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Whitepaper: The Borderless Workplace

Whitepaper: The Borderless Workplace



The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality. ...

The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality.

This whitepaper will help you discover capabilities you and your organization need in order to thrive in the new world of work.

Contact us today, to find out how to thrive in the borderless workplace: enquiries@tmaworld.com



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    Whitepaper: The Borderless Workplace Whitepaper: The Borderless Workplace Presentation Transcript

    • The BorderlessWorkplaceTerence BrakeTMA WorldDirector of Learning & InnovationThe globalstage is ina state ofperpetualmotion.Kenichi Omae, Next Global Stage: TheChallenges and Opportunities in our BorderlessWorld. NJ: Pearson Education, 2005“”
    • 2The Borderless Workplacewww.tmaworld.comVisualize a game of soccer at kickoff. Two teams of 11 players are facing each other on a field whose outer boundariesare marked in white; a line across the field marks the half-way point. The players on each team are distributed in theirhalf of the field depending on the position they play. At each end of the field are goal posts, and there are also whitelines that mark penalty areas. It all looks very orderly. Now imagine that after the kickoff whistle has blown a lot ofthe white boundary lines disappear, and other teams with an unlimited number of players can run onto the field tocompete; imagine also that the goals and penalty areas are moved continually or even disappear. Imagine also thatobstructions appear randomly on the field, and numerous referees can join in – each one with a different set of rules.You get the picture. This is today’s business environment.The nature of change has changed.This has been driven by two powerful and interdependent forces in the business environment:ChangePastDefinablePredictableContinuousChangePresent/FutureUndefinableUnpredictableDiscontinuousnew information can impact the rest of the globe at thespeed of the Internet, and information is being created24/7.As Eric Schmidt of Google said,There is more content being created in 48 hourstoday than was created from the beginning oftime ‘til 2003!gone are the days when globalization was simplymultinationals from advanced economies spreading theirpower and influence across borders. Companies fromemerging markets are wielding much more power.“”Digital technologies Multi-polar globalization 
    • 3The Borderless Workplacewww.tmaworld.comThink of:Lenovo (China) – now the world’s largest maker of PCs.Tata (India) – a conglomerate with a market capitalization of $90 billion that earns 58 percent of its revenues outsideof India. The Reputation Institute ranked Tata as the 11th most reputable company in the world.While Lenovo and Tata are becoming well-known names, there are many other emerging market companies becoming‘global challengers’. The Boston Consulting Group (as reported on the US TV station CNBC on January 22, 2013) justissued a report on 100 fast growing and fast globalizing companies from emerging markets. The companies includedAlibaba (the largest e-commerce company in China), Trina Solar (the world’s 4th largest solar panel manufacturer),Naspers (a South African media giant). While China and India dominated the list, there were also companies fromEgypt, Colombia, Qatar, Saudi Arabia, and Chile.While the digital revolution and globalization have been with us for some time, how are businesses doing in theirresponse? According to research conducted by Accenture and the Economist Intelligence Unit:“”Strikingly, only 11 percent of business leaders surveyed believe that their companies aresignificantly advanced in their strategic response to the disruptive business environmentbrought about by the intersection of the multi-polar world and developments in IT.From global connection to global orchestration: Future business models for high performance where technology andthe multi-polar world meet. Accenture, 2010.
    • 4The Borderless Workplacewww.tmaworld.comWhat are some specific business realities triggered by these powerful forces?Multi-polar globalization means competition is coming from here, there, andeverywhere. This means there is a continuous need to be proactive, responsive, andagile. We experience rapid changes in the marketplace requiring continuousadaptation in strategy, decision-making, and action. It is increasingly more difficultto plan for change often leaving us feeling disoriented, overwhelmed and unprepared.Diverse – yet often interconnected and conflicting - business models, managementsystems, legal and regulatory systems, customers, suppliers, stakeholders,geographies, employees, and socio-political systems make up a complex businessenvironment. Often, complex problems cannot be managed with existing knowledgeand know-how; they require collaborative solutions and innovation.Information technologies have long been used to create efficiencies and productivity.Advanced virtual communication and collaboration technologies are going further byenabling business transformations. The ‘connected’, ‘networked’, ‘matrixed’, ‘latticed’,and ‘borderless’ enterprise are names for organizational forms enabled by the digitalrevolution.Being more digitally connected doesn’t mean we are more culturally orpsychologically connected. In a world of virtual and face-to-face interactions acrossborders we often experience difficulty in understanding what is happening or inidentifying what is significant. There is an increased chance for misreading situationsbecause the reality might be interpreted in more than one way.CompetitionComplexityConnectivityCulturesWhat do these business realities mean for organizations?
