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Defining Future Capabilities – Beyond Guesswork
The document outlines strategies for identifying and building future capabilities within organizations, emphasizing the integration of workforce and operational capabilities. It highlights the importance of adapting to global trends, technological advancements, and consumer behavior to achieve desirable business results. Additionally, lessons learned from various organizations are discussed, highlighting the need for collaborative efforts and innovative approaches in capability development.
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Defining Future Capabilities – Beyond Guesswork
- 1. 1 Thur, 2nd November2017 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & share • Twitter Backchannel - @capabilitycafe #Future #Capabilities Knowledge Sharing Better Practices Experienced Panel Defining Future Capabilities Beyond Guesswork
- 2. Introductions Adroit Adslot Apria Healthcare AustralianRed Cross BAE Systems Pty Ltd Bank Australia Bayer Bendigo and Adelaide Bank Blackboard Pty Ltd CBA CSIRO DeakinCo. DEDJTR DPTI e3Learning Enable Performance Consulting Ericsson EY IAG illoominate IMC AG Learning NAB Nbnco Nepean Blue Mountains Local Health District Registrations Organisations Jeevan Joshi Producer & Founder CapabilityCafé & LearningCafe @jeevesj News Xtend Ovolo Hotels Partners in Performance PUC TIDD DOCTORAL PROGRAM Qantas Shine Lawyers Siemens Siemens Pte Ltd simPRO Sportsbet Suncorp Sydney Water Taronga Conservation Society Australia Telstra Thiess Unilever University of Sydney Ventia Westpac Xypex Australia Andrea Hannah Principal Advisor, Leadership and Capability Queensland Public Service Commission @AH_at_the_wall John Forrest Founder & Managing Partner at The Tangent Network, Principal at Allestis Pty Ltd. @ExtremeImpacts 120+ 65+
- 3. Blog Magazine Webinar Discussions UnConference Twitter Linkedin Facebook Coffee Catch Ups Capability Building Workshops Community ofLearning Professionals with a focus on implementing ideas Building L&D Capability @lrncafe @capabilitycafe Newsletter http://bit.ly/lcafenews http://bit.ly/capcafenews
- 4. Register –learningcafe.com.au orask for info enquiry@knowledgeworking,com or at site
- 6. Maybe the Reality ina fast changing worldNice work. Crystal ball ?
- 7. Should these be more important? Australia/NZ is in low growth mode. Some our biggest companies are growing that fast.
- 8. Is this aprocess In your organisation ? Will L&D be involved ? Is was 10%in Previous slide Should be more Important ?
- 9. L&D/HR seem to talkabout VR more This may explode exponentially Do this include employees with low engagement ?
- 10. Professional Development Framework forthe Next Gen L&D 10 Business Partnership Project Management L&D Theory Analysis Design Development Implementation Evaluation DigitalAcumen ConsultingApproach BusinessAcumen Agile&DesignThinking Emerging Tech Start Up/ Entrepreneurship Knowledge Management Workforce/HR Trends Emerging Research in Management Industry Knowledge Capability Management Existing Capability Next Gen Capability Scaffolding Awareness
- 11. JOHN FORREST Founder &Managing Partner at The Tangent Network, Principal at Allestis Pty Ltd SCENARIO BASED CAPABILITY PLANNING
- 12. CAPABILITY MANAGEMENT Ver0.8 Business Results Capability Management Our definition of Capability is the combination of Knowledge and skills + right tools + context that allow the results to be delivered. Capability Management is the design, implementation, and optimization of capabilities. There are other more sophisticated approaches to Capability Management specially in Defence, we advocate a simpler and pragmatic approach to Capability Management. We believe that desired business results cannot be optimally achieved without optimising the three legs of Capability. Business Plans
- 13. Business Results Capability Management Business Plans Current Planning Horizon How doyou identify future capabilities? • Global Trends • Technological advances • Unmet market needs • Consumer behaviour and trends • Industry specific R&D Which factor influences future capability building the most? • Customer preferences • Competitive advantage • Growth & Innovation • Culture & Leadership • Digital Disruption Future ? Survey Says >49% of those who registered already know their future capabilities!!!
