Professor Roger Collins Australian Graduate School of Management

1. THE WELLBEING OF OUR PROFESSION : SOME BIG CHANGES NEED TO HAPPEN ON THE WAY TO OUR FUTURE Professor Roger Collins Australian Graduate School of Management

2. If who we are depends on what we do and if what we do keeps changing, how can we continue to reinvent ourselves?

3. OUR CONFERENCES ARE OUR PRIMARY SACRED SITE WHERE WE : • REVIEW OUR ACHIEVEMENTS & PROGRESS • CELEBRATE AND REINVIGORATE • UPDATE OUR KNOWLEDGE AND NETWORKS • STRENGTHEN OUR IDENTITY : what we stand for, what we aspire to become and contribute • CHALLENGE AND VALIDATE OUR WORLD VIEW, and if necessary • REINVENT OURSELVES TO MAINTAIN OUR CONTINUED RELEVANCE

4. Sacred sites, rites of passage and Transformations 3 Stages 1. Rites of separation : the importance of sacred sites ! 2. Liminality 3. Re-incorporation

6. Rites of Separation 1. Move to a separate location: “sacred sites” 2. Frees up from day to day routines, increases our accessibility to change 3. Fosters disidentification with the past 4. Identifies the actors : the people who are preparing for their future

7. Liminality 1. Sacred ceremonies and rituals begin the momentum for change 2. Inject new information to change our “Worldview “ 3. Create opportunities to see visions, new possibilities 4. Create new identities, a new personna who we think we are, what we think is possible

8. Reincorporation Re-entry with: • New aspirations • New roles • New contributions • New commitments

9. OUR FOCUS :THIS CONFERENCE IS HRINZ’S SACRED SITE WHERE • WE STRENGTHEN OUR IDENTITY AND SENSE OF PURPOSE • WE CRITIQUE OUR WELLBEING AND THE STATUS QUO, AND IF APPROPRIATE • WE REINVENT OURSELVES AND OUR PROFESSION TO MAINTAIN OUR WELLBEING, RELEVANCE AND SUCCESS

10. AGENDA • What’s our attitude to the future? • Discontinuities as opportunities • So what might be the signals that we are at a discontinuity ? • Implications for • Our profession ? • The Institute ? • Me ?

11. THEMOST IMPORTANTTHING ABOUT THE FUTUREIS OUR ATTITUDE TO IT !

12. 1844

13. 1943

14. Computers in the future may weighno more than 1.5 tonsPopular Mechanics, 1949

15. 1953

16. 1977 Ken Olson, CEO and Founder : DIGITAL

17. 640k ought to beenough for anybody!Bill Gates, 1981

18. IT MAY BE MORE AND CERTAINLY MORE TO , SHAPE AND INFLUENCE THE FUTURE THAN TO IT. EFFECTIVE APPROPRIATE CREATE PREDICT

19. 1868 Jules Verne

20. 1968 Werner von Braun

21. Whether you think you can, or whether you think you can’t, you’re probably right” Henry Ford

22. SO, WHEN IS IT CRITICAL TO TAKE CHARGE OF THE FUTURE?(hint: it’s always important but not always critical)

23. E A G F H D B C The Sigmoid Curve and the Road to Davey’s Bar (Charles Handy)

24. DISCONTINUITIES“HAPPEN”and can beCREATED.DISCONTINUITIES ARE OUR FRIEND, NOT THE ENEMY.

25. STRATEGIC MANAGEMENTandSTRATEGIC LEADERSHIP

26. STRATEGIC LEADERSARE MORELIKELY TO IDENITFY THESIGNALSFROM THE NOISE SO WHAT MIGHT BE SOME SIGNALS?

27. NEW SOURCES OF VALUE CREATION HIGH PERFORMANCE COMPETITIVE ADVANTAGE

28. We now have greater opportunities to add value and sources of competitive advantage than ever before ! ! High 3 Complexity /Sophistication of Workforce 1 2 Low Low High Centrality of Workforce to Organisation Strategy and Performance

29. ACCELERATING RATE OF KNOWLEDGE CREATION The half life of the body of HR knowledge is about 6 or 7 years

30. THE SILOS IN OF OUR KNOWLEDGE ARE BREAKING DOWN IN RECOGNITION THAT WE NEED A WHOLISTIC APPROACH TO COMPLEX PROBLEM SOLVING AND DECISION MAKING

31. EMERGENCE OF NEW INDUSTRIES WITH NEW PERFORMANCE DRIVERS, NEW RULES OF ENGAGEMENT • Convergence of industries such asFinancial Services, Information Technology, Communications, and Retailing

32. NEW DEFINITIONS OF SUCCESSORGANISATIONSINDIVIDUALS ORGANISATIONS INDIVIDUALS

33. AND WE CAN’T DENY THAT THE CURRENT THINKING AND SOLUTIONS ARE NOT WORKING! ? LEADERSHIP ? REMUNERATION ? EMPLOYEE RELATIONS

34. SO WHAT ARE SOME IMPLICATIONS FOR • Leading and managing people • Our profession • The Institute • Me?

35. Profit Horizon 3 Horizon 2 Horizon 1 Create viable options Build emerging businesses Extend and defend core businesses Time Baghai: The Alchemy of Growth (1999)

36. HORIZON ONE: OUR CORE • THE CHALLENGE OF WALKING AND CHEWING GUM CONTINUES • PARTNERSHIPS AND PORTFOLIOS

37. THE CHALLENGE 10 1 ORGANISATIONAL RENEWAL PERFORMANCE MANAGEMENT Adaptive leadership Divergent, associative thinking Discontinuity “The answer is in the question “ Technical leadership & management Convergent, linear thinking Continuity

38. EXECUTIVE TEAM COMPOSITION PERFORMANCE MANAGERS ORGANISATIONAL RENEWERS

39. Emergent Partnerships External Providers: Transactional Strategic The individual member Managers HR Specialists

40. THINK CLUSTERS OR PORTFOLIOS OF HR PRACTICES,NOT SINGLE INITIATIVES

41. HORIZON TWO: THE EMERGENT FUTURE • New definitions of success for corporations and individuals • Changing our vocabulary ?? “Human Resources” ?? “Employees” and“organisation” • Members and Communities • Competencies and Capabilities

42. Definition of Capabilities A corporate capability is the capacity of an organisation or a group of people, supported by systems and processes, to make a contribution that enables high performance and potentially competitive advantage. Examples Flight Centre McDonalds

43. Implication! We need greater input from • Sociology • Anthropology • History !

44. HORIZON THREE: COMING OVER A HORIZON NEAR YOU! HYBRID VIGOR

45. THE POTENTIAL OF HYBRID VIGOR 12 - 15 % faster growth !!

46. SO, WHERE SHOULD WE CREATE HYBRID VIGOR ? • Hybrid professional bodies, conferences and events • Hybrid occupations / professions • Hybrid careers • Hybrid departments and teams

47. “The voyage of discovery consists not in seeking new landscapes, but in having new eyes” Marcel Proust

48. The way forward is, paradoxically, to look not ahead,but tolook around”

49. “ It is not the mountain that we need to conquer, but ourselves “ Sir Edmund Hillary