Monthly Archive for December, 2005

Waugh of the Worlds

Steve Waugh bookMy Christmas stocking included Steve Waugh’s autobiography, ‘Out of my comfort zone’ - a mammoth 700+ page read but one highly recommended. Perhaps some of our Boys (the Proteas) should read it - they may well learn a thing or two!

Sometime around 1996 the Aussie cricketers formed a players association to take on the ACB (The Australian Cricket Board). Up until that point in time the Board were autocratic and pretty much did as they pleased, banking the ever increasing profits cricket generated without passing on the benefits to the players - the primary reason for the profits in the first place. The Board weren’t consistent in how they negotiated the respective contracts, couldn’t be trusted to consider the players rights or responsibilities when signing deals with sponsors and suppliers and nor were they transparent in their dealings.

But here was the gem.
Continue reading ‘Waugh of the Worlds’

A thought to chase: The rich

Here is thought that I put here, because I have nowhere else to leave it, and I am not sure what can be done with it…

Throughout the ages, the rich in societies have been able to enhance their lives. In ages past, the rich have had superior access to those things that enhance life: education, literacy, cleanliness, health, food, medicine, even religion. But today, all such advantages are being spread to a much broader class, which includes the “middle class”, and it shall probably be this next decade that sees more than half the world’s population belonging to this group. A group that takes many of these advantages for granted.

But what do the rich have today? What advantage do they have that is not available to the middle class, or to some ambitious and talented poor person?
Continue reading ‘A thought to chase: The rich’

Lessons in Planning and Leadership

Richard Farson writes in his book Paradoxes in Leadership:

Planning is built upon the flawed idea that it is possible to predict the future. Yet the future almost always takes us by surprise. Since there is simply no good way to predict future events, there is no sure way to plan for them. This should not be interpreted to imply that all we can do is shrug our shoulders, or ostrich-like, bury our heads in the sand. We cannot plan, but we must prepare. One element in our preparation is to re-examine our leadership style and decision-making structures….

Leonard Sweet, a Christian philosopher and futurist, provides two contrasting images of leadership. The first, he describes as ‘leading by reading the map’. You get from your starting point to your destination by plotting your course and writing yourself instructions, showing the miles to travel along a predetermined road and when to take each turn. The route is signposted for the entire journey. This describes leadership and planning in the culture of modernity.
Continue reading ‘Lessons in Planning and Leadership’

People Trends for 2006

Watson Wyatt Worldwide (NYSE:WW) is a global human capital and financial management consulting firm. The firm specializes in employee benefits, human capital strategies, technology solutions, and insurance and financial services and has 6,000 associates in 30 countries. They have released a summary of their top ten HR trends for 2006. Worth a quick read at their website, here.

The focus is mainly on compensation issues. These are strongly linked to talent, and retention.

Sydney Harbour Pic

This is more an interest post than anything else, but tonight at Wikipedia I got to see a beautiful picture of Sydney Harbour Bridge. Definately worth a look at. Click here.

The Young & the Restless

Road tripAs I sit here a day before Christmas, rain falling, birds in the feeder right outside my window and a sense of peace and goodwill pervading the atmosphere I am witness to another phenomena about to unfold: Roadtrip 2006. My about-to-be-20 year old son and several of his friends are preparing their Boxing Day Roadtrip that will take them along the garden route and returning to Durban (or should that be Gauteng-by-the-Sea) on the 4th January.
Continue reading ‘The Young & the Restless’

CNN on Corporate Blogging

“As the size, scope and influence of weblogs continue to proliferate, business managers are faced with an increasingly important question: how to make your voice heard above the crowd?”

So says CNN’s “The Rise and Rise of Corporate Blogs“. The article doesn’t say anything new - it’s an overview of what blogs are, what blogs can do for companies, who should blog and finally gives some insight into CEO blogs.

They also cite and provide a link to the Intelliseek / Edelman (BlogPulse) study (PDF), which is well worth a read if you have the time.

Continue reading ‘CNN on Corporate Blogging’

Million Dollar Homepage

The Million Dollar HomepageAnd so, you’re sitting around one day as a broke 21yr old student pondering how you’ll pay for your university tuition fees. It’s really simple - host an advertising site where you sell space. Alex Tew is the brains behind www.milliondollarhomepage.com. At a premium of $1 per pixel, he is aiming to sell $1 million worth by the end of the year - he’s already $889,000 down the road and has only been going since September. Nice quick buck!

Technorati :

Has Google sold its soul?

Google et alSo has Google’s purchase of AOL for $1Billion brought it it into the fully capitalist fold, thereby undermining its “Do No Evil” motto? Matt Asay would have us believe so in this post at InfoWorld’s blog.

December 17, 2005
Google sells its soul for a mess of pottage

So, Google got the Time Warner deal. For what? $1B and its soul, according to the New York Times:
Google, which prides itself on the purity of its search results, agreed to give favored placement to content from AOL throughout its site, something it has never done before.
The lesson? Never, ever trust a capitalist who pretends to be otherwise. “Do no evil” was a catchy slogan for Google, but one that it was willing to sell for a few bucks.
For all those who thought Google was somehow different, I’m sorry. I can hear your idealism dying from here. For those who knew better, there’s not much to cheer about in this, is there? Google has just opened the floodgates to a very profitable, “happy to do evil” business.

Follow this link for some great comments & conversation InfoWorld Blog

Store layout for Gen X

We all know why milk and bread is found at the back of food retail store? It’s because they’re two things that everyone needs more often that almost anything else. By putting it at the rear of the store you get ‘dragged’ past hundreds of other items to tempt you to pick up, pay for, and take home. I had a meeting with the CEO of one of the worlds largest food retail stores this month who suggested that most retail purchase is impulse. If that’s true then bread and milk at the back is a clever thing (from a retail point of view - all it does for the customer is cost money)

There’s more science to store layout than we know, and maybe would like to know. Like why fruit and vegetables are the first thing you encounter when logically they should be the last? And why baskets should be at the back of the store and not the front (the subject for a follow up post) If we knew some more of the science we’d probably enjoy our shopping experience less.

Have you noticed a shift in the food retail shopping frequency of younger people? I have. My grandmother would shop once a month. My mother once a month and once a week. My wife and I (the ‘I’ is important because more and more men are shopping) almost daily. My kids? Time will tell. I’m generalising here, but there is a definate shift in how often people shop that is directly related to age. There are a number of factors, but for this post I’d just like to leave it as generational.
Continue reading ‘Store layout for Gen X’

Design Products for Ageing Boomers

Today I had a meeting with one of my favourite Boomers: Pete Laburn, business leadership development guru of note! He was boasting about his new phone. The coolest feature, you ask? The answer: That he could read the numbers without putting his glasses on (see photo)!

Pete has joined the ranks of the fashionably grey streaked Baby Boomers, born post Wolrd War II, and into the 1960s, who are now heading towards retirement (or should that be retyrement). But no matter how much fame, fortune or prestige you’ve accumulated, you can’t stop the rampage of old age through your system. Marketers and product developers need to work this one out - and quickly. Because these are the youngest, richest, healthiest and hippest old people the world has ever seen. And they’re prepared to spend money to have the good things in life.

