Khartoum MTN

Peter Totterdill

DirectorWorkplace Innovation Limited

Joint Chief ExecutiveUK Work Organisation Network

Visiting ProfessorKingston University London

[email protected]

Building versatile organisations for a fast-changing future

The UK Work Organisation Network

A not-for-profit coalition committed to shared knowledge, collaborative action and policy advocacy

• The future of work and organisations

• Closing the gap between leading-edge practice and common practice

www.workplaceinnovation.eu

A distinctive approach

• Evidence-based

• Diverse backgrounds, common values

• Stimulating “employee voice”

• Committed to win-win outcomes

• Sustainable change, not quick fixes

Innovation in work organisation:

an under-utilised resource?

• Competitiveness and innovation• Quality of working life• Employee engagement• Healthy working• Talent wars• Active ageing• Social inclusion

The past is an increasingly unreliable guide to the future

Survival is not compulsoryOf the Fortune 500 firms listed in any year from 1975,

over a third disappeared ten years later. Only one firm remains from the 1900 list. For smaller firms the odds are much worse.

Put simply, change is imperative.

Anticipating the future is tricky

“It will be years – not in my time – before a

woman will become Prime Minister.”

Margaret Thatcher, 1974

Anticipating the future is tricky

But thinking about the future is essential

‘In preparing for battle I have always found that

plans are useless, but planning is indispensable.’

Dwight D. Eisenhower

Future Quiz

When was the phrase “nothing is permanent but change” written?

Answer Between 540BC-480BC by Heraclitus

According to former USAccording to former USSecretary of EducationSecretary of EducationRichard Riley…Richard Riley…

Times of economic downturn are Times of economic downturn are times to invest in people and times to invest in people and

workplace innovation. workplace innovation. Now is the time to engage people in Now is the time to engage people in

finding creative solutions.finding creative solutions.

The Future of WorkClichés and false predictions:

• The end of work

• Jobs for life and careers are dead

• The office is history

• The paperless office is on the way

• The death of hierarchy

Are our organisations becoming obsolete?

• Technologies

• Technologies• Globalisation


CHINA AND THE KNOWLEDGE ECONOMY

CHINA AND THE KNOWLEDGE ECONOMY• 2000 higher education institutions in 2002


• 4000 higher education institutions by 2005


• 4000 higher education institutions by 2005

• 16 million students enrolled by 2008

• Technologies• Globalisation• Global Resources


SOURCE: Wall Street Journal, 24th March 2008

• Technologies• Globalisation• Global Resources• Politics


• Technologies• Globalisation• Global Resources• Politics• Climate change


• Technologies• Globalisation• Global Resources• Politics• Climate change• Consumers


• Technologies• Globalisation• Global Resources• Politics• Climate change• Consumers• Demographics


• Technologies• Globalisation• Global Resources• Politics• Climate change• Consumers• Demographics• The workforce


Is it a good job?

To join or not to join? Will the job . . .

• Enhance my career capital?

• Offer personal development?

• Engage my talents and creativity?

• Be fun?

• Conflict with my values?

‘Work is getting better’

For many, work is how we identify ourselves, where we learn and make friends. Work is our community.

More and more employers are recognising that a high quality of working life offers real competitive advantage.

• Work is becoming more intense and demanding

• ICT developments allow work to pervade more of the week and every location

• Stress and absenteeism as headline issues

• Death of loyalty and growth of insecurity

• 22.5 million (17%) “actively disengaged” US workers cost business $300 billion a year in productivity

‘Hard Times’

Active disengagement

Globalisation bites

• Polarisation of the labour market, creating winner take all dynamics at the top of the labour market, and dislocation at the bottom

• Globalisation + flexible labour markets = increased insecurity

Organisations under pressure

• There will be winners and losers at the end of the current crisis

• The business environment is less predictable

• Product ranges and services change more quickly

• Constant imperative to offer more differentiation and choice

• Customers expect high quality service at speed, when and where it suits them best

• Companies expected to be environment friendly and ethical

Scenarios for the future of work

“Built to Last”• multiple stakeholders

• investment in employee and organisational development

• large companies absorb the majority of talent


“The Network Economy”• Italian successes

• Phycomp

• VC 2010

• Soho

• The Hub


“Stagnation”Apparent stability but . . .

• high casualty rates

• dependency culture

• perpetual cost driven restructuring and wage squeezes

• restricted quality of working life


“McJobs”• high levels of employment

• little security

• low skill/low wage economy


“It’s a jungle out there”• highly entrepreneurial

• high casualty rates

• limited regulation

• poor quality jobs

• increasing social division


The Matrix . . .


The Matrix we want

24th January 2022

24th January 2022

What will I be doing?

