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.

1. The perfect storm
Ambassadeursbijeenkomst Bedrijven Netwerk HR 10
10-02-2017

2. 2
Elfried
Klarenbeek

3. Accelerating change
No longer business as usual
Human centric & purpose driven
HR needs to transform

4. change
2

5. 5
slide by gerd

7. The fabric of business and society is changing

8. needs to respond !
HR

9. “If you’re not confused,
you’re not paying
attentionTom Peters
American writer on
business management
practices

10. society organisations
WHY
HR
WHAT

11. 350
300
250
200
150
100
50
0
1771 1801 1831 1861 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 1831 1861 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

14. Moore's
law

15. http://

16. MAJOR
SHOCKS3

17. 1

18. 7,3 7.3
3 BILLION PEOPLE ARE ONLINE
7.5 BILLION
50 % IS ONLINE

20. 6.5
BILLION
DEVICES
ONLINE

21. THE NEW
NORM

22. DIGITAL
BEHAVIOR
https://www.1843magazine.com/features/the-scientists-who-make-apps-addictive?utm_source=MIT+TR+Newsletters&utm_campaign=65aa74dc1a-The_Download_October_20_2016&utm_medium=email&utm_term=0_997ed6f472-65aa74dc1a-153808189&goal=0_997ed6f472-65aa74dc1a-153808189&mc_cid=65aa74dc1a&mc_eid=e0f8e30941

23. https://www.1843magazine.com/features/the-scientists-who-make-apps-addictive?utm_source=MIT+TR+Newsletters&utm_campaign=65aa74dc1a-The_Download_October_20_2016&utm_medium=email&utm_term=0_997ed6f472-65aa74dc1a-153808189&goal=0_997ed6f472-65aa74dc1a-153808189&mc_cid=65aa74dc1a&mc_eid=e0f8e30941

24. MAJOR
SHOCKS3

25. 2

26. EVERYTHING THAT CAN BE
DIGITISED WILL BE DIGITISED

28. “Competing without software
is like competing without electricity.”

29. Technology has
become the basis
for competition

30. THE END
OF TECH
COMPANIES
“This is the end of ‘tech companies’. The era of “tech
companies” is over; there are only ‘companies’, steeped in
technology, that will survive.”Rob Thomas

32. MAJOR
SHOCKS3

33. 3

34. Companies no longer
have the capabilities
needed……………..

41. maybe we can hire…….

42. 3rd
1784
electronics & IT
http
350
300
250
200
150
100
50
0
1771 1801 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 Fourth Industrial Revolution is
creating a perfect storm of business
model change in all industries,
resulting in major disruptions to
labour markets.

44. space energy gentech robotics AI
virtual
reality
autonomous
transport
3d
printing
fintech drones
Multiple disruptive technologies
growing exponentially today
augmented
reality
IOT

45. You are now here
We are only at the
beginning of the
beginning …………..Kevin Kelly
the founding executive editor
of Wired magazine

46. Accelerating change
No longer business as usual
Human centric & purpose driven
HR needs to transform

47. You are now here
EXPONENTIAL
INEVITABLE
IRREVERSIBLE

48. Organisations are
struggling with the
accelerating
pace.

49. “
http://www.theatlantic.com/business/archive/2015/04/where-do-firms-go-when-they-die/390249/
75 percent of todays
S&P 500 firms will be
replaced by new firms by
2027.Prof Richard Foster
Yale University

50. You are now here
ORGANISATION NEED TO
CHANGE AS
FAST AS CHANGE ITSELF

51. •two bold moves
BOLD
MOVES
……………..……..……bold times call for :

52. …………….just the ones that want to survive
Not every company has to this…………..

53. •two bold moves
innovation 1.
BOLD
MOVES
……………..……..……bold times call for :

54. Any
corporation
needs
to do two
basic
things.
Jonas Ridderstråle en Kjell Nordström

55. create
what is
not (yet)
exploit
what is

56. not
is
exploit
what
create
is
(yet)
what

57. DIGITAL
VALUE
CREATION

58. •two bold moves
innovation 1.
BOLD
MOVES
……………..……..……bold times call for :
organisation 2.

59. MANAGEMENT
BROKEN

60. The day to day 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 engaged at 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 employees are
stressed at work
Source: GCC research 160,000 participants across all sectors in EU 2014
75%

63. of companies believe
their organizational
design is not working
92%
dupress.com/articles/organizational-models-network-of-teams/?id=us:2el:3dc:dup3027:awa:cons:hct16

64. Traditional management
is becoming,………….

65. counterproductive……….