Yes, even just being able to see their cellphone screen.

And PS, he also suggested that any phone company which kept the interface (buttons, menus, functionality) exactly the same when updating to a new model would also be one that got his attention. Food for thought?

Change is easier when you are healthy

I was reading an article on church growth and leadership (we have a lot to learn from non profit leadership), and came across a few gem quotations that I think are important (read the full article here), from H. Dale Burke, senior pastor of First Evangelical Free Church of Fullerton, California:

“Change is easier when you are healthy, not unhealthy. If change is prompted by a crisis or severe decline, the [people are] prone to be suspicious of leadership and the new direction proposed. After all, why trust the leaders who let things fall into such disrepair? Innovation almost always comes at a cost, so doing it while you are growing just makes sense. It is always best to pursue excellence while you’re on a roll.”

Tom Landry, one of the greatest coaches in NFL history, was always hardest on his team after a big win. His observation was that the best time to grow and improve was while the team was on a winning streak. Most winners tended to become prideful, believing they had arrived, so he would be more critical after a win, looking for ways to fine-tune the plan or add a creative, new twist to their offense. The goal was to take their best performance and build on it, not maintain it. After a disappointing loss, the team’s energy was drawn to fixing obvious deficiencies and making sure the team did not lose heart.

“Innovation should not be exercised in the emergency room of [an organisation] but as a valued discipline of ongoing health maintenance. If a great [organisation] wants its future to be as exciting as its past, it must embrace change and its accompanying risks before it becomes unhealthy. Change must become a lifestyle.”

An African Christmas: Awesome customer service

Ed Jordan is fairly well known in South African music circles. Together with some business mates, he has produced a few albums of kids music with a distinctly African flavour - you can get them here. Their latest album is “An African Christmas”. Its traditional Christmas carols and songs, done with an African feel. There are also some original songs, including a great, “Give me an African Christmas”. For anyone wanting a change from the sickly sweet Christmas album factories of the northern hemisphere, this album is an absolute tonic (Personally, I wouldn’t have put “A White Christmas” or any snow songs, like “Jingle Bells” onto an African Christmas album, but that’s just me, and the songs are well done anyway :-).

Having recommended it, however, you may have difficulty getting a copy. Try CD Wherehouse or Look and Listen before anything else. Or do what I did, and go straight to the source (per their website): “For comments or other ordering information please contact
Paul at paul@beautifulmusic.co.za, Tel: +27 (0)11 880 9157 | Fax: +27 (0)11 442 0103″.

I did so, and Paul phone me within a few hours and arranged to meet me to give me a few copies at a discounted rate. He may not do that for everyone. But here’s the story (I saw them on SABC late night TV): they have done this album themselves, and are managing and distributing it themselves. Some of the big stores don’t get “small guys” and so continually run out of stock. Frustrating for entrepreneurs. But I salute these guys, and their desire to control their product. Its a testament to passion and makes my listening to their album even sweeter. And what a contrast to some of the other idiots in the recording industry at the moment. We need more people like this in the world!

Now, go and buy their album. If Africa is in your veins, you won’t regret it!

Cricket in the 21st century

One of the greatest things about southern hemisphere summer holidays is that it is also cricket season. And I am a cricket fanatic (for more on cricket read a serious summary and a humurous summary of the rules).

I was up at 4:30am this morning to continue watching SA vs Aus - an intriguing text match, going into a tense final day tomorrow, with Aus very much in control. Then flipped over to watch England fight it out against Pakistan, trying to keep the one day series alive.

When England were on 38 (for 3), there was a shocking umpiring decision from Tony Hill, who called Trescothick in to a ball he clearly nicked to the keeper. In the din of the Pakistan oval, he didn’t hear the clear nick that everyone listening on TV heard. In the Super series (Aus v rest of the world) earlier this year, they experimented with giving in field umpires earpieces with the stump mic sound effects piped to them. All umpires said it was great.
Continue reading ‘Cricket in the 21st century’

Outside of effective media strategies where else do monopolies hurt

South Africa is home to only one fixed-line-operator. It’s name is Telkom and it’s enjoyed this status for long enough to have generated a fair amount of frustrated customers.

Screw the public! Do we care? NO! Why? Look how much money we’re making!

As from today, I’ll add: and for being a “corporate bully” to the list.

Do not sign a contract for an ADSL line

There has been a strong campaign to alert the public of people’s frustrations. But are there other areas that can send the same message?

One of the issues people have when you talk to them is that there’s nowhere else to go. You can’t change to a competitor because there isn’t one. Here’s an interesting way to let Telkom know how you feel outside of attempts to create bad publicity through citizen and traditional media, change your accounts with companies that Telkom has business interests in.

For example, one of Telkom’s big investments is in Vodacom, one of three cellphone operators in South Africa. If all the frustrated Vodacom account holders moved their accounts to Cell C or MTN, a strong message would be sent via Vodacom to Telkom to get their house in order. I’ve never seen a campaign like this, but I’m fairly certain that if it were to happen, the financial pain would be a powerful strategy.

Christmas in Jozi

2005 represents the first Christmas in 13 years that I’ve spent away from the beach. Having just moved up to Johannesburg from Durban, I’ve become accustomed to the annual pilgrimage of the out-of-towners invading ‘our beach’. Traffic increases 50 times. We never went to any of the bigger malls. Movies were out of the question. Restaurants where chaos.

This year I’m in Johannesburg and what a pleasure. Everyone’s gone to the coast and it feels like they’ve left it all to me. I don’t know what that does for business up here (it must take a dip) and who cares because store owners are probably at the coast anyway.

Thank you. Thank you all very very much. And enjoy your time at the beach.

Airlines and their pricing issues

One of the biggest problems for the airline industry right now is that not one of their millions of customers around the world understands their pricing policies. And I’d venture to suggest that their staff don’t either. In fact, their pricing policies are just so complex that NO-ONE has a clue. That can’t be good.

This past week I was on holiday at the coast with my family. Due to a family death, I needed to get back to Johannesburg for one day, for a funeral. The standard price for a Durban/Joburg flight is about R 800. The only options I could get in the time slots I wanted came to about R 1,500. This was true across all airlines flying the route on my schedule, including the so-called low-cost carrier (whose prices increase astronomically if you book at late notice). Most of the airlines give one way options as well, but trying to get the two cheapest legs on two different airlines boosted the price again, beyond the R 1,500 for the cheapest return.

But here’s the craziness of the airlines pricing systems (which no human being in the world could possibly understand).
Continue reading ‘Airlines and their pricing issues’

BrainReactions: smart entrepreneurship

Brain ReactionsAnand Chatpar was recently acknowledged by BusinessWeek as one of the top 5 entrepreneurs of 2005 (under the age of 25).

His company, BrainReactions, “helps companies innovate new products, services and marketing concepts by conducting brainstorming sessions with the most creative, imaginative and unconstrained college students.” See how it works here.