- 14. Defining Successful FutureCapabilities • Successful future capabilities are those that allow an organisation to influence and respond to changes in the external environment to achieve desirable outcomes • Capabilities need to support customer and/or usurp competitor capabilities • Operating environments are constantly evolving; successful organisations have a “requisite variety” of capabilities that adapt (and exapt) and which can be reconfigured in response to changing conditions • Future success will require you to know what your customer and competitor capabilities are and how they see these evolving
- 15. Workforce and OperationalCapabilities • Workforce Capabilities enable Operational Capabilities • Operational Capabilities shape and are shaped by the external environment • Workforce Capabilities and Operational Capabilities need to be managed as an integrated portfolio • A Capability Family or Taxonomy should support traceability from high level strategic operational capabilities down to low level individual workforce capabilities
- 16. Operational Capability Business Results Capability Management Business Results Capability Management Competitors Workforce Capability Success… Failure… OperationalScenarios Future Capability Planning Customer Direction Customer Operational Context Market, Industry… Workforce Scenarios
- 17. Scenario Contexts • Ascenario is a plausible, hypothetical situation that evolves over time from initial conditions to more or less desirable end states • Scenarios should include stakeholders that are involved in the situation as well as those who will be impacted by the way the situation is resolved • Stakeholders should be able to relate the situation to the capabilities they manage • The details of the environment in which the scenario is occurring need to be specific enough to identify the corresponding capability family members • The level of detail in a scenario needs to match the level of detail of the capabilities that are being assessed
- 18. Operational Capability Scenario: “StormCloud” Workforce Capability Scenario: “Sunny Days” Future Workforce Capabilities may improve Current Operational Capability but fail to meet the requirements of Future Operational Capabilities Bob’s Balloon Banquets
- 19. Examples Operational Context: DefenceForce Humanitarian Aid - Evacuation Current Capabilities Scenario Future Capabilities Operational Sea Mobility, Logistics, Supply Chain Storm Clouds – Climate change leads to increased storms, flash flooding of islands in our region Air Lift, Air/Sea Mobility, Rapid Supply Workforce Port Deployments, Landing Craft, Heavy Supply Ships Rapid evacuation response – catastrophic natural disasters requiring urgent evacuation Joint Air/Sea Ops, Helicopter Frigates, Light Supply Ships Operational Context: Asset Supply & Maintenance Current Capabilities Scenario Future Capabilities Operational Installation, Commissioning, Field Maintenance, Customer Support Asset Mesh – Customers desire fully integrated, intelligent asset performance & maintenance solutions, Internet of Things networking Autonomous Asset Management, Ops Tech. Product Development, Workforce Install, Maintain, Assess Assets Monthly performance reporting to customer Self Healing & Call Home – hands free maintenance and performance management Systems Integration, Remote Diagnostics, Network Security
- 20. DEFINING FUTURE CAPABILITIES AndreaHannah Principal Advisor, Leadership & Capability Queensland Public Service Commission
- 21. Identifying future capabilities– 10 year Human Capital Outlook and 3 year human capital strategic roadmap
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- 33. How to identify Future Capabilities? Building Future Capabilities Redefine Capability to include Artificial Intelligence Build an Adaptable Organisation (Quick to Learn) Best Solution
- 34. Lessons Learnt #1-Focus on Critical Capabilities Competitive Advantage Foundational Generic Specific Google Search Skills Technical – Building Train Tracks Innovation Agile Efficiency in the Warehouse - If list is too long there wont be money and mind space for all. - Due to its very nature, some capabilities may not eventuate
- 35. Numbers Lessons Learnt #2- Future Capabilities – Just Not Leaders Leaders Most attention & spend/head Middle Management Some Rest of Workforce Minimal - In the future of work, leadership and expertise is more distributed. - Not every capability applies to every role. Contingent Workforce
- 36. Lessons Learnt #3 – Deconstruct to Practical Components. One size does not fit all Innovative Organisation More worries about targets Call per minutes matter Accuracy and Timely May lead To unethical behaviour Short on time Follow AC Principles Sales Call Centre Accounts Middle Management Employees
- 37. Lessons Learnt #4 – Building Capabilities is a team effort
- 38. Lessons Learnt #5 – Building Capabilities is More than skilling up Acquiring Capability may be better than building Capability = Quality (skills) x Quantity (Nos) Redefining Capability
- 39. More Employees Future Capability Warehousingto grow by 100% to meet customer demand Better IT Systems Bigger/More Warehouses What Else ? Any ideas
- 40. 40 • Value • Engagement •Topical • Needs at least a 3.5 rating https://www.nytimes.com/2017/09/10/technology/amazon-robots-workers.html Amazon – Capability = People + AI + Automation Adding 50,000 jobs to current 230,000 Robots 2014 15,000 2015 30,000 2016 45,000 Sorting done by humans - > Artificial Intelligence AMAZON
- 41. 3 Scenarios People Experts supported by Technology #1Remain People Experts supported by Technology We keep doing what we are good at. Improve tech enablement #2 People Experts manage impact on AI on People We keep doing what we are good at and take impact of AI on people in our remit. Learn more about AI #3 Hybrid Experts Integrate People & AI Capabilities We look after capability whether it is delivered by people or AI. Needs new mindset and skills. Current State
- 42. Real Solution -Adaptive Organisations Stage 1 Encourage Individual Learning • Hire smart people • Encourage to keep learning – give freedom to experiment Share Individual Learning • Mobility of people • Social transmission e.g GE workout sessions Leveraging the Learning The hallmark of adaptive culture is one where people are comfortable and can succeed in the middle of uncertainly, ambiguity and change.
- 43. LET US TALKTO THE PANEL AND YOU
- 44. www.capabilitycafe.com @capabilitycafe http://bit.ly/lcafefb blogs capability conversations free resources workshops UnConference2017 Sydney Melbourne Webinar recording, ebooks, capability frameworks Building Effective Employee Social Networks 44 Ideas@work Collaborations
Editor's Notes
- #43 Shaping the Adaptive Organisation – William E Fulmer