The document discusses the Fourth Industrial Revolution, emphasizing the need for HR professionals to adapt to rapid technological changes and to support game changers within organizations. It introduces the GC Index, a tool for identifying and developing game changing talents, highlighting the importance of team dynamics and stakeholder orientation in achieving innovation. The session urges leaders to embrace conscious capitalism and create environments that foster creativity, collaboration, and a shared purpose to drive organizational success.

1. HR: Ready to Change the Game?
Gaylin Jee
33 Emeralds : Positive Digital Disruption
Blog: www.thirtythreemeralds.com
Tweet this session: @gaylinjee

2. Fourth Industrial Revolution
“Increasingly blurred line between physical, digital and
biological spheres.
The fourth revolution is about innovations based on
combinations of technologies.”
The distinction to note here is the velocity, scope and
systems impact. Everyone is affected!
World Economic Forum
2

3. Fourth Industrial Revolution
In the Fourth Industrial Revolution there will be winners
and losers. High skill – high pay vs. Low skill – low pay.
*CHALLENGE TO HR*
What are you taking from 2 days of Convention aimed at
gearing you up for the Revolution?
How are you preparing yourself & your org?
What will you do?
This session releases new research + provides practical
tools. Future-focused. Content-fit.
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4. A man went into a party and drank some of the
punch. He then left early. Everyone at the party who
drunk the punch subsequently died of poisoning.
Why did the man not die?
What does this say?
GIVE
GIVE
GIVE
GIVE
What is unusual about the following words:
revive, banana, grammar, voodoo, assess, potato, dresser,
uneven?

5. How many did you get right?
‘It doesn’t matter because this isn’t an IQ test.
The value lies in stretching your brain beyond
its normal ways of thinking. And that can
come in handy when trying to innovate and
add value to customers in new ways.’
- Forbes
Think differently

7. W. Chan Kim and Renée Mauborgne

8. FLOW
In the zone:
“mental state of operation in which a person
performing an activity is fully immersed in a feeling
of energized focus, full involvement, and
enjoyment in the process of the activity. In
essence, flow is characterized by complete
absorption in what one does.”
Mihály Csíkszentmihályi
Do you
experience
flow at work?

9. The Conscious Capitalist Credo
‘We believe that business is good
because it creates value, it is
ethical because it is based on
voluntary exchange, it is noble
because it can elevate our
existence and it is heroic because
it lifts people out of poverty and
creates prosperity.’
www.ConsciousCapitalism.org

10. Conscious Leadership:
Leaders understand and
embrace the higher purpose
of business. They create
value for and harmonise
interests of stakeholders.
Higher Purpose:
every business has a
purpose that is more than
making money.
Conscious Culture:
values, principles,
practices or ethos
underlying the social fabric
of a business, connecting
stakeholders to each other
and to purpose, people
and processes.
Stakeholder Orientation:
Recognise the human
foundations of business.
Creating value with and
for stakeholders
(customers, employees,
vendors, investors,
communities). Healthy
stakeholders = healthy
business systems.

11. Its time to Think Differently
Change the Game

12. e.g.1 research ‘DNA of a Game Changer’ & ‘DNA of Game
Changing Team”

13. 2015 Research: DNA of a Game Changer
• Great at articulating a vision
• ‘Big picture’, strategic capabilities
• Creative and imaginative idea
generation
Imagination
• Obsession for turning ideas into reality
• Ambitious, obsessive drive to succeed
• Compulsion to share the idea
• Intensity and vigour
• Appetite for risk taking

14. Who are your Game Changers?
What impact are they having?
Are their strengths recognised,
supported, rewarded?
Traditional talent models do not recognise or
support Game Changer talent.

15. 15WWW.THEGCINDEX.COM
Why do Game Changers leave organisations?
Game Changer enablers:
• Space to be creative
• Latitude to demonstrate their value to the business
• Need champions in the organisation
• Develop influencing skills to take people with them (crazy but
ground-breaking ideas take us to Blue Ocean, their high
appetite for change & risk makes people unsettled)
“In their eyes I was simply disruptive. The more they tried to fit me
into their box the more de-motivated and unproductive I became.”
Andrew, Game Changer
“I don’t think the same way as other people I work with. They don’t
get me. They see me as disruptive and non-conformist. But I am not
trying to make their lives difficult, I’m trying to make things better.”
Louise, Game Changer

16. 16WWW.THEGCINDEX.COM
Game Changers do
not produce Game
Changing outputs on
their own
We need game changing teams in our
organisation who are able to deliver on
game changing outputs, not just
innovation hubs and heroes.

17. 5 roles for Game Changing Teams

18. 5 roles for Game Changing Teams

19. The GC Index® - measures all roles
• 59 questions
• All taken online
• Personal profile generated as exampled below
• Full report provides interpretation and development suggestions for
playing to strengths

20. The GC Index® - Personal Profile Example 2
• What does this person value?
• Where can they have most impact and influence in role?
• What are potential blindspots?
• How can they build on strengths – what are the development actions?

21. EXAMPLE – TEAM PROFILES
H
B C
F
A
G
D
I
E
J

22. AGGREGATE TEAM PROFILE
8%!
8%!
38%!
23%!
23%!
* PERCENTAGES ARE BASED
UPON HIGHEST SCORES

23. TEAM DIAGNOSTIC
WHAT ARE THIS TEAMS STRENGTHS?
WHAT IS THE LIKELY CULTURE OF THIS TEAM?
WHAT WILL BE VALUED, HELD IN REGARD?
WHAT IS THE TEAM LIKELY TO PAY LEAST ATTENTION TO?
WHAT TENSIONS ARE LIKELY TO ARISE IN THIS TEAM?
WHAT ARE THE ‘GAPS’ / BLINDSPOTS IN THE TEAM?
1
2
3
4
5
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24. 24WWW.THEGCINDEX.COM
• Identifies key contributions to an organisation’s success at all
levels, including Game Changers
• Profiles actual/potential impact and contribution in role – not a
way of being in the world like many other instruments
• Talent development focus that is inclusive and not elitist
• Very clear ‘play to strengths’ approach to development
• Quick insights, practical, future-focused
• Aims for FLOW at work, not forcing people into roles they do
not want to do and do not enjoy
THE GC INDEX

25. No perfect leader – which are you?

26. What can you do to
Change the Game at work?
Don’t walk away & do nothing.
The bottom line on GC Index - practical solutions for:
ü Driving personal impact in role.
ü Setting your team or business up for success with right
combination of people working together.
ü Boosting game changing outputs – innovation orientation we
need for the future.
Challenge to HR/LD/OD – its time to change the game. Ready
yourself and your team to innovate a positive future. Walk away
from this Convention and do something differently.

27. WWW.THEGCINDEX.COM
CHANGE THE GAME
What role do you play?
Want to find out?