From the BusinessWeek special report:
Continue reading ‘BrainReactions: smart entrepreneurship’

Social Software and Citizen Marketing

PVR was recently introduced into South Africa for the first time. MyPVR.co.za is a website built by an individual (Jason), completely dedicated to glorifying DStv’s new product. According to Jason, he does not get paid for the site or for his positive recommendations – his site is a labour of love. MyPVR.co.za is not the only site Jason has built around a brand - The Sad Life of a Penguin Pools Customer (www.supersmart.co.za) is the antithesis of MyPVR.co.za - it is a detailed, fact-supported account of Jason’s horrifying ordeal with the company.

Jason is a member of a fast-growing online community that is choosing social software (blogs, wiki’s, podcasts and RSS) to share its voice in the public domain. Before clients or customers (or employees) had only mainstream media (MSM) as an option if they had an important message to tell the world. Now anyone with an Internet connection can set up a free blog at Blogger.com for the entire world to see and interact with. It is reality Internet. Forget Isabel Jones’ Fair Deal, Carte Blanche and Special Assignment - citizen journalists are a force to be reckoned with.

Continue reading ‘Social Software and Citizen Marketing’

A fresh approach to Organisational Development

by Sonja Blignaut, Aiden Choles, Jean Cooper

We live in a world where things, people and ideas are better connected than ever before. A world where work can flow across the globe as fast and as cheap as it doesin your home office. We live in an increasingly complex world and as consultants, we need to accept this complexity and not try to downplay or negate it. The mistake we often make is to walk around with a few models and tricks and pre-packaged products in our briefcases which we then try to sell to whoever is interested. I have a solution; lets find a problem in your company we can fit it to.There is also the saying that he who is good with a hammer tends to think that everything is a nail. We need to constantly and vehemently guard against this. It is what we call the consultants trap: That you become so comfortable with your money-spinner concept or product, that your need to develop and learn gives way to the need to establish yourself around your unique solution. Suddenly it really isnt about the client anymore. It is about you.

In our continuous and sometimes hard-headed pre-occupation with a customer-centered approach to our work, we are constantly challenging ourselves to re-think our approaches and techniques to prevent us from falling into the consultants trap. As part of this process, we have recently started to build an alliance with the Cynefin Centre, an international research and consulting network. They, like us, also have a passion forembracing the complexity of organisations and ardently believe that their role is not to sell solutions, but to help organisations to craft their own solutions. Here is some background on the Cynefin Centre, the philosophy that guides them and how this links in with our own facilitative and narrative approaches.

The Cynefin Centre

In recent years, popular business management practices and traditional business consulting methodologies have suffered from the over-assumption that organisations and their associated issues are essentially ordered. In other words, given enough time and resources, direct cause and effect relationships can be discovered, and once known, best practice solutions can be defined and applied to other similar issues in future. Cause and effect relationships therefore are assumed to be predictable and repeatable.

Organisations are becoming more and more complex due to many factors such as globalisation, increasing cultural diversity and changing economies. Complex systems are seldom (if ever) predictable, as there are so many different entities interacting with each other, that the possible patterns that can form are almost endless. Think of 9-11, in retrospect we can connect the dots, and pass blame on the ones who missed the signs. Before the event though, the critical dots were part of a collection of millions of dots, each with the potential to form millions of different connections with each other. In a complex system it is impossible to connect the dots and accurately predict behaviour. Therefore best practices and other ordered solutions are seldom appropriate to the complex issues facing the 21st-century organisation.

Over the last 7 years, Dave Snowden and the Cynefin Centre (which spun off from IBM in 2004) has developed a methodology based on applied research grounded in the areas of complexity science, cognitive psychology, anthropology, narrative, and social networks. The use of narrative or story to reveal patterns, and to pattern in its turn, is central to this methodology, which was developed specifically to deal with complex or intractable issues.

Cynefin (kun-evin) is a Welsh word, which seeks to remind us that all human interactions are strongly influenced and frequently determined by the patterns of our previous experiences, both through the direct influence of personal experience and through collective experience expressed as stories. The methodology is often referred to as pre-hypothesis research which differs from normal research methodologies (where the aim ofthe research is to prove a hypothesis), by admitting up-front that the exact nature of the issue or problem under investigation is unknown. This is especially critical when dealing with a complex system that by definition is seldom, if ever, predictable.Pre-supposing that you know what the problem is within a specific environment is like a doctor diagnosing your illness before hes even looked at the symptoms. The true nature of an issue whether, it is cultural or strategic will emerge from the environment itself if you listen to the stories that are being told about it. This approach ensures much more accurate diagnosis and intervention design.

Cynefin methods have been used with great success in projects all over the globe. In South Africa many successful projects have been run, including several in one of the big 4 banks. These projects focused on diverse topics such as investigating corporate culture, knowledge management, understanding customer experience and breaking into new markets. The insights that were gained both by participating in the project activities and by the outputs are viewed by the bank as being key differentiators for them in the banking industry. The CSIR also recently concluded a very successful project which was aimed at understanding the Innovation culture in one of their divisions.

Narrative and Cynefin

In the 1970s and 1980s a revolutionary approach to individual psychotherapy emerged known as Narrative Therapy. Narrative recognized the power and influence that words have in our histories and realities. Using textual practices, Narrative therapy aids people in re-authoring their personal stories in relation to presenting problems.

In a time when a dissatisfaction with the way in which scientific process and fact decided the way we should deal with problems, Narrative represented a way that embraced and explored the diversity and complexity with which we live our lives. However, this skillful approach was not to be kept in the realm of therapy for long. Coinciding with the realization that management practices of previous eras were no longer helpful in emerging economies, Narrative emerged as a fresh approach to understanding our companies and the manner in which we operate was provided the Story of our company.

Story has been used throughout our history as a means of capturing our experience, histories and meanings. In comparison to scientific methods, Story allows us to represent the complexity and ambiguous nature of human living through metaphor. For example, the use ofstories when parenting often conveys deeper understanding than that of direct instructions. Not to be confused with the fairytale stories of our childhood, Story is a process through which we capture and represent the culture of our organizations the mapping of our companys narrative.

Stemming from Narrative philosophy and practice, Cynefin represents a rich way of doing Story that previous approaches have failed in doing. In the past, Narrative practitioners of the therapy mould have attempted to do just the same, but in ways that were either too academic or irrelevant to the culture and style of the client. Instead, Cynefin speaks directly into the heart and complexity of our organizational cultures. Cynefin uses Narrative as a tool in formulating internal communication programmes, merger and acquisition work, innovation creation and culture measurement. The premise being that the answers to our problems lie within our Stories, not in the information provided by consultants. The founder of Cynefin, Dave Snowden (2005) is quoted as saying, “The stories told in an organisation, formally in presentations, around the water cooler, in project reviews, indeed in all aspects of organisational life, reveal the ideation patterns of the organisation. Narrative techniques both reveal the patterns of the organisation and are in turn the means by which it can be patterned.�

Cynefin practitioners offer a form of consulting that enables companies to discover their own solutions already present within their Narratives. Like a Narrative therapist, a Cynefin practitioner aims to uncover the clients Story, represent it in meaningful ways and then assist the client in molding their Narrative into a form that promotes and contributes to the organizations strategic goals and principles.

