TMA World Viewpoints 25: The Critical4 Capabilities for People Development in the Borderless Workplace
Upcoming SlideShare
Loading in...5
×
 

TMA World Viewpoints 25: The Critical4 Capabilities for People Development in the Borderless Workplace

on

  • 350 views

Four organizational capabilities stand out as being of highest priority in the borderless workplace: Organizational Agility, Collaboration, Digital Know-How, Adaptable People. ...

Four organizational capabilities stand out as being of highest priority in the borderless workplace: Organizational Agility, Collaboration, Digital Know-How, Adaptable People.

This TMA World presentation gives an overview of these capabilities and explains how they can be harnessed for competitive advantage.

The information is taken from TMA World’s upcoming e-book:The Borderless Workplace: The critical4 capabilities for the new world of work, written by Terence Brake, Director of Learning and Innovation.

Contact us to find out more: enquiries@tmaworld.com

Statistics

Views

Total Views
350
Views on SlideShare
350
Embed Views
0

Actions

Likes
1
Downloads
2
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    TMA World Viewpoints 25: The Critical4 Capabilities for People Development in the Borderless Workplace TMA World Viewpoints 25: The Critical4 Capabilities for People Development in the Borderless Workplace Presentation Transcript

    • The Critical4Capabilities forPeople Developmentin the BorderlessWorkplace 4
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace This information is taken from TMA World’s upcoming e- book: The Borderless Workplace: The critical4 capabilities for the new world of work Written by Terence Brake, Director of Learning and Innovation
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace Four organizational capabilities stand out as being of highest priority in the borderless workplace, where digital technologies and multi-polar globalization drive the business environment.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace 1 2 3 4Organizational Collaboration Digital Adaptable Agility Know-How People
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace1 Organizational Agility Research at MIT shows that agile firms grow revenue 37Based on research by both percent faster and generate 30McKinsey and The Economist percent higher profits than non-Intelligence Unit, 90 percentof executives rank agile companies.organizational agility ascritical to business success.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace The ability of an organization to1 Organizational Agility change rapidly in response to changes in the environment, e.g. the emergence of new competitors, disruptive technologies and sudden changes in market conditions.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace2 CollaborationTechnologies facilitatecollaboration, but they are “ …collaboration is a culture, not a set of ” tools.by no means sufficient. Jim Whitehurst, CEO of Red Hat
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace The willingness and ability of2 Collaboration networks of people and teams to manage complex problems, make decisions and innovate by working together across internal and external boundaries.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace2 CollaborationThe story of Procter & Gamble (P&G) is telling.In early 2000, the company’s share price had fallen nearly 50percent, resulting in the loss of $85 billion in marketcapitalization.Despite huge spending on R&D, only 35 percent of newproducts reached their financial objectives.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace2 CollaborationThe new CEO, A.G. Lafley, was confident that collaboration wasthe key to the company’s future value. He wanted to make P&Gthe company that:“Collaborates inside and out, better than any company inthe world.”A study showed that P&G’s most profitable innovations camefrom internal collaborations across business units or fromexternal collaboration with researchers on the outside.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace2 CollaborationTwenty cross-functional ‘communities of practice’ wereestablished within P&G and Lafley determined that 50 percentof P&G’s products, ideas and technologies would be developedexternally.By 2008, P&G had improved its R&D productivity by 60percent and more than doubled its innovation successrate.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace3 Digital Know-How While face-to-face relationships are, and always will be, important in business, digital relationships According to IBM: are increasing in significance,“ The view that technology is primarily a driver of efficiency is outdated. CEOs now see technology as an digital relationships between colleagues and also between the enabler of collaboration & business and customers, partners, relationships – those essential connections that suppliers and distributors. ” fuel creativity & innovation. Leading Through Connections: Insights from the IBM Global Chief Executive Officer Study, 2012.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace The traditional view has always3 Digital Know-How associated information technology with efficiency and productivity, but the real value lies in the productive, value-added relationships enabled by technology.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace4 Adaptable People The ability of people in an organization to handle the uncertainties and ambiguities that are inevitable when vertical, horizontal, regional, national,“ The single most common challenge, selected by 56% of executives polled, relates to the professional, functional and linguistic boundaries are crossed. Research misunderstandings that emerge as a result of points to managing cultural differences cultural and language differences from teams and language barriers as being ” operating globally. particularly challenging. Managing Virtual Teams: Taking a More Strategic Approach. Economist Intelligence Unit, 2009.
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace Based on these critical organizational capabilities, four specific capabilities emerge for people development. Read the up-coming e-book to learn more about the critical4 capabilities the individuals in your organization need to develop to thrive in your organization.
    • The Critical4 Capabilities forPeople Development in the Borderless WorkplaceThe critical4 Global 4 4 Collaborative Virtual 4 Cross-Cultural4 Working Working Working WorkingPeople with People with People with People withthe thinking and the mindsets the ability to the adaptabilitybehavioral and skills to perform alone to bridge andagility to manage and together leverageproduce high complex across differenceslevels of problems, distances via betweenperformance in innovate and technologies individualsa competitive achieve shared and groupsborderless goalsorganization
    • The Critical4 Capabilities forPeople Development in the Borderless Workplace To learn more about how we can help your organization, please contact us at enquiries@tmaworld.com or visit http://www.tmaworld.com/training-solutions/