    • 5The Borderless Workplacewww.tmaworld.comFour organizational capabilities stand out as being of highest priority at this time:The ability of an organization to change rapidly in response to changes in the environment, e.g. the emergence of newcompetitors, disruptive technologies, and sudden changes in market conditions.Based on research by both McKinsey and The Economist Intelligence Unit, 90 percent of executives rank organizationalagility as critical to business success. Research at MIT shows that agile firms grow revenue 37 percent faster andgenerate 30 percent higher profits than non-agile companies.OrganizationalAgilityThe willingness and ability of networks of people and teams to manage complex problems, make decisions, andinnovate by working together across internal and external boundaries.The story of Procter & Gamble (P&G) is telling. In early 2000, the company’s share price had fallen nearly 50 percent,resulting in the loss of $85 billion in market capitalization. Despite huge spending on R&D, only 35 percent of newproducts reached their financial objectives. The new CEO, A.G. Lafley, was confident that collaboration was the key tothe company’s future value. He wanted to make P&G the company that “collaborates inside and out, better than anycompany in the world.” A study showed that P&G’s most profitable innovations came from internal collaborationsacross business units or from external collaboration with researchers on the outside. Twenty cross-functional‘communities of practice’ were established within P&G, and Lafley determined that 50 percent of P&G’s products, ideasand technologies would be developed externally.By 2008, P&G had improved its R&D productivity by 60 percent, and more than doubled its innovation success rate.Technologies facilitate collaboration, but they are by no means sufficient. As Jim Whitehurst, CEO of Red Hat said,“collaboration is a culture, not a set of tools.”Collaboration
    • 6The Borderless Workplacewww.tmaworld.comWhile face-to-face relationships are – and always will be - important in business, digital relationships are increasing insignificance – digital relationships between colleagues, and also between the business and customers, partners,suppliers, and distributors. The traditional view has always associated information technology with efficiency andproductivity, but the real value lies in the productive, value-added relationships enabled by technology. According toIBM:DigitalKnow-HowThe view that technology is primarily a driver of efficiency is outdated; CEOs now seetechnology as an enabler of collaboration and relationships – those essentialconnections that fuel creativity and innovation.Leading Through Connections: Insights from the IBM Global Chief Executive Officer Study, 2012.“”The ability of people in an organization to handle the uncertainties and ambiguities that are inevitable when vertical,horizontal, regional, national, professional, functional, and linguistic boundaries are crossed.Research points to cultural and language differences as being particularly challenging:AdaptablePeopleManaging Virtual Teams: Taking a More Strategic Approach. Economist Intelligence Unit, 2009.The single most common challenge, selected by 56% of executives polled, relates to themisunderstandings that emerge as a result of cultural and language differences fromteams operating globally.“”
    • 7The Borderless Workplacewww.tmaworld.comBased on these critical organizational capabilities, four specific capabilities emerge for peopledevelopment –GlobalWorkingCollaborativeWorkingVirtualWorkingCross-CulturalWorkingpeople with the thinking and behavioral agility to produce high levels ofperformance in a competitive borderless organizationpeople with the mindsets and skills to manage complex problems, innovate, andachieve shared goalspeople with the ability to perform alone and together across distances viatechnologiespeople with the adaptability to bridge and leverage differences between individualsand groupsThe Critical4:
    • 8The Borderless Workplacewww.tmaworld.comIn summary,BusinessRealitiesCompetitionComplexityConnectivityCulturesOrganizationalCapabilitiesOrganizationalAgilityCollaborationDigitalKnow-HowAdaptablePeoplePeopleCapabilitiesGlobalWorkingCollaborativeWorkingVirtualWorkingCross-CulturalWorkingThe Borderless ChallengeEnvironmentalForcesDigitalTechnologiesMulti-PolarGlobalization
    • We deliveroutstandingglobal talentdevelopmentsolutionsTMA World Learning Content: Our transformational One World Curriculum deliversthought leadership in Managerial, Global and Virtual Capabilities.TMA World Learning Design: Our proprietary Discover-Develop-Deploy process ensuresthat your talent follows a carefully designed Learning Path for gaining and applyingexpertise.TMA World Learning Delivery: We deliver learning solutions where, when and how ourclients want them. We seek radical flexibility by utilizing virtual classrooms, e-learning,webcasts, apps, forums and other online tools such as the Country Navigator and TMAWorld Learning Portal.Country Navigator™Country Navigator™ is a flexible e-learning tool that allows users to learn more about over65 business cultures. A deeper cross cultural understanding that will help ensureoutstanding international collaboration and working practices is developed through theuse of a blend of resources including videos, e-learning modules and quizzes.Global Team Navigator™Global Team Navigator™ is a very powerful online resource that will radically enhance theperformance of your global teams, to make your organization faster and increasinglymore flexible and responsive.Our e-toolsincludeContactTMA WorldUK: +44 (0)207 917 2784 | enquiries@tmaworld.com | www.tmaworld.comSee website for details of our global offices