From theory to practice

TomorrowToday.biz is currently in the process of adding our thinking, processes and frameworks to some of the techniques that Cynefin uses in order to build and develop the expertise in both networks. In addition to linking up with the Cynefin Centre, we have also set up a Facilitation Community, which is a community of practitioners from different industries and organisations that endeavors to share thoughts, ideas and techniques in the pursuit of developing our collective skills, tools and methods as we facilitate development in organisations.

We invite you to join us as we explore ways in which to truly help organisations, groups and individuals to excel in scripting their own stories of greatness. If this interests you, please contact
Jean Cooper at jean@tomorrowtoday.biz.

Sonja Blignaut
Sonja is a Certified Cynefin Practitioner with application experience inareas such as SocialCorporate Culture Transformation, Knowledge ManagementCustomer Experience.studies on work she has done for IBM have been published in amongst others the EU Knowledge Board E-book on Knowledge Management.She is an experienced facilitator and is skilled at guiding groups through complex sense-making processes.has a degree in Meteorology and earlier experience includes consulting around Enterprise Content Management Solutions and Portals.

Aiden Choles
Aiden pursued academic and service avenues in clinical psychology, religious studies, drug rehabilitation, anger management in prisons, English literature, education, training, counseling andtherapeutic practice. While completing his Masters degree in Narrative practice at the age of 24, Aiden discovered his commercial aptitude and excelled in Human Resource Management within the SMME sector. Here he continued displaying his flair by branchingout into strategic management where he has proven himself as a highly competent management team facilitator, Black Economic Empowerment strategist, trainer, mentor and advisor to executives and management teams.

Jean Cooper
Jean is a registered Industrial Psychologist with four degrees, including two cum laude Masters degrees (Industrial Psychology and Applied Theology) both from the University of Pretoria. He specializes in utilizing various types of experiences to develop individuals, teams and organisations. His work on developing people for the future workplace has earned him international acclaim and was presented at the European Association of Work and Organisational Psychology (Istanbul) in May 2005.

Looking to Tomorrow - 2005 and Beyond

Synthesized from the futureneering work of the storytellers and organisational
alchemists in the Business Intelligence Unit (BIU) of TomorrowToday.biz.
- http://www.tomorrowtoday.biz

During December and January every year, magazines and websites are filled with
predictions of the future. From one year to one century ahead, it seems
that everyone has an opinion about what will happen. Of course, there
is a danger in doing this. Virtually all predictions about the future
turn out to be wrong: if not in content, then at least in timing. Futurology
is as much science as it is art. But knowing these challenges doesn’t
stop our fascination with looking ahead. TomorrowToday.biz’s Business
Intelligence Network (BIU) undertook its own survey – find it here: http://tomorrowtoday.biz/research/future2005.

For the record, the BIU is a network of professionals, strategists, futurists
and observant human beings, and includes very few content specific specialists.
We make no claims based on our academic or professional qualifications (although
if you’re interested, you can see a summarised list of these at http://www.tomorrowtoday.biz/qualifications.htm).
We give these predictions, not because we’re economists, scientists, politicians
or “experts” in any particular scientific field. We’re comfortable
“putting it out there� because we believe that a synthesising view of the world,
combined with a solid understanding of history and of people, provides a unique
perspective on some of the most important, emerging meta-trends in the world
today. For more information on our view of predictions, see the short
explanation below the actual prediction set.

To make sense of the world as we see it, TomorrowToday.biz summarises the main
drivers of change in society under three main headings: changes in Technology,
Institutions and Values. Each of these elements interacts
with the other in a complex system of development. Our frameworks cover
each of these areas, and show the connections between them. But our primary
focus is on the “values” part of the equation, which most directly
impacts people. Thus, this is the focus of our prediction set,
outlined below.

Note that we have therefore specifically not put timeframes on our predictions,
although in our minds we worked on a 2-7 year horizon.

Just for the record (in case your lawyers need to know), it should be obvious
that any use of this information (as in reliance upon it for decision making
of any sort) is done at your own risk. We’re happy to share that risk
with you, if we can share in the reward as well. By this we mean that
we regularly work with our clients to unpack the implications of these predictions,
our more generic frameworks and detailed research to help our clients gain a
competitive advantage. We refer to our process of consulting as Organisational
Alchemy
(see http://www.tomorrowtoday.biz/organisational_alchemy.htm),
and if you’re interested in finding out how to turn the ordinary golden, please
make contact with us (specifically, Raymond de Villiers, raymond@tomorrowtoday.biz).

MEGA TREND PREDICTION SET, 2005

1. Technology

· Technology will increasingly impact
our daily lives. This will be driven by increasing computing power and
miniaturisation.

· MEMS – microelectromechanical systems
will proliferate. These tiny devices will be in everything – even in toilets
and clothes. Don’t be surprised if your doctor visits you because your
toilet called her after analysing yesterday’s “data input�.

· We have yet to see the first major use
of digital terrorism in the global markets. This will happen within the
next few years.

· Linux will finally arrive as a major
competitor to the Microsoft Windows operating system.

· Pilotless aeroplanes will become
accepted. Similarly, major urban areas will begin working on cars that are
driven by external systems on specially equipped highways and roadways, to
eliminate accidents and driver errors.


1.1.
Communication

· The cost of communication will continue
to plummet around the world, just as speed and quality increases. New
and improved communication technologies will make it increasingly easy to do
business and connect over large distances, and will affect productivity, especially
in developing countries, more than any other trend.

· The next big thing in personal computing
is voice recognition.

· From Big Brother to small brother -
mobile phones fitted with cameras will continue to dominate, with the quality
of these cameras increasing dramatically. This will cause a full-scale
discussion of our values around what can and can’t be captured and shared.

· 3G is a new cellphone technology that
allows full multimedia to be used on cellphones. Users can send multimedia
messages to each other, download videos like they download SMS’s at the moment,
and get streaming information in an Internet-like way. Cellphone companies
have literally spent billions of dollars of licenses and research to get 3G
working. They have a vested interest in making it work, and “talking it
up�. For those with laptop access to ever more available hotspots, it
is unlikely to ever be more than a gimmick. 3G is likely to attract the
youth market, more intent on using their phones for games and fun. This
is a lucrative market. KPMG reckons that more money was spent on downloading
cellphone ringtones in December 2004 than on buying CD singles. Even though
trillions of text messages are sent each year, the “real” money is
in ringtones. Cellphone companies, while not yet squeezed on their margins,
nevertheless have quite high infrastructure costs, whereas the money made from
providing ringtones, pictures and other “silly” add ons for cellphones
is a billion dollar industry already, with very little overheads. Therefore,
3G will likely capture the low end of the market, where high volume and low
margins rule. And providing 3G content will be a much cleverer way to
make money than providing the 3G infrastructure. Even cleverer, will be
those who exploit the three gene networks to help people connect with each other
and with markets.

