Reshaping a Workforce – Insights and Experience – Ian Crouch March 2009

1. Reshaping a Workforce– Insights and Experience –Ian CrouchMarch 2009

2. Objectives • Reflect on Management Models • Discuss Case Studies Highlighting Innovations in the Development of Management Models • Tease out Relevant Common Themes • Conclude with ‘A Workforce Vision of the Future’

3. What are models?

4. What are models? • Interactions between multiple entities with related interests to achieve a desired and measurable outcome Henry Mintzberg

5. 20th Century Management Models • Modern management practices developed to deal with the aftershocks of factories • Traditional models (Taylor, Sloan etc) matured in 60’s and 70’s • Emphasised hierarchy and the importance of allocating labour and capital “The management practices found in most companies strangle innovation, frustrate collaboration, curtail ambition, undermine loyalty and stymie adaptation.” Gary Hamel, Wall Street Journal Feb 2009

6. 21st Century Management Models • Future management models will need to be able to release the thinking-intensive work of self-directed people who need to make subjective judgments based upon their own special knowledge. • Today we have to ask: How do you build organisations that exploit creativity, passion and initiative? • The outlines are already emerging: • Decision-making will be more peer based; • The tools of creativity will be widely distributed in organisations; • Ideas will compete on an equal footing; and • Power will be a function of competence rather than of position;

7. Geelong Football Club Management Board Administration staff Hospitalities Playing group Coaching staff Merchandise & Marketing Community Supporters Medical staff

8. Geelong Football Club 2006 2007 Features of the new model • Established GM Football Operations position – relieved head coach of non-coaching duties • Restructured coaching team around a revised role • Reinforced player leadership group, encouraged this group to take greater responsibility particularly in a peer group teaming review (‘Honesty Sessions’) • Established alliances with organisations with expertise in sports science infrastructure and testing • No major changes to the board, management or player group

9. Challenge Long term vision to meet challenges with courage and creativity to realize our dreams Kaizen Improve business operations all the time by always trying for innovation and evolution Genchi Genbutsu THE TOYOTA WAY RESPECT FOR PEOPLE CONTINUOUS IMPROVEMENT • Respect • Respect Others • Make every effort to understand each other • Take Responsibility • Do our best to build mutual trust • Teamwork • Stimulate personal and professional growth • Share opportunities for development • Maximise team and individual development Go to the source to find facts to make correct decisions and build consensus and trust

10. Toyota is now • The biggest automotive company by market capitalisation in the world • The highest volume automotive seller in the world. • The most profitable. • In 2007 the Japanese company received 504,000 improvement suggestions from its employees.

11. Established in the early 80’s as a health food supermarket • Infused principles of team based management throughout structure including: • Empowered teams • No secrets management • Equitable remuneration • Distinctive profit sharing feedback loop • Customers and their needs are the number one priority but employees are not far behind • 20 hours a year of paid time to do community work

12. “Yes, we are a publicly held company and have to make a profit to survive in the marketplace. But we’ve proven that a company can do good and do well if the doing comes from the heart. Luckily, our success helps us bring about change in the marketplace, which we hope will lead to good things for you and us and the planet.”

14. Case Study Themes • Think of their organisation as an extended community • Basic organisational unit is considered to be unique • Empowerment works from the bottom up • Outcomes have to be measurable – results drive improvements • Sharing is fundamental to continuous improvement • Innovation is everyone’s responsibility • Leadership and teamwork are integral, valued and reinforced • Fully exploit the available technology • Management models are developed through evolution not revolution • Risk taking is accepted as integral to the culture

15. What does this mean for us? • Think of their organisation as an extended community  • Basic organisational unit is considered to be unique  • Empowerment works from the bottom up  • Outcomes have to be measurable – results drive improvements  • Sharing is fundamental to continuous improvement  • Innovation is everyone’s responsibility  • Leadership and teamwork are integral, valued and reinforced  • Fully exploit the available technology  • Management models are developed through evolution not revolution  • Risk taking is accepted as integral to the culture 

16. What does this mean for us? • We know that workforce reform is a key stream within the current Blueprint for Education and Early Childhood Development • Learning from successful models elsewhere will expedite the journey • The presentations today highlight that extensive innovation is already taking place in schools in Victoria • This is a rare opportunity to be able contribute and shape the future • Our experience has been that these initiatives are the most exciting, rewarding possible programs you can get involved in

17. Workforce vision of the future • I imagine organisations that are capable of spontaneous renewal where the drama of change is not accompanied by the wrenching trauma of a turnaround. • I envision businesses where the current of innovation pulses through every activity. • I dream of organisations that actually deserve the passion and creativity of the people that work there.

18. END