Coffee Break CutWelcome to the Age of Agile

HR Tech Europe 2015

Oracle.com

Oracle.com

Welcome to Coffee Break Cut, our condensed overview of the insights and

inspirations shared at HR Tech Europe 2015.

In a technology driven world where disruptive change can happen in the

blink on an eye, it’s more important than ever for businesses to enable

innovation.

As always, the winners will be those that are able to best engage their

people. That will mean fostering collaborations between them, providing

them with personalised tools and unlocking the potential of their networks.

There’s no denying that transformation is required. And it’s only right that

HR lead the charge. Because, in the digital era, success will look more

human-centric than ever.

Andy Campbell

HCM Strategy Director, Oracle

Oracle.com

When it comes to technology,

things have never been more

exciting, but we have never been

more challenged.

Peter Hinssen

Chairman and Co-Founder, nexxworks

We are living in a time of rapid change

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What if we are only halfway there

and the second half is more

impressive than anything we have

seen in the last 35 years?

Peter Hinssen

Chairman and Co-Founder, nexxworks

Oracle.com

The changes we have seen have serious

implications for the way companies manage

their employees, how they serve their

customers and how they compete with each

other.

Peter Hinssen

Chairman and Co-Founder, nexxworks

All this is turning business

on its head

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The fundamental flip is that now we

don't talk about technology but the

impact of technology and how it

changes us.

Peter Hinssen

Chairman and Co-Founder, nexxworks

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Hierarchies are dangerous.

Structure is getting in the way of value creation.

Peter Hinssen

Chairman and Co-Founder, nexxworks

Lee Bryant

Director, POST*SHIFT

But many organisations aren’t built for a

constantly shifting world

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Work as we know it is broken…

…Companies have to re-generate.

Peter Hinssen

Chairman and Co-Founder, nexxworks

It’s a problem that needs addressing

So how do we fix it?

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StructureThe rise of the network

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In a truly connected organisation there

is nothing stopping people forming

small teams with better practices that

produce better outcomes.

Lee Bryant

Director, POST*SHIFT

Get fluid and get more from your people

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In hierarchical business you think at

the top and act at the bottom. But in

an agile world you have teams who

work with customers. Managers are

simply the enablers.

Armin Trost

Professor Dean of MBA Studies, HFU Business School

Furtwangen

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LeadershipThe rise of the team

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Distributed power is destroying top-down structures and

facilitating the shift towards networks of people.

There are no great organisations, only great teams.

Rachel Botsman

Collaborative Economy Global Expert

Heidi Spirgi

Senior Vice President, The Marcus Buckingham Company

The concept of ‘The Organisation’ is

going out the window

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You can kill good leadership by making

behaviours mandatory.

It’s all about galvanising a coalition to

influence change and make it happen.

Armin Trost

Professor Dean of MBA Studies, HFU Business School Furtwangen

Lee Bryant

Director, POST*SHIFT

So we need to give leaders the freedom to

harness the power of collaboration

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Build tools for the team leader.

Build tools that deliver smart data.

Build tools that capitalise on what great

team leaders do naturally.

Heidi Spirgi

Senior Vice President, The Marcus Buckingham Company

How?

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Managing talentThe rise of purpose

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Emotional appeal will be the incentive of the

future. Values rather than rules will be the

control mechanism.

Costas Markides

Professor of Strategy and Entrepreneurship, London Business School

Our relationship to work is changing and

so must management

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Millennials now represent 50% of

workforce globally, rising to 75%

by 2025.

Andy Campbell

HCM Strategy Director, Oracle

Because the workforce is changing

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Talent is now less loyal, more

mobile, less constrained and

more willing to jump ship.

Costas Markides

Professor of Strategy and Entrepreneurship,

London Business School

And they expect a different career experience

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Benefits need to be targeted, tailored and timely. So

take pick and mix approach.

When it comes to rewards, too often the move towards

gender equality relies on legal revolutions instead of a

natural evolution.

Tess Smillie

Vice President, HR, Samsung Electronics

Nicole Dominique Le Maire

CEO, New to HR

So we need to rethink the way we reward

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Who is the customer of performance appraisals? It’s

usually not the employee.