1.2. Energy

· The world is unlikely to run out of
oil with in the next century, especially as global threats to its power supplies
are likely to see the United States tapping the Arctic National Wildlife Refuge.

· The use of nuclear power and the threat
of nuclear weapons will increase around the world. Countries with existing
nuclear capabilities are:

o Acknowledged weapons: Britain, China,
France, India, Pakistan, Russia, United States

o Unacknowledged: Israel

o Seeking: Iran,
North Korea

o Abandoned weapons: South Africa, Belarus, Kazakhstan, Ukraine

o Seventeen countries depend on nuclear power
for at least a quarter of their electricity. France and Lithuania get around
three quarters of their power from nuclear energy, while Belgium, Bulgaria,
Hungary, Slovakia, South Korea, Sweden, Switzerland, Slovenia and Ukraine get
one third or more. Japan, Germany and Finland get more than a quarter of their
power from nuclear energy, while the USA gets one fifth. A full list of
all countries with nuclear power plants is available at http://www.uic.com.au/reactors.htm.

· The use of hydrogen based fuels will
become more prominent around the world.


1.3.
Resources

· In the next 40 years, we will need to
produce as much food as we have in the whole of human history up to this point.
In order to do this, genetically modified plants that can grow in less than
ideal conditions will become widely utilised.

· China will continue to develop as a
consumer of the planet’s resources. In one measure alone, the impact is
staggering. Motor vehicle growth in the past five years have grown at
166%, and it appears as if the boom is only starting. Economic opportunities,
yes, but environmental impact, too.

· Environmental issues will become increasingly
sensitive, with the consequences of neglect, indifference, ignorance and arrogance,
becoming ever more evident, and the demands of the general public ever more
insistent.

· South Africa will play an increasing
role in global environmental issues. With only 2% of the world’s land
mass, it is home to 10% of the world’s plants and 7% of the world’s animals.
SA grasslands have an average of 30 species per square kilometre – a greater
biodiversity factor than the rainforests. Johannesburg is the world’s largest
non-commercial forest and greenest urban area. The new 35 000 km2 Great Limpopo
Transfrontier Peace Park (incorporating the Kruger National Park) is the largest
conservation area in the world. South Africa’s future policies on sustainable
development, ecotourism and community involvement in conservation areas will
become models for the planet.

1.4. Intellectual Property

· The ability to define and protect one’s
intellectual property will become increasingly important. Employees who
develop new innovations will demand a share of future profits, rather than just
a token bonus or promotion.

2. Institutions

2.1. Economics

· The world economy is currently growing
at about 3% p.a. It will continue to grow for at least the next five years.
Any interruptions will be short lived and explainable aberrations.

· The fastest-growing economic region
in the world is likely to be the new members of the EU and the former Russian
states that border Eastern Europe. India is only just starting a massive
growth cycle, while China’s growth cycle seems to be reaching a peak.

· Global markets continue to become more
efficient, and global trade will continue to increase. These two factors
should combine to reduce market fluctuations and unexpected surprises in global
economic indicators.

· Generation Xers (born in the 1960s through
1980s), spent most of their adult working life in the 1990s, a time of unprecedented
economic boom. The dot-com crash at the end of the century, seemed like
an overreaction to over exuberance, rather than part of a normal economic cycle.
This generation expects economic success and is the most entrepreneurial in
history space in an attempt to make it for themselves.

· There is a widening wealth gap – in
ALL countries. The digital divide is creating even bigger gaps as the
have nots become the know-nots and do-nots. The elites are cocooning themselves
even more – and can do so more in USA with personal retirement and health care
plans on the cards.


2.2.
Globilisation

· Mass media, computer games, music, films,
television and digital radio, as well as the globalisation of business, are
a homogenising forces in global culture, promoting a common language and common
cultural reference points. In particular, English will continue its global
dominance.

· Today’s younger generations (the Gen
Xers and the Millennial Generation, born from the 1980s to present) tend to
share common values across the world. Their entrepreneurial spirit and
global demand for economic reforms and deregulation, as well as the comfort
with international migration, will only further speed up globalisation and its
effects.

· Increased access to market information
from other countries will continue to fuel consumer societies. With almost
instant access to information about pricing, quality, service levels, delivery
and product specifications, together with other people’s reviews and access
to competitor’s information, competitive advantage will no longer be found in
what you sell, but rather in who you are and how you sell.

· The recent trend in offshoring (outsourcing
of white collar, service jobs to foreign countries, with much lower labour costs)
will continue to increase. South Africa will be a major beneficiary of
this, especially as the dominant English accent in the country is easily accessible
to all other English-speaking nations.

· With its rapid growth, and now the devastation
of the tsunami, construction contracts in Asia will proliferate, and there will
be a global excess demand for the resources required to build infrastructure
across Asia and the sub continent.

· The issue of farm subsidies will become
ever more acrimonious, until it reaches a point where it cannot be ignored and
must be resolved as a matter of urgency. This is likely to be the catalyst
of a major revision in global trade regulations.

· The USA will open its gilded cage and
once again allow freedom of movement and interaction for scientists, students
and foreign workers.

· There will be a continued migration
from south to north, and from poor to rich countries, resulting in a wave of
illegal immigrants in developed countries.

· International tourism is set to boom
in the next space a few years, with India and China soon replacing America,
Japan and Germany as the world’s most travelled people. With the Olympic
Games in 2008, China will see a massive influx of tourists in the next few years.
With the soccer World Cup 2010, South Africa will see a similar influx.

· There is likely to be an increase in
shorter holidays, rather than the traditional two-week break once a year.
Retirees are likely to be the single biggest bloc of travellers.


2.3.
Countries

· Labour markets will continue to become
more flexible, and labour forces will continue to become more mobile.
This will be evident especially in the expanding EU.

· People in developed countries will continue
to accept restrictions on the freedom in order to provide them with safety.

· The use of terror has always been a
method employed by those seeking to change the government in their countries.
If they win, they are usually referred to as “freedom fighters�. This
is unlikely to change. In an article in The Spectator, 8 Jan 2005,
entitled “Phoney War�, Max Hastings makes the point: “I am not here seeking
to reopen the interminable argument about the means of achieving Middle East
peace, only to make the case against treating all dissident forces which employ
terrorist means as part of a common global manifestation of evil, which can
only be addressed by military might. Some people may suggest this is a trite
observation. Yet it flies in the face of everything said and done by the US
government over the past three years.�

2.4. Companies

· The demand for skilled labourers will
continue to outstrip supply. The mobility of skilled labour will mean
that competition for talent now stretches across the globe. They will
be an increase in creativity in recruiting, benefits, perks, retention strategies
in all industries. Non-traditional retention and motivation strategies
will include rewarding outputs, contribution, speed, quality, creativity and
innovation, with training and personal development opportunities becoming more
and more important.

· Computer competence will be mandatory
for any job in any field.

· The growth in the number of small and
medium-sized companies will continue in all countries of the world.