66. $
ORGANISATIONS ARE
OPTIMISED FOR GROWTH
and not for people ………

67. Accelerating change
No longer business as usual
Human centric & purpose driven
HR needs to transform

68. RETHINK
MANAGEMENT

69. 2

70. 1

71. 1
HUMAN
CENTRIC

72. A COMPANY THAT'S FIT
FOR THE FUTURE HAS TO
BE A COMPANY THAT’S FIT
FOR HUMAN BEINGS.

73. PEOPLE— NOT JUST MACHINES —
WILL POWER INNOVATION

74. “
http://www.theatlantic.com/business/archive/2015/04/where-do-firms-go-when-they-die/390249/
The main engine for 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

75. 2

76. PURPOSE
DRIVEN
PURPOS
2

78. http://www2.deloitte.com/us/en/pages/about-deloitte/articles/millennial-majority-transforming-culture.html

79. PU
MORE
ENGAGED
EMPLOYEES
TALENT
MORE LOYAL
CUSTOMERS
BETTER AT
INNOVATION
BETTER AT
TRANSFORMATIONAL
CHANGE

80. Purpose-driven companies
make more money

81. HUMAN
CENTRIC
PURPOSE
DRIVEN
PURP+

82. PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
PRODUCT
CENTRIC
HUMAN
CENTRIC
CUSTOMER
CENTRIC

83. PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
ENGAGED
PEOPLE THAT
OUTPERFORM
INNOVATION
BY LESS
ORGANISATION
UNLOCKING FULL
HUMAN POTENTIAL
P
PURPOSE
DRIVEN
PRODUCT
CENTRIC
HUMAN
CENTRIC
CUSTOMER
CENTRIC

84. HR TRAVELGUIDE

85. PROFIT
DRIVEN
PRODUCT
CENTRIC
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
HUMAN
CENTRIC
traditional
hierarchical
control
CUSTOMER
CENTRIC

86. standardised
routine work
unique
creative work
JOBS ROLES

87. CONTROL

88. agile
PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
traditional
hierarchical
HUMAN
CENTRIC
PRODUCT
CENTRIC
CUSTOMER
CENTRIC

89. agile
PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
traditional
hierarchical
HUMAN
CENTRIC
PRODUCT
CENTRIC
CUSTOMER
CENTRIC

90. TRIBE
CHAPTER
SQUAD
Spotify model for agile working

91. 91

92. agile
PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
traditional
hierarchical
HUMAN
CENTRIC
PRODUCT
CENTRIC
CUSTOMER
CENTRIC

93. Human-centric
Hypergrowth

94. BREAK
THINGS
FAST

95. The most fundamental component 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’s Project Aristotle
In good teams,
members speak in
roughly the same
proportion.
.
In good teams all
have high ‘‘average
social sensitivity’’

97. life journey Anxiety Party.
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

98. agile
PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
traditional
hierarchical
holocracy
HUMAN
CENTRIC
PRODUCT
CENTRIC
CUSTOMER
CENTRIC

99. The design of organisations
is too complex to be solved
by human intellect

100. HIGH COMPLEXITY

101. holocracy
agile
PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
traditional
hierarchical
HUMAN
CENTRIC
PRODUCT
CENTRIC
CUSTOMER
CENTRIC

103. “Wij zijn een familie van 1500
mensen, mijn taak is onze
mensen gelukkig houden”

104. samenwerkers
geluk

105. Van human resource
management naar human
being management

106. “Een investering in de
betrokkenheid en
bevlogenheid van onze
samenwerkers betaalt
zich terug”

107. agile
PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
P
PURPOSE
DRIVEN
traditional
hierarchical
holocracy
HUMAN
CENTRIC
PRODUCT
CENTRIC
CUSTOMER
CENTRIC
teal

108. teal
wholeness purpose autonomy

109. PROFIT
DRIVEN
PEOPLE
PLANET
PROFIT
UNLOCKING FULL
HUMAN POTENTIAL
P
PURPOSE
DRIVEN
PRODUCT
CENTRIC
HUMAN
CENTRIC
CUSTOMER
CENTRIC

110. Accelerating change
No longer business as usual
Human centric & purpose driven
HR needs to transform

111. Today’s challenges require
a new role for HR

112. BE
an agent of change
become forward thinking and bold

113. Thankyou
elfried@gmail.com
@elfried

115. ORGANISEERPRINCIPES
VAN EEN NIEUWE TIJD