24th January 2022

24th January 2022

The Economy

24th January 2022

The Workplace

The Economy

24th January 2022

The Workplace

The WorkforceThe Economy

24th January 2022

The Workplace

The Workforce

Technology

The Economy

24th January 2022

The Economy

The Workplace

The Workforce

Technology

24th January 2022: Global Threats and Exciting Opportunities

Micro Global

Control

Influence

Adapt to things that cannot be changed

Traditional ways of organising Traditional ways of organising work and traditional work and traditional approaches to management approaches to management are inadequate in an are inadequate in an increasingly volatile world.increasingly volatile world.

Work and Capital

Then

Work Anonymous and replaceable

Capital Personal and unique

Svenskt Näringsliv – Confederation of Swedish Enterprise

Work and Capital

Then Now




Work and Capital

Then Now


Personal and unique


More and more anonymous and replaceable


“. . . a clear concentration on those factors in the work environment which determine the extent to which employees can develop and use their competencies and creative potential to the fullest extent, thereby enhancing the company’s capacity for innovation and competitiveness while enhancing quality of working life.”

Hi-Res Study (available at www.ukwon.net)

The critical importance of employee voice

Towards the High RoadTowards the High Road

• Beyond the Low Road of cost-driven Beyond the Low Road of cost-driven restructuringrestructuring

• Innovation: the ability to do things Innovation: the ability to do things differentlydifferently

• Convergence between enhanced Convergence between enhanced performance and quality of working lifeperformance and quality of working life

High Road:Quality

Low Road:Costs

Strategy WorkOrganisat ion

HRWO

Neo-Taylorism

Total QualityManagement

Team Work

Project Groups


Team Work

Project Groups

Quality Culture

Quality Control

semi autonomous

holistic tasks

continous improvement

co-operation over hie-rarchical boundaries

Multiskilling

Job Rotation

Short Work Cycles

taylorist product development

High Road:Quality

Low Road:Costs

Strategy WorkOrganisat ion

HRWO

Neo-Taylorism


Team Work

Project Groups


Team Work

Project Groups

Quality Culture

Quality Control

semi autonomous

holistic tasks

continous improvement

co-operation over hie-rarchical boundaries

Multiskilling

Job Rotation

Short Work Cycles

taylorist product development

LeadershipIngredients: Foresight, Commitment and Guidance. • Building a future for our people and the subscribers we serve.• Leading the way through connectivity enablement.

IntegrityIngredients: Solid Principles, Trusted and Togetherness.• We are, because of you, our subscriber.• We are, because of you, our employee.• With your trust and belief, we will always succeed.

Can-DoIngredients: Optimism, Future focus, Passionate and Happening. • Creating brighter futures, for everyone whose life we touch.• Empowering people, communities and countries.• Creating possibility.

InnovationIngredients: Simplicity, Imagination, Insight and Creativity.• Doing things differently.• Making unlikely connections.• The unexpected exceeds expectations.

RelationshipsIngredients: Teamwork, Friendly, Personal, Warm and Caring. • Connecting with people on ‘their level’.• Having empathy for their unique situations.• Building relationships with our customers (internal and external).

MTN Group Values

How do you interpret history?

• Histoire evénémentielle

• La longue durée

Fernand Braudel (1949)

Leadership theory is a mixed blessing

‘If the characteristics of successful leadership were easy to identify, quantify and replicate, organisations would look very different and a lot of consultants would lose their jobs.’

DON’T worry about:

Charisma

Personality

Strategy

Quick Guide to Leadership Theory

DON’T worry about:

Charisma

Personality

Strategy

DO worry about:Self-directed teamsDeliveryReflectionLearningTrustEntrepreneurship

Quick Guide to Leadership Theory

Vision?Vision?

“People are proud to work here. Proud of colleagues, proud of the company and proud of themselves.”

David, Managing Director

“I wonder if David knows how people are treated? I’m sure he wouldn’t want his company to be run like that”.

Trish, Shopfloor Worker

Active disengagement

Dialogue,Reflection,Negotiated Action


SharedKnowledge &Intelligence

•Building an inclusive vision?

•Confidence to engage?

•Making change stick?

Three dilemmas


Three dilemmas



•Making change stick?

Three dilemmas

Organising, Involving, Learning

The Slick Organisation

Innovation in work organisation:

an under-utilised resource?

• Competitiveness and innovation• Quality of working life• Employee engagement• Healthy working• Talent wars• Active ageing• Social inclusion



ORGANISING

INVOLVING LEARNING



Job design

Teamwork

Organising

Teamworking

Effective teams:

•are multi-skilled and work on a common task

•have high levels of discretion for managing their day-to-day work

•allocate tasks between themselves

•plan and pace work according to the outlined requirements of the business

•recruit and train new team members

•actively seek improvements to the work process.



