by
Technology
We keep doing what
we are good at.
Improve tech
enablement
#2 People
Experts manage
impact on AI on
People
We keep doing what
we are good at and
take impact of AI on
people in our remit.
Learn more about AI
#3
Hybrid Experts
Integrate People
& AI Capabilities
We look after
capability whether it
is delivered by
people or AI. Needs
new mindset and
skills.
Current
State
42. Real Solution - Adaptive Organisations
Stage 1
Encourage
Individual
Learning
• Hire smart people
• Encourage to
keep learning –
give freedom to
experiment
Share
Individual
Learning
• Mobility of people
• Social
transmission e.g
GE workout
sessions
Leveraging the
Learning
The hallmark of adaptive culture is one where people are
comfortable and can succeed in the middle of uncertainly,
ambiguity and change.
