Uploaded byKenny Ong
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees Today
This document discusses preparing for the future workplace and employees. It first examines how businesses should rethink their approach, focusing on aligning their culture, structure, leadership, and resources with their business model. Next, it explores how HR should rethink its strategies to ensure proper alignment between the business model and talent management approaches. Specifically, it provides frameworks and examples of how different business models require different organizational designs, management systems, job skills, and performance management. The goal is to motivate talent and have the right people and resources to execute the business model.
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FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees Today
- 1. FUTURE WORKPLACE: Preparing andPlanning for Tomorrow’s Employees Today Case Study, Concepts and Debatable Ideas Kenny Ong
- 2. Menu 1. The ElephantIn The Room 2. Rethink Business 3. Rethink HR 4. End Notes
- 3. THE ELEPHANT INTHE ROOM
- 5. Most Popular Question “Whenwill we return to the last time?” Wrong Question
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- 8. Warning Notice It’s notabout the economy It’s about your company
- 9. Budgeting vs. Priorities UpturnFlat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer NPD Cycle Time Improve Edge Extensions Counter Competitor Innovation Acquire Profits Build momentum Sales Cash Flow Focused on ‘Breakthrough’ JV, In-source, Out- source Eliminate bottom 20% Improve Top 15% revenue-generating products ↓ R&D, ↑Sales Example: Business Situation vs. R&D Priorities
- 10. Business Situations vs.HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Innovation/R&D Early wins Slow Down HR Costs Top Talent focus Sales, Sales, Sales Increase attrition Motivation
- 11. Business Situations vs.HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Motivation •Projects •Job Ads •Communication •F/L Manager Com. •Middle Management •Involvement (survey, suggestions) •Realistic Goals •Controllable KPIs (customer satisfaction, production)
- 12. Activity Grid todetermine budget priorities Increase (↑) What are features/ activities/services to increase? Create (+) What are features/ activities/services to introduce? Reduce (↓) What are features/ activities/services to reduce? Eliminate (-) What are features/ activities/services to eliminate? 1. Manage conflicts where limited resources should go 2. Solve problem of compounding activities & resources
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- 16. The McPlaybook* Make iteasy to eat • 50% drive-thru • Meals held in one hand Make it easy to prepare • High Turnover • Tasks simple to learn & repeat Make it quick • “Fast Food” • Tests new products for Cooking Times Make what customers want • Prowls market for new products • Monitored field tests *Adapted from: Businessweek , Februrary 5th 2007
- 17. What is theBusiness Model? USP Market Discipline Profit Model •Google •Tata Nano
- 18. Business Model: ProfitModel Revenue Cost Margin Cash Flow Assets
- 19. What is theBusiness Model? USP Market Discipline Profit Model
- 20. Market Discipline "They arethe most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success Product Leadership Operational Excellence Customer Intimacy • Cost • Convenience • TCO • Features, Benefits • Limited Range • Solutions • Customization • Breadth & Depth Market Discipline
- 21. Operational Excellence (low costproducer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Alignment & Consistency: Market Disciplines Eg. Google Tata Nano Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Alignment & Consistency: Market Disciplines Eg. Google Tata Nano
- 22. Operational Excellence (low costproducer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Alignment & Consistency: Market Disciplines
- 23. Operational Excellence (low costproducer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Alignment & Consistency: Market Disciplines
- 24. Operational Excellence • Competitive price •Error free, reliable • Fast (on demand) • Simple • Responsive • Consistent information for all • Transactional • 'Once and Done' Customer Intimacy • Management by Fact • Easy to do business with • Have it your way (customization) • Market segments of one • Proactive, flexible • Relationship and consultative selling • Cross selling Product Leadership • New, state of the art products or services • Risk takers • Meet volatile customer needs • Fast concept-to- counter • Never satisfied - obsolete own and competitors' products • Learning organization Alignment & Consistency: Disciplines, Priorities, and KPIs
- 25. Operational Excellence Customer Intimacy Product Leadership Organization, jobs, skills Management systems Information and systems Culture,values, norms Business Model vs. Talent & Performance Management
- 26. Operational Excellence •Central authority,low level of empowerment •High skills at the core of the organization •Disciplined Teamwork •Process, product- driven •Conformance, 'one size fits all' mindset •Integrated, low cost transaction systems •The system is the process •Command and control •Quality management Organization, jobs, skills Management systems Information and systems Culture, values, norms Business Model vs. Talent & Performance Management
- 27. Organization, jobs, skills Management systems Information and systems Culture,values, norms Product Leadership •Ad hoc, organic and cellular •High skills abound in loose-knit structures •Concept, future-driven •Experimentation and 'out of the box' mindset •Person-to-person communications systems •Technologies enabling cooperation •Rewarding individuals' innovative capacity •Risk and exposure management •Product Life Cycle profitability Business Model vs. Talent & Performance Management
- 28. Organization, jobs, skills Management systems Information and systems Culture,values, norms Customer Intimacy •Empowerment close to point of customer contact •High skills in the field and front-line •Customer-driven •Variation and 'have it your way' mindset •Strong customer databases, linking internal and external information •Strong analytical tools •Customer equity measures like life time value •Satisfaction and share management •Focus on ‘Share of Wallet’ Business Model vs. Talent & Performance Management
- 29.
- 30. Intro: “Cow don’t drink watercannot push cow head down”
- 31.
- 32. Alignment: Framework • Focuspoint • Alignment • Quality • Innovation & Differentiation • Risk taking • Performance Management • Corporate obsession • Decision making Culture
- 33. Alignment: Framework • OrgStructure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Management Systems • BSC and KPIs • Decentralized & Empower Structure
- 34. Strategy: Framework • Rolemodeling • Vision/Mission/Philosophy • Leadership Style • Delegation & Empowerment • C&B, Promotions • Sense of Urgency • Speak regularly about _______ (whatever is important) Leadership
- 35. Strategy: Framework • Recognition •Recruitment • Training • Profit sharing • Values • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control) Person
- 36. Strategy: Framework Enablers • Technology •Equipment • Materials • Human • Intellectual Property • Partners • Property Resources Funding • CAPEX • OPEX
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- 39. Motivating Talent Passion Job GrowthTalent MinimumMotivation Target: 2 out of 4 Delegation
- 40. Curse of theBell Curve ‘A’ Staff ‘B’ Staff ‘D’ Staff ‘E’ Staff ‘C’ Staff
- 41.
- 42. Recap: Future Workforcevs Future Workplace
- 44. Don’t forget… “The businessof business is Business, not Talent Management”
- 45. Thank You. soft copyof slides: https://www.slideshare.net/kennyong