Involving

CommunicationChange

ImprovementInnovationPartnership

Management / Workforce Partnership

• Often a formal partnership agreement

• A representative employee forum

• A shared commitment to new ways of working together

• A joint search for ‘win-win’ outcomes

• Boxing and dancing

• Setting an agenda relevant to stakeholders

• Closeness to the drivers of change

• Proactive or reactive

• Supporting transition

• Building resilience

• Maintaining commitment

Moving partnership beyond IR and HR

• Partnership representatives as knowledgeable participants in innovation and change?

• Building skills and competencies in partnership and engagement

• Time and commitment

The roles and competencies of partnership representatives



Learning

CompetenceKnowledge

sharingDialogue

ORGANISING

INVOLVING LEARNING

Developing & using competencies High involvement innovation

Shared learning and knowledge

Organising, Involving, Learning

SELF ASSESSMENT

Taking Stock

•Representative participation alone has little direct impact on performance.

•Direct participation is strongly correlated with improved performance against several indicators.

•BUT these improvements are both enhanced and more sustainable when direct and representative participation co-exist in a series of mutually reinforcing practices.

South Maasland Hospital, The Netherlands

Signposts?

• Tegral

• Kaiser Permanente

• Tower Automotive

• Lindum Group

Reading and reflection

Towards the High RoadTowards the High Road

• Beyond the Low Road of cost-driven Beyond the Low Road of cost-driven restructuringrestructuring

• Innovation: the ability to do things Innovation: the ability to do things differentlydifferently

• Convergence between enhanced Convergence between enhanced performance and quality of working lifeperformance and quality of working life

BOARDSenior Management Team


Strategic Knowledge


Strategic Knowledge

Stakeholders


Strategic Knowledge

StakeholdersOpportunitiesThreats


Strategic Knowledge

StakeholdersOpportunitiesThreats

Leadership, Strategy, Values

Workforce

Workforce

Practical Knowledge, Experience, Ideas

Workforce

Management, Work Organisation, Productive Reflection

Practical Knowledge, Experience, Ideas

Workforce




Workforce




GAP?

Workforce




LineManagement

Workforce




LineManagement

CompetenceRole definitionClarity

Workforce




Systems and Procedures

Workforce




BehavioursTrustAdaptability

Systems and Procedures

Workforce




Innovation & Improvement

Workforce




Knowledge, experience, creativityTwo dimensions to every jobCommon purpose

Innovation & Improvement

FORMAL, RIGHTS-BASED

REFLECTIVE AND KNOWLEDGE-BASED

TEAM-BASED PROBLEM SOLVING

INFORMAL

Self-organised teamworking

Empowering job design and individuals engaged in dialogue

Employees participating as experts in improvement and innovation

Partnership involving Trade Union or Workplace Representatives




INFORMAL



Knowledge Sharing






INFORMAL



Knowledge Sharing

TACIT KNOWLEDGE INTO STRATEGY

STRATEGY INTO PRACTICE






INFORMAL



Knowledge Sharing



Ensuring quality of dialoguePartnership involving Trade Union or Workplace Representatives





INFORMAL



Knowledge Sharing



Ensuring quality of dialogue

MANAGEMENT

SYSTEMS & PROCEDURES

PRODUCTIVE REFLECTION



ORGANISING

INVOLVING LEARNING

PRODUCTIVE REFLECTION

ERICSSON RADIO SYSTEMS, GÄVLE

The Green Room

Productive Reflection and Transformation

Individual creativity

Team effectiveness

Organisational innovation and transformation

Productive Reflection

The Workplace of the Future?

Developing Innovation Capability

Impact

Time

Level 1 – Pre (‘natural improvement’)

Level 2 – Structured

Level 3 – Goal-Directed

Level 4 – Proactive

Level 5 – Capability

ORGANISING

INVOLVING LEARNING

•

Employee engagement in the UK

• Engaged employees generate 43% more revenue.

• Engaged employees: 2.7 sick days per year,Disengaged employees: 6.2.

• Engaged employees are 87% less likely to leave.

• 67% of engaged advocate their organisations; only 3% of the disengaged do so.

• 59% of engaged employees say “work brings out their most creative ideas” – only 3% of disengaged agree.

Case studies show evidence of:

· long term competitive advantage/service improvement;

· harnessing employee knowledge and creative potential;

· responsiveness to market demands;

· continuous improvement and innovation;

· increased productivity;

· greater customer care, quality and reliability;

· new technologies creating a need for change;

· cost reduction;

· improved industrial relations;

· enhanced quality of working life;

· improved recruitment and retention.

If it works . . .

. . . why isn’t everyone doing it?

DISCUSSION

What are the principal obstacles and dilemmas which organisations face in securing sustainable and effective change?

And what can leaders do to overcome them?

