FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees Today

1. FUTURE WORKPLACE:
Preparing and Planning
for Tomorrow’s
Employees Today
Case Study, Concepts and
Debatable Ideas
Kenny Ong

2. Menu
1. The Elephant In The Room
2. Rethink Business
3. Rethink HR
4. End Notes

3. THE ELEPHANT IN THE ROOM

5. Most Popular Question
“When will we return to the
last time?”
 Wrong Question

7. Best Guess?

8. Warning Notice
It’s not about the economy
It’s about your company

9. Budgeting vs. Priorities
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
NPD Cycle Time
Improve Edge
Extensions
Counter Competitor
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Focused on
‘Breakthrough’
JV, In-source, Out-
source
Eliminate bottom 20%
Improve Top 15%
revenue-generating
products
↓ R&D, ↑Sales
Example: Business Situation vs. R&D Priorities

10. Business Situations vs. HRM
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
‘Change’ mgmt
Reduce Fat
Continuity
Everyone Happy
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Talent Mgmt
Innovation/R&D
Early wins
Slow Down HR Costs
Top Talent focus
Sales, Sales, Sales
Increase attrition
Motivation

11. Business Situations vs. HRM
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
‘Change’ mgmt
Reduce Fat
Continuity
Everyone Happy
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Talent Mgmt
Stack R&D
Early wins
Slow Down HR Costs
Top Talent focus
Stack Sales
Increase attrition
Motivation
•Projects
•Job Ads
•Communication
•F/L Manager Com.
•Middle Management
•Involvement (survey,
suggestions)
•Realistic Goals
•Controllable KPIs (customer
satisfaction, production)

12. Activity Grid to determine
budget priorities
Increase (↑)
What are features/
activities/services to
increase?
Create (+)
What are features/
activities/services to
introduce?
Reduce (↓)
What are features/
activities/services to
reduce?
Eliminate (-)
What are features/
activities/services to
eliminate?
1. Manage conflicts where limited resources should go
2. Solve problem of compounding activities & resources

13. RETHINK BUSINESS

16. The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007

17. What is the Business Model?
USP
Market
Discipline
Profit Model
•Google
•Tata Nano

18. Business Model: Profit Model
Revenue
Cost
Margin
Cash
Flow
Assets

19. What is the Business Model?
USP
Market
Discipline
Profit Model

20. Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth
Market Discipline

21. Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
Eg. Google
Tata Nano
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
Eg. Google
Tata Nano

22. Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines

23. Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines

24. Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Product Leadership
• New, state of the
art products or
services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors'
products
• Learning
organization
Alignment & Consistency:
Disciplines, Priorities, and KPIs

25. Operational
Excellence
Customer
Intimacy
Product
Leadership
Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Business Model vs. Talent &
Performance Management

26. Operational Excellence
•Central authority, low level of empowerment
•High skills at the core of the organization
•Disciplined Teamwork
•Process, product- driven
•Conformance, 'one size fits all' mindset
•Integrated, low cost transaction systems
•The system is the process
•Command and control
•Quality management
Organization,
jobs, skills
Management
systems
Information and
systems
Culture, values,
norms
Business Model vs. Talent &
Performance Management

27. Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Product Leadership
•Ad hoc, organic and cellular
•High skills abound in loose-knit structures
•Concept, future-driven
•Experimentation and 'out of the box' mindset
•Person-to-person communications systems
•Technologies enabling cooperation
•Rewarding individuals' innovative capacity
•Risk and exposure management
•Product Life Cycle profitability
Business Model vs. Talent &
Performance Management

28. Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Customer Intimacy
•Empowerment close to point of customer contact
•High skills in the field and front-line
•Customer-driven
•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and
external information
•Strong analytical tools
•Customer equity measures like life time value
•Satisfaction and share management
•Focus on ‘Share of Wallet’
Business Model vs. Talent &
Performance Management

29. RETHINK HR

30. Intro:
“Cow don’t drink
water cannot push
cow head down”

31. Alignment: 4-Wheels Model
Culture
Business
Model
Strategic
Planning
Structure
Person
Leadership
Resources

32. Alignment: Framework
• Focus point
• Alignment
• Quality
• Innovation & Differentiation
• Risk taking
• Performance Management
• Corporate obsession
• Decision making
Culture

33. Alignment: Framework
• Org Structure
• Job Design
• C&B
• Policies & procedures
• Decision making
• Job fit
• Management Systems
• BSC and KPIs
• Decentralized & Empower
Structure

34. Strategy: Framework
• Role modeling
• Vision/Mission/Philosophy
• Leadership Style
• Delegation & Empowerment
• C&B, Promotions
• Sense of Urgency
• Speak regularly about _______
(whatever is important)
Leadership

35. Strategy: Framework
• Recognition
• Recruitment
• Training
• Profit sharing
• Values
• Motivation
• Self Efficacy
• Awareness
• Useful Competencies
• Career aspirations
• Attribution (control)
Person

36. Strategy: Framework
Enablers
• Technology
• Equipment
• Materials
• Human
• Intellectual
Property
• Partners
• Property
Resources
Funding
• CAPEX
• OPEX

37. Alignment: 4-Wheels Model
Culture
Business
Model
Strategic
Planning
Structure
Person
Leadership
Resources

38. Motivating Talent
Hope
Control

39. Motivating Talent
Passion Job
GrowthTalent
Minimum Motivation Target:
2 out of 4
Delegation

40. Curse of the Bell Curve
‘A’
Staff
‘B’
Staff
‘D’
Staff
‘E’
Staff
‘C’
Staff

41. END NOTES

42. Recap: Future Workforce vs Future Workplace

44. Don’t forget…
“The business of business
is Business, not Talent
Management”

45. Thank You.
soft copy of slides:
https://www.slideshare.net/kennyong