TMA World Viewpoints 25: The Critical4 Capabilities for People Development in the Borderless Workplace
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The document outlines four critical capabilities for people development in the borderless workplace: organizational agility, collaboration, digital know-how, and adaptability. It highlights the importance of these capabilities in navigating a complex business environment enhanced by digital technologies and globalization. The text provides insights into how companies, notably Procter & Gamble, have successfully leveraged these capabilities to drive innovation and improve productivity.
TMA World Viewpoints 25: The Critical4 Capabilities for People Development in the Borderless Workplace
- 1. The Critical4 Capabilities for People Development in the Borderless Workplace 4
- 2. The Critical4 Capabilities for People 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
- 3. The Critical4 Capabilities for People 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.
- 4. The Critical4 Capabilities for People Development in the Borderless Workplace 1 2 3 4 Organizational Collaboration Digital Adaptable Agility Know-How People
- 5. The Critical4 Capabilities for People Development in the Borderless Workplace 1 Organizational Agility Research at MIT shows that agile firms grow revenue 37 Based on research by both percent faster and generate 30 McKinsey and The Economist percent higher profits than non- Intelligence Unit, 90 percent of executives rank agile companies. organizational agility as critical to business success.
- 6. The Critical4 Capabilities for People Development in the Borderless Workplace The ability of an organization to 1 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.
- 7. The Critical4 Capabilities for People Development in the Borderless Workplace 2 Collaboration Technologies facilitate collaboration, but they are “ …collaboration is a culture, not a set of ” tools. by no means sufficient. Jim Whitehurst, CEO of Red Hat
- 8. The Critical4 Capabilities for People Development in the Borderless Workplace The willingness and ability of 2 Collaboration networks of people and teams to manage complex problems, make decisions and innovate by working together across internal and external boundaries.
- 9. The Critical4 Capabilities for People Development in the Borderless Workplace 2 Collaboration The story of Procter & Gamble (P&G) is telling. In early 2000, the company’s share price had fallen nearly 50 percent, resulting in the loss of $85 billion in market capitalization. Despite huge spending on R&D, only 35 percent of new products reached their financial objectives.
- 10. The Critical4 Capabilities for People Development in the Borderless Workplace 2 Collaboration The new CEO, A.G. Lafley, was confident that collaboration was the key to the company’s future value. He wanted to make P&G the company that: “Collaborates inside and out, better than any company in the world.” A study showed that P&G’s most profitable innovations came from internal collaborations across business units or from external collaboration with researchers on the outside.
- 11. The Critical4 Capabilities for People Development in the Borderless Workplace 2 Collaboration Twenty cross-functional ‘communities of practice’ were established within P&G and Lafley determined that 50 percent of P&G’s products, ideas and technologies would be developed externally. By 2008, P&G had improved its R&D productivity by 60 percent and more than doubled its innovation success rate.
- 12. The Critical4 Capabilities for People Development in the Borderless Workplace 3 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.
- 13. The Critical4 Capabilities for People Development in the Borderless Workplace The traditional view has always 3 Digital Know-How associated information technology with efficiency and productivity, but the real value lies in the productive, value-added relationships enabled by technology.
- 14. The Critical4 Capabilities for People Development in the Borderless Workplace 4 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.
- 15. The Critical4 Capabilities for People 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.
- 16. The Critical4 Capabilities for People Development in the Borderless Workplace The critical4 Global 4 4 Collaborative Virtual 4 Cross-Cultural4 Working Working Working Working People with People with People with People with the thinking and the mindsets the ability to the adaptability behavioral and skills to perform alone to bridge and agility to manage and together leverage produce high complex across differences levels of problems, distances via between performance in innovate and technologies individuals a competitive achieve shared and groups borderless goals organization
- 17. The Critical4 Capabilities for People 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/