Obstacles

Limited awareness

Poor access to actionable knowledge

Partial change

The organisation as a black box

The problem of HR

Change is messy

A PEOPLE CENTRED APPROACH

People shape organisations but organisations shape people

Entrepreneurial Organisations and Entrepreneurial Individuals

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Conforming Entrepreneurial


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Sally


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CONFORMITY


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SYMBOLIC ENTREPRENEURSHIP


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Jess


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RESISTED


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Sonya


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ENTREPRENEURIAL ORGANISATION

Reading and reflection

Line managers: barrier reef or resource for change?

• overwhelmed by emails and paperwork with little differentiation between ‘priority’ and ‘routine’ communications;

• accepted the need to manage within rigid financial constraints but given little indication of how to prioritise between competing demands on limited resources;

• received too little information on the rationale for new policy initiatives making it difficult to appreciate their importance;

• rarely offered the opportunity to bring their knowledge and experience to the policy design process;

• often poorly briefed by senior management on effective approaches to policy implementation;

• risk-averse through fear of blame and poor performance ratings;• lacked opportunities for peer support in discussing common

problems, sharing successful practices and raising issues of shared concern with senior management;

• sometimes lack training and competence required to manage change successfully.

Roles and expectations of managers

The Decision Grid

Decision area:

Somebody up there decides I decide Department Managers decide

Somebody up there decides in consultation with me

I decide in consultation with . . .

Department Managers decide in consultation

with me

Innovative ways of engaging employees in change

Employee-driven scenario planning

Forum theatre is a powerful way of engaging staff mentally and emotionally in change and innovation.

The characters in the play can’t resolve the challenges they face without the help of your employees. In addressing these fictional problems your employees are also reflecting on their own working practices and workplace relationships.

Forum theatre

Forum theatre

productive reflection

Forum theatre

productive reflection

improvement

A case study . . .

The client wanted to:• narrow the gap between staff• unleash ideas for improvement• enhance quality of working life• prepare for an uncertain future

We helped achieve these aims by: • capturing stories of working life• analysing problems and causes• working with leaders• facilitating a Change Conference• establishing staff action groups

RESULTS:• 40 actionable ideas for

improvement• Increased engagement• Enhanced leadership

“Peter’s experience in effectively facilitating diverse groups in a Change Conference setting was evident. All aspects of the facilitation focused on fostering the active participation of attendees. Most important was the emphasis on working groups to take the change agenda forward. The team were professional, flexible, supportive and reliable.” Gwen Moore, VEC NPF, Ireland

• Listening to stories of working lifeListening to stories of working life

• Reporting backReporting back

• Making a playMaking a play

• Change ConferenceChange Conference

Dramatic Partnership

Making it happen

Dramatic Partnership

EMPLOYEES

MANAGEMENT

EMPLOYEES TRADE UNIONS

NETWORKING FOR ALL

Learning Networks

• Managers feel ownership of the learning process, increasing motivation and engagement

• Practical learning related to everyday reality• No jargon, time efficient & time sensitive• Tailored to the needs of participants• Not reinventing the wheel• Benchmarking against competition• Psychological support• Development of business with other companies

Action Learning

Action Learning

In Action Learning, participants work together to support the future actions of each individual set member.

The emphasis is on sharing knowledge and experience to help address problems and strengthen future actions.

Mutual support, empathy and co-operation are the conditions for success.

Sustainable innovation requires:

• Open dialogue and partnership within the organisation

• Widespread learning from outside the organisation

REGULATORY& POLICYFRAMEWORKS• National• European

GLOBALINNOVATION

GLOBALSTRATEGIC ALLIANCES

INTERNATIONAL LABOUR MARKETS

TH E REGIO N

Intermediate Institutions

Regional Strategy

Regional Labour Markets

Supply Chains

Advanced Business Services Knowledge Networks Technology Transfer Innovation

ICTsSkills

Innovation Entrepreneurship Technology TransferKnowledge Networks

THE E NTE RPRISE Global MarketsGlobal Mobility

THE E NTE RPRISE Competitive StrategyOrganisational Competence Networks People

People at the centre of change

• Change is unpredictable

• It often fails

• There is no blueprint

• Experimentation and learning are unavoidable

• You need everyone’s help

• Space for reflection and dialogue is essential

Action Plans

What are my objectives?

What are the appropriate actions

What are the desired outcomes?

Who will I consult and involve? (and when?)

Who do I need to persuade or influence?

How will I make the change happen?

What is the timescale?

How will I ensure effective communication?

What obstacles can I expect? (and how to overcome them?)

What are the key milestones?

How will I know if it working?

How will I make the change sustainable?

Planning for a resilient future Challenge or opportunity

Significance to MTN

Urgency(short,

middle or long term)

Action By whom? Obstacles

Tuesday 10th April 2012

www.ukwon.net

www.workplaceinnovation.eu

Khartoum MTN

Business

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