Uploaded byElfried Klarenbeek
Bedrijven netwerk
The document discusses how accelerating technological change is creating major disruptions requiring organizations to transform. It argues that HR must also transform from a traditional focus on processes and control to being human-centric and purpose-driven in order to help organizations adapt. Specifically, HR needs to shift from optimizing people for growth to unlocking full human potential and managing organizations through a framework centered around wholeness, purpose and autonomy rather than hierarchy and control.
Bedrijven netwerk
- 1. The perfect storm AmbassadeursbijeenkomstBedrijven Netwerk HR 10 10-02-2017
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- 3. Accelerating change No longerbusiness as usual Human centric & purpose driven HR needs to transform
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- 7. The fabric ofbusiness and society is changing
- 8. needs to respond! HR
- 9. “If you’re notconfused, you’re not paying attentionTom Peters American writer on business management practices
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- 11. 350 300 250 200 150 100 50 0 1771 1801 18311861 1891 1921 1951 1981 2011 2041 2071 2nd 1870 electrical energy mass production 3rd 1971 electronics & IT http 4th today artificial intelligence robotics 1st 1784 mechanical production steam power energy The next industrial Revolution
- 12. 350 300 250 200 150 100 50 0 1771 1801 18311861 1891 1921 1951 1981 2011 2041 2071 2nd 1870 electrical energy mass production 4th today artificial intelligence robotics 1st 1784 mechanical production steam power energy 3rd 1971 electronics & IT http The next industrial Revolution
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- 18. 7,3 7.3 3 BILLIONPEOPLE ARE ONLINE 7.5 BILLION 50 % IS ONLINE
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- 26. EVERYTHING THAT CANBE DIGITISED WILL BE DIGITISED
- 28. “Competing without software is like competing without electricity.”
- 29. Technology has become thebasis for competition
- 30. THE END OF TECH COMPANIES “Thisis the end of ‘tech companies’. The era of “tech companies” is over; there are only ‘companies’, steeped in technology, that will survive.”Rob Thomas
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- 34. Companies no longer havethe capabilities needed……………..
- 41. maybe we canhire…….
- 42. 3rd 1784 electronics & IT http 350 300 250 200 150 100 50 0 17711801 1831 1861 1891 1921 1951 1981 2011 2041 2071 2nd 1870 electrical energy mass production 1st 1784 mechanical production steam power energy 4th today artificial intelligence robotics The next industrial Revolution
- 43. “ The FourthIndustrial Revolution is creating a perfect storm of business model change in all industries, resulting in major disruptions to labour markets.
- 44. space energy gentechrobotics AI virtual reality autonomous transport 3d printing fintech drones Multiple disruptive technologies growing exponentially today augmented reality IOT
- 45. You are nowhere We are only at the beginning of the beginning …………..Kevin Kelly the founding executive editor of Wired magazine
- 46. Accelerating change No longerbusiness as usual Human centric & purpose driven HR needs to transform
- 47. You are nowhere EXPONENTIAL INEVITABLE IRREVERSIBLE
- 48. Organisations are struggling withthe accelerating pace.
- 49. “ http://www.theatlantic.com/business/archive/2015/04/where-do-firms-go-when-they-die/390249/ 75 percent oftodays S&P 500 firms will be replaced by new firms by 2027.Prof Richard Foster Yale University
- 50. You are nowhere ORGANISATION NEED TO CHANGE AS FAST AS CHANGE ITSELF
- 51. •two bold moves BOLD MOVES ……………..……..……boldtimes call for :
- 52. …………….just the onesthat want to survive Not every company has to this…………..
- 53. •two bold moves innovation1. BOLD MOVES ……………..……..……bold times call for :
- 54. Any corporation needs to do two basic things. JonasRidderstråle en Kjell Nordström
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- 58. •two bold moves innovation1. BOLD MOVES ……………..……..……bold times call for : organisation 2.
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- 60. The day today reality for most of us survival overfullagenda’s newforms employer relationships notimeto reflect newwaysofworking stresscontinuous reorganisation forced to digitize and innovate noconnection withthebigger purposeemail overload
- 61. of employees worldwide are engagedat work Source: Gallup’s142-country study http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx What about the people ? 13% Source: Gallup’s142-country study http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx
- 62. of EU employeesare stressed at work Source: GCC research 160,000 participants across all sectors in EU 2014 75%
- 63. of companies believe theirorganizational design is not working 92% dupress.com/articles/organizational-models-network-of-teams/?id=us:2el:3dc:dup3027:awa:cons:hct16
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- 66. $ ORGANISATIONS ARE OPTIMISED FORGROWTH and not for people ………
- 67. Accelerating change No longerbusiness as usual Human centric & purpose driven HR needs to transform
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- 72. A COMPANY THAT'SFIT FOR THE FUTURE HAS TO BE A COMPANY THAT’S FIT FOR HUMAN BEINGS.
- 73. PEOPLE— NOT JUSTMACHINES — WILL POWER INNOVATION
- 74. “ http://www.theatlantic.com/business/archive/2015/04/where-do-firms-go-when-they-die/390249/ The main enginefor thriving in this new era is not some magical technology Elfried Klarenbeek World citizen This new era will rely on machines, but it’s people
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- 79. PU MORE ENGAGED EMPLOYEES TALENT MORE LOYAL CUSTOMERS BETTER AT INNOVATION BETTERAT TRANSFORMATIONAL CHANGE
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- 83. PROFIT DRIVEN PEOPLE PLANET PROFIT ENGAGED PEOPLE THAT OUTPERFORM INNOVATION BY LESS ORGANISATION UNLOCKINGFULL HUMAN POTENTIAL P PURPOSE DRIVEN PRODUCT CENTRIC HUMAN CENTRIC CUSTOMER CENTRIC
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- 90. TRIBE CHAPTER SQUAD Spotify model foragile working
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- 95. The most fundamentalcomponent that ultimately makes a team successful: leanings from google’s Project Aristotle http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html Psychological safety
- 96. leanings from google’sProject Aristotle In good teams, members speak in roughly the same proportion. . In good teams all have high ‘‘average social sensitivity’’
- 97. life journey AnxietyParty. Write down which anxieties worries you the most. Share your anxiety out loud with your colleagues They score how much the issue troubles them, It turnes out that many of the anxieties we have are entirely baseless. Phew! anxiety parties
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- 99. The design oforganisations is too complex to be solved by human intellect
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- 103. “Wij zijn eenfamilie van 1500 mensen, mijn taak is onze mensen gelukkig houden”
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- 105. Van human resource managementnaar human being management
- 106. “Een investering inde betrokkenheid en bevlogenheid van onze samenwerkers betaalt zich terug”
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- 110. Accelerating change No longerbusiness as usual Human centric & purpose driven HR needs to transform
- 111. Today’s challenges require anew role for HR
- 112. BE an agent ofchange become forward thinking and bold
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