2.5.
Networks

· It will become increasingly important
to control the distribution channel, rather than the content or the product
being sold.


2.6.
Leadership

· “The Leadership Deficit will be Crippling.
As employers discover serious inadequacies, leadership development will take
on new importance. Up and coming managers will be expected to demonstrate leadership
skills before assuming new positions.� - The Herman Group, Top Ten Workplace/Workforce
Forecasts for 2005
.

· The investment in leadership training
and development will be required to increase in all companies.

3. Values

· “Industrialisation raises educational levels, it changes attitudes towards
authority, reduces fertility, alters gender roles, and encourages broader
political participation. This process is just beginning throughout the
developing world. Witness the increases in literacy, the increases in
fertility, and broad voter turnout seen in India over the last five years.�
– Marvin Cetron and Owen Davis, 53 Trends Now Shaping the Future.

· “Developed societies will increasingly take their cue from Gen X and the
millennial generation (aka Gen Y all generation dot-com), rather than the
baby boomers who have dominated its thinking, for most of four decades.
This will tend to homogenise basic attitudes throughout the world, because
Gen Xers, and especially the millennials around the globe have more in common
with each other than with their parents.� – Marvin Cetron and Owen Davis, 53 Trends Now Shaping the Future.

3.1. Health

· Whilst the world’s population will continue
to grow and will probably reach 9.2 billion by 2050, the average annual growth
rate will continue to decline. Most developed nations will soon have declining
populations, with fertility rates below the replacement level.

· The most important implication of declining
fertility rates is that would be retirees will need to stay on the job longer,
and/or developed nations will need to encourage much more immigration.
If neither of these two things happens, there will be a sharp economic contraction
and lower living standards.

· In most countries of the world there
is a looming generational war. In most developed nations, wealth is disproportionately
held by the older generations, and for the first time in history seems unlikely
to be handed down to younger generations in significant amounts. The Baby
Boomers (born post-World War II into the 1960s) are unlikely to retire or give
up their positions of power, making it increasingly crowded at the top of the
pyramid. In countries with large retirement costs looming (such as the
United States), where younger generations are expected to pay for older generations’
retirements rather than each person paying their own way, difficult and painful
changes are required in the near future. This is likely to divide voters
along generational lines as never before.

· Medical advances and improving technology
will dramatically increase the average life expectancy of all peoples in all
countries. They will be a massive demand for geriatric medicine and specialists.

· Work-life balance remains one of the
most important issues in people’s lives. The ability of a company to provide
this balance directly impacts its ability to attract talented employees.

· The top health challenges facing the
world in the next 10 years are: AIDS, malaria, the threat of Asian bird flu
becoming contagious to humans, the lack of sanitised drinking water, obesity
and the lack of access to affordable geriatric medicines.

· The focus of the fight against AIDS
will shift from Africa to China and Russia. Other countries will join
the commitment made by the UK to purchase an AIDS vaccine as soon as it is available,
and this will continue to spur research towards a cure for AIDS.

· The number of people smoking will continue
to decline, as more nations put a ban on smoking in public places.

· More restaurants and cafes will offer
no-carb, low-carb, gluten-free, and vegetarian entries on their menus, as more
emphasis is given to the connection between good food and healthy living.

3.2. Family

· The masculinisation of most of Asia’s
populations is one of the most important global mega trends of the 21st-century.

· Millennial kids will attempt to re-establish
the nuclear family as a societal hub. For the first time in history, great-grandparents
will become an increasing factor in family’s lives.

· Boomers will feel the squeeze of supporting
not-yet-independent Xer children into their early 30s, while at the same time
supporting ageing parents who did not plan adequately for retirement.

· “Once national security issues lose
their immediacy, family issues will again dominate American society, at least
through 2008: long-term health care, day care, early childhood education, and
anti-drug campaigns, as well as environmental concerns.

· “In periods of economic difficulty,
children and grandchildren move back in with parents and grandparents to save
on living expenses. In the United States, one third of Gen Xers have returned
home at some point in their early lives. Growing numbers of grandparents are
raising their grandchildren, because drugs and AIDS have left the middle generation
either unable or unavailable to care for the children. This trend is strongest
in Africa, where AIDS has orphaned some 12 million children, half between the
ages of 10 and 14.� – Marvin Cetron and Owen Davis, 53 Trends Now Shaping
the Future
.


3.3.
Work

· Work-life balance will become a bigger
issue than ever before. This will especially be driven by parents, both
male and female, who want to spend more time with their children.

· More people will work flexible hours,
telecommuting from home or suburban hubs, and technology will further enhance
the ability of virtual teams to connect effectively, the traditional workday
and workweek will further erode.

· VoIP (Voice over IP) will help to speed
up the advent of real telecommuting, virtual offices and suburban hubs.

· “Gen Xers and millennials are virtually
gender blind in the workplace, compared with older generations. This is
true even in societies such as India and Japan, which have long been male dominated,
though not yet in conservative Muslim lands.�

· Women will become increasingly more
prominent in the workplace, and will increasingly bring the feminine touch to
corporate structures and leadership styles.

· Demand for day care centres, after-care
facilities, corporate crèches and flexitime will continue to increase.

· “More people will become independent
contractors, selling their services on a project, contract, or set-term basis.
Specialized staffing firms and electronic communities will evolve to connect
workers with employers.� - The Herman Group, Top Ten Workplace/Workforce
Forecasts for 2005
.

3.4. Trust

· Trust is the new currency.

· Within the next few years, “trust passports�
will be common on the Internet. Like Amazon.com or eBay’s current systems
for evaluating people within an online e-commerce community, we will all have
trust ratings that will help us to interact with each other with more confidence.

· Consumer watchdog bodies and advocacy
groups will continue to proliferate.

· “As prices fall to commodity levels
and online stores conversed virtually every product and brand in the industry
without significant overhead, service is the only field left in which marketers
on and off the Internet can compete effectively.� – Marvin Cetron and Owen Davis,
53 Trends Now Shaping the Future.

· John Stewart’s The Daily Show,
a feature of Comedy Central and CNN, was recently ranked amongst the top three
most reliable news programmes on US TV, even though it is clearly a satirical
comedic look at news items. Traditional news media will continue to lose
public trust.

· Voter turnout will continue to decline
in most countries that are dominated by baby boomer politicians, until the next
generation of politicians emerges.

· Current accounting, corporate governance
and corporate regulation reforms are just the beginning of measures that will
be put in place across the world to protect all corporate stakeholders.


3.5.
Religion

· Fundamentalism in all religions will
continue to increase. Reaction against changing values is one of the prime
motors of cultural extremism.

· Terrorism will become more and more
linked to religious ideologies.

· The most unstable nations in the world
at the moment are either atheist/secular or Muslim.

· 34,000 people left the Episcopal church
in the USA in 2004 alone. Around the developed world, the decline of attendance
in traditional Christian churches will continue.