We need to be given frequent strength based check

ins about future near term work.

Armin Trost

Professor Dean of MBA Studies, HFU Business School Furtwangen

Heidi Spirgi

Senior Vice President, The Marcus Buckingham Company

And completely reimagine the way we give

feedback

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InnovationThe rise of disruption

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Competitive advantage is now short lived.

Continuous innovation is the only enduring

source of competitive advantage.

We don't know what will happen next but we

know we’ll need to be agile, flexible and

adaptable.

Costas Markides

Professor of Strategy and Entrepreneurship, London Business School

Big businesses now have startups on their tail

Oracle.com

In 2012 Facebook had no

mobile strategy. Now in

2015, two of every five

mobile browsing minutes

are spent on a Facebook

property.

Peter Hinssen

Chairman and Co-Founder, nexxworks

Who are adapting quicker and smarter

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It’s no longer about predicting and

controlling. It’s about sensing and

responding.

Lee Bryant

Director, POST*SHIFT

So constant innovation is key

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What looks like resistance to change is often

a lack of clarity…We always overestimate our

ability to communicate.

Costas Markides

Professor of Strategy and Entrepreneurship, London Business School

But we know that already. So why don’t we act

on that knowledge?

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You can’t just agree to be more innovative.

Nobody knows what that means.

Costas Markides

Professor of Strategy and Entrepreneurship, London Business School

So there should be well defined goals

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Only 30% of our behaviour is down to our personal

attributes. The other 70% determined by the

situation we find ourselves in.

It’s not about command, it’s about influence.

Costas Markides

Professor of Strategy and Entrepreneurship, London Business School

Armin Trost

Professor Dean of MBA Studies, HFU Business School Furtwangen

But it’s vital that the environment is conducive to

innovative behaviours

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Small change should be on the weekly agenda.

There’s a butterfly effect. Small changes in

environment can lead to huge changes in

behaviour.

Lee Bryant

Director, POST*SHIFT

Costas Markides

Professor of Strategy and Entrepreneurship, London Business School

So remember…

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So how can HR make it happen?

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Start with key strategic

process stages. Then look at

how technology can improve

them.

Lee Bryant

Director, POST*SHIFT

Think ‘outside-in’

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Digitising the old analogue processes is the dumbest thing

you can do.

Too many internal social networks are built with a ‘deploy

and pray’ approach. Very few actually attempt meaningful

organisational transformation.

Peter Hinssen

Chairman and Co-Founder, nexxworks

Lee Bryant

Director, POST*SHIFT

Make sure your use of technology is impactful

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If you give people something they really care about, they

will do something the organisation really cares about.

To move from adoption to addiction we need to build tools

that work for the user, not the buyer. It’s about

personalisation – tech that feels like it is built for you.

Nick Holley

Director, Henley Business School

Heidi Spirgi

Senior Vice President, The Marcus Buckingham Company

Ensure your tools focus on the user

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Rather than ‘the quantified self’ we need quantified

organisations - where we measure the little things that

make a difference.

Human sensor networks are the best ways to find out if

something is working or not. It’s all about stories.

Lee Bryant

Director, POST*SHIFT

Peter Hinssen

Chairman and Co-Founder, nexxworks

And be sure to measure their impact along the way

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Last year 96 of our projects were born out of

collaborations started through our internal

social network.

Baris Findik

Information and Communication Technologies Enterprise Solutions Director,

Turkcell

Because it will pay off

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Changing our HCM system across

all 947 of our companies allowed us

to leverage a huge social sourcing

network. Our referral rate has gone

from 17% to 35%, saving $1m in

fees in the first year alone.

Gary Brocklehurst

Director of Consulting Services, Hitachi Consulting EMEA

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It all comes down to the P and L - Passion

and Leadership.

The future is agile. HR better be part of it.

Peter Hinssen

Chairman and Co-Founder, nexxworks

Armin Trost

Professor Dean of MBA Studies, HFU Business School Furtwangen

Are you ready for what’s next?

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