· “Over the last three decades a
major cultural shift has taken place in the attitudes of Western societies toward
the future. Optimism has given way to a sense of ambiguity…(which) threatens
to stifle hope at a personal as well as a social level.” —Theologians
Miroslav Volf and William Katerberg in The Future of Hope

4. Important Resources and Recommended Future
Trends Reports

· In the futurist magazine, March — April
2005, trends now shaping the future (economic, societal, and environmental trends),
by Marvin J. Cetron, and Owen Davies, presented a summary of 53 trends they
believed I shaping the future. Under the major headings of general long-term
economic and societal trends, trends in values, concerns, and lifestyles, energy
trends, and environmental trends. The May — June 2005 issue will focus
on technology and workplace trends. The full report can be ordered for
eight dollars at the futurist online bookstore, https://www.wfs.org.

· The Herman Group, Strategic Futurists.
Forecasts are prepared by Roger Herman and Joyce Gioia, Professional Members
of The World Future Society and Founding Members of The Association of Professional
Futurists. See http://www.hermangroup.com/futurespeak/top10_2005.html.

· Top Ten Trends from The Future Survey.
See http://www.wfs.org/fstop10fal04.htm.

· Mapping the Global Future, Report
of the National Intelligence Council of the USA’s 2020 Project. See http://www.cia.gov/nic/NIC_globaltrend2020.html.

Please note that wherever possible, we have attempted to attribute direct quotes,
and all of our sources. If we have incorrectly attributed or have neglected
to do so, please inform us immediately and we will make the necessary adjustments
to this document.

You may make use of all or part of this document in any format, without prior
approval, on condition that you include the following attribution:

© 2005, TomorrowToday.biz Business Intelligence Unit, http://www.tomorrowtoday.biz

For more information on our view of predictions and how to use them, see below:

A Brief Word on Predictions

First, read The World of Tomorrow, today – available at http://www.tomorrowtoday.biz/content/view/93/56/.
This article outlines a methodology popular with futurists/visionaries.
It involves placing yourself in the future, and looking back to the present.
Stan Davis is one of the foremost authors in this field, although I have recently
read The Visionary’s Handbook, by Watts Wacker and Jim Taylor, and been
impressed by their process and methodology.

In their book, Wacker and Taylor make some very good points about predictions
and their limitations. Nearly three decades ago, Alvin Toffler shared
similar concerns in the introduction to his seminal book, Future Shock.
Together with these authors, we have our own views on predicting the future,
and it might be helpful in the context of this Prediction Set to list a few
caveats and suggestions.

  • Nothing will turn out exactly as it is supposed to. Nothing will turn
    out as you expect it to. Today the whole world is a fast-breaking story,
    and facts are easily perishable.
  • As Toffler said, “No serious futurist deals in ‘predictions’… every
    statement about the future ought, by rights, be accompanied by a string of
    qualifiers — ifs, ands, buts, and on the other hands. Yet to enter
    every appropriate qualification in a book of this kind would be to bury the
    reader under an avalanche of maybes. Rather than do this, I have taken
    the liberty of speaking firmly, without hesitation, trusting that the intelligent
    reader will understand the stylistic problem. The word ‘will’ should
    always be read as though it were preceded by ‘probably’ or ‘in my opinion.’
    Similarly, all dates applied to future events need to be taken with a grain
    of judgment.”
  • It is actually impossible, by definition, to predict the future. Rush
    out to meet the future, and your action will automatically begin changing
    the future that you are headed to. The predictions that we have laid
    out in this document are more about scenarios than prophecies.
  • The danger of making certain predictions, is that you get labelled a crackpot.
    The problem is, that the more likely your predictions appear to be, the more
    likely it is that your so-called prediction is actually just a statement about
    what is already becoming true. At TomorrowToday.biz, we track mega trends
    in order to help the sea, just before anybody else does, what is already beginning
    to happen. The further out a prediction goes, the more uncertain it
    becomes and the greater the chance it will outperform every other prediction
    competing with it.
  • Wacker and Taylor put it this way: “The future is a tale that needs constant
    retelling. Because every significant change in the facts of the present
    or in the understanding of the past, invalidate the future, and because the
    facts of the present and our understanding of the past are always in flux,
    the future itself is in constant flux as well. Thus, being a visionary
    means that you have to reinvent your vision time and time and time again,
    and that you have to accept the near certainty that every one of your visions
    will ultimately be proved wrong.”
  • “If each future is unique, if every reality is different, then predictions
    aren’t the point of futuring in any event. Predictions, after all, answers
    to questions about the future. It’s the questions that counts, and each
    of us has to answer them separately according to our separate journey through
    the world. And according to the separate choices we make… The
    role of the visionary [isn’t] to be a seer but to be a provocateur: to present
    a series of visions of the future against which those who want to prepare
    for the future can react. Nobody, after all, knows what the future holds;
    or you can really knows what frames of mind, what receptivities, what structures
    you need to have in place to meet would ever does eventually come down the
    pike. And no one is less ready for tomorrow than the person who holds
    the most rigid beliefs about what tomorrow will contain.
  • Your starting point, your unique worldview, your prejudices and preconceptions,
    everything about who you are will dictate your ability to predict and to accept
    predictions and visions. If you do not know who you are, or what you
    believe in, and why, then your efforts at futureneering will only lead
    to frustration.

With that all said and done, it is absolutely critical for us to keep visioning.
Continually updating our vision of the future is critical to current success.
We think of a vision as a moving target. We hope that the predictions
offered in this document will be of help to those visionaries and futureneers
who have the wonderful privilege of being just a little bit closer to tomorrow
than most people.

If you really believe your values…

Any organisation - any group of people working together - needs to have a shared view of what they are trying to achieve, the structures through which this will be achieved and a guiding set of operational and environmental ‘rules of engagement’ to guide behaviour and ethics. Whether these are explicit or implicit, good or bad, they will exist and they will guide how companies operate.In order to try and guide organisational behaviour and development, increasingly, companies around the world are adopting formal statements of corporate values.

These values were often entrenched in the companys ethos by the founders of the company. Most of these lists of values are fairly generic and common sense, including such items as honesty, integrity, trust, respectand other basic human decencies. A few of them, however, go further than just the obvious and common sense, and add values that are specific to the functioning of the company.

But there are three major problems:

1. Values that are not really values

Many of the values on corporate lists have more to do with brand, customer service and market reputation than actual guiding principles for organisational behaviour. They are often mainly stated as business outcomes, rather than human attributes. Most executives appear to link values to branding, rather than to bottom line business performance.

For example, Xeroxs values include: customer satisfaction, quality and excellence, premium return on assets, use of technology for market leadership, valuing employees, and corporate citizenship. This is not an unusual list for a multinational corporate. But these are not so much values as they are business imperatives. And they may even be self-contradictory (if we value employees are we allowed to retrench them when were not getting a premium return on assetsand shareholders are demanding greater returns?).

The reason most corporates dont focus on behavioural values is that it is much easier to measure ROA (return on assets) or ROI (return on investment), than ROV (return on values). In fact, I do not know of a company that measures ROV (return on values, or something equivalent). In a recent survey by the American Management Association, only 63% of Executives surveyed indicated that their companies even made an attempt to reward people based on their adherence to corporate values.

But that raises the interesting question of how to measure your values. True values are not, and cannot be, objective. Its therefore absolutely essential to decide up front who gets to measure them, and what yardstick will be used.What information will they need, and how often will they do an analysis? And what will you do with the feedback?

2. Incentivising adherence to the values

If companies truly believed their values, they would incentivise adherence to them, and punish any deviance from them. While many companies have vague scorecards that measure how their people stack up against some ofthe business performance linked values, very few actually reward staff for brave ethical behaviour.

In our consulting work, we find that only a very few of our corporate clients refer regularly to their values, or use their value statements to guide behaviour in meetings and interactions, both internal and external. One of the best in this regard is Investec (http://www.investec.com/GroupLinks/AboutInvestec/MissionStatement) a bank, focusing on high end private clients. Its not just their hard hitting statement of values, but also our knowledge of how these values are applied and referred to during meetings. Another company phrases it like this: Everyone may demand that these values be applied, and everyone’s behaviour is assessed for compliance with them.

Consider the following questions:

  • If we value staff development, how much money and time do we allocate to this every month?And is it the staffs decision about whether they have been developed/valued or not?
  • If we value innovation, do we encourage experimentation, and therefore expect (and measure and reward) the failures that will go along with it?
  • If we value honesty, what do we do to someone who withholds information from colleagues or clients?Do we reward the people who through honesty, reduce profitability?
  • If shareholder wealth creation is never a stated core value, why do we place it at the top of our company priority lists?
  • If living your values means that you will lose money for a period, or have a competitive disadvantage, will you stick by them?

3. The Personality (and Behaviour) of the CEO/MD

The final major problem with living out corporate values is that every piece of research done on values indicates that one of the single most important factors is the involvement and attitude of the CEO. For example, in a 2004 Booz Allen Hamilton and Aspen Institute survey of senior executives across 30 countries, 85 percent of the respondents said their companies rely on explicit CEO support to reinforce values, and 77 percent say such support is one of the most effectivepractices for reinforcing the companys ability to act on its values.

Ultimately, the CEO shapes the company, not just by corporate directives and organisational design, but also by sheer force of personality and character. To ensure that your corporate values are lived out, you need to be absolutely dogged about ensuring that your leaders have the values you espouse (rather than simply acknowledge them or aspire to them).

Living the Values

Jack Welch, former CEO of General Electric used a very simple matrix to explain how values and work environment connected at GE. He talked about two ways of thinking of employees: whether or not they bring in the numbers(i.e. their performance and contribution), and whether or not they live by the values of the organisation.

 
Does not bring in the numbers
Brings in the numbers
Has the values
II
IV
Does not have the values
I
III

Quadrant I is an easy decision. Theyve got to go. Get rid of them quickly. Quadrant IV is excellent give them a raise, hold them close, keep them happy and working.

But given the choice of working with and retaining people from either Quadrant II or Quadrant III, which would you choose. This can be tough, but Jack Welch says you have no choice: you must get rid of the person who is bringing in the numbers but not living the values. Thats where leadership has to step in and make the difficult decisions.Quadrant II people can always be trained and developed. You can teach skills. You cant teach attitude, character or values.

Values cannot be imposed on a company. When doing an exercise to create a list of corporate values, most companies end up with an idealistic wish list. However, a better approach would be to identify what values actually exist in the company. These are the only ones that will actually be lived through thick and thin. Your values are what you are, not what you want to be. You can possibly have a few aspirationalvalues on your list, but these should be clearly marked as such.

In a small company, thats easier to do, as it relates to the individual founders. As companies grow, it becomes increasingly harder to ensure that employees live by the original values of the company. And the only way to change the values of the organisation is to get more people into the organisation who actually believe and live the values you want to exhibit. This is just another reason why people are our most important asset, and deserve the full attention of the senior leaders of every organisation in the world.

Why teams? To adapt, learn and relate

It is no secret that we are living in a fast-paced world that requires new skills, attitudes and approaches from individuals and organisations. A world where the ability to adapt, learn and relate is critical for survival and success. Adapt, learn, relate three competencies without which your organisation will not survive the next ten years. Three competencies greatly supported by the effective use of teams in your organisation.In this article I will explore why an organisation structured around dynamic teams, also called X-teams, has a competitive advantage moving into the future. X-teams are teams that change continuously. Their goals and objectives change. Their members change. Their members are also part of other teams. Their environment changes. In fact, there is nothing static about x-teams. Still these teams and, subsequently, organisations that structure themselves around dynamic teams like these, have an extra-ordinary potential to adapt to change, learn form experiences and form strong, long-lasting relationships. (For some more background on X-teams, read The comparative advantage of X-teams Ancona & Bresman, 2002). This article supposes that the teams we are talking about, are effective, optimally functioning teams. Of course this is not something to take for granted or to underestimate. The purpose of this article is only to indicate why a structure of effectively functioning teams can be highly beneficial. It does not deal with how to implement this or how to ensure that these dynamic teams remain dynamic and effective. I will focus on the how in the next few e-zines.Adapt
Adapt refers to more than an organisations ability to change. Contrary to our normal understanding of the word adapt, which is mostly used in a reactive sense, we are talking here about proactive adapting, or proactive change. Adapting not to current circumstances, but to your understanding of future circumstances. In a recent study I did on the characteristics individuals need to succeed in the future workplace, this mindset aptitude for proactive change was called a passion for change which refers not only to the ability to cope with change, but also the ability to embrace and create change. In order to survive in today and tomorrows economy, organisations need to have both the mindset of proactive adapting (a passion for change) and the dynamic organisational design that will support, sustain and encourage this continuous change.

As organisations are faced with an increasing demand for flexibility and adaptability, huge strain is being placed on current organisational structures. It often happens that we try to operate in a complex, multi-dimensional, fast-changing and chaotic environment with organisations that are still Taylored (excuse the pun) for a previous era. This creates a great deal of confusion regarding roles and responsibilities (which leads to conflict, insecurity and often a breakdown of trust) as the environment continually forces employees to cross departmental, functional and hierarchical boundaries. Government departments especially struggle with this dilemma, but they are not alone. Many corporates (and their organograms) do advocate a loose, project-oriented, matrix structure, but middle management often still covertly cling onto little silos/empires of their own, making the confusion, conflict and insecurities even worse than within an overtly rigid structure.

On the contrary, an organisation that looks more like a fluid alliance of teams can respond quicker to change and notions of change. Dont get me wrong Im not suggesting that you should restructure your company into fixed, long-term teams. This will most probably only create a new, differently structured, structure. What you probably could consider (for a start) is to loosen up a number of project-oriented teams that assemble around specific project goals and then disassembles again at the completion of the objectives. No matter how you decide to do it, you need to build flexibility(and the ability to respond to chaos) into the very fibre of your organisation.

Learn
A lot has been written on the learning organisation (see Peter Senges work). This learning, amongst other things, refers to an organisations ability to learn from its experiences. Do we capture what we learn? Are these learnings being fed back into the system for future reference? Do we have an atmosphere