Professor Roger Collins

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

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Sacred sites, rites of passage and
Transformations

• 3 Stages
• 1. Rites of separation the importance of sacred
  sites !
• 2. Liminality
• 3. Re-incorporation

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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

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• 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
  
  
  

Liminality
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Reincorporation

• Re-entry with
• New aspirations
• New roles
• New contributions
• New commitments

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OUR FOCUS THIS CONFERENCE IS HRINZS 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

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AGENDA

• Whats 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 ?

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THE MOST IMPORTANTTHING ABOUT THE FUTUREIS
OUR ATTITUDE TO IT !
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1844
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1943
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Computers in the future may weighno more than
1.5 tons Popular Mechanics, 1949
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1953
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1977
Ken Olson, CEO and Founder DIGITAL
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640k ought to beenough for anybody! Bill
Gates, 1981
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IT MAY BE MORE AND CERTAINLY MORE TO
, SHAPE AND INFLUENCE THE FUTURE THAN
TO IT.
EFFECTIVE
APPROPRIATE
CREATE
PREDICT
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1868
Jules Verne
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1968
Werner von Braun
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Whether you think you can, or whether you think
you cant, youre probably right Henry Ford
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SO, WHEN IS IT CRITICAL TO TAKE CHARGE OF THE
FUTURE?(hint its always important but not
always critical)
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The Sigmoid Curve and the Road to Daveys
Bar (Charles Handy)
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DISCONTINUITIESHAPPENand can
beCREATED.DISCONTINUITIES ARE OUR FRIEND, NOT
THE ENEMY.
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STRATEGIC MANAGEMENTandSTRATEGIC LEADERSHIP
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STRATEGIC LEADERS ARE MORELIKELY TO IDENITFY
THESIGNALSFROM THE NOISE
SO WHAT MIGHT BE SOME SIGNALS?
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NEW SOURCES OF
VALUE CREATION HIGH PERFORMANCE COMPETITIVE
ADVANTAGE
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• We now have greater opportunities to add value
  and sources of competitive advantage than ever
  before ! !

High
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Complexity /Sophistication of Workforce
1
2
Low
Low
High
Centrality of Workforce to Organisation Strategy
and Performance
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ACCELERATING RATE OF KNOWLEDGE CREATION
The half life of the body of HR knowledge is
about 6 or 7 years
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1. THE SILOS IN OF OUR KNOWLEDGE ARE BREAKING DOWN

IN RECOGNITION THAT WE NEED A WHOLISTIC APPROACH
TO COMPLEX PROBLEM SOLVING AND DECISION MAKING
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EMERGENCE OF NEW INDUSTRIES WITH NEW PERFORMANCE
DRIVERS, NEW RULES OF ENGAGEMENT

• Convergence of industries such as Financial
  Services, Information Technology, Communica
  tions, and Retailing

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NEW DEFINITIONS OF SUCCESSORGANISATIONSINDIVID
UALS
ORGANISATIONS INDIVIDUALS
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AND WE CANT DENY THAT THE CURRENT THINKING AND
SOLUTIONS ARE NOT WORKING!
? LEADERSHIP ? REMUNERATION ? EMPLOYEE RELATIONS
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SO WHAT ARE SOME IMPLICATIONS FOR

• Leading and managing people
• Our profession
• The Institute
• Me?

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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)
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HORIZON ONE OUR CORE

• THE CHALLENGE OF WALKING AND CHEWING GUM
  CONTINUES
• PARTNERSHIPS AND PORTFOLIOS

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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
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EXECUTIVE TEAM COMPOSITION
PERFORMANCE MANAGERS
ORGANISATIONAL RENEWERS
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Emergent Partnerships
External Providers Transactional Strategic
The individual member
Managers
HR Specialists
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THINK CLUSTERS OR PORTFOLIOS OF HR PRACTICES,NOT
SINGLE INITIATIVES
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HORIZON TWO THE EMERGENT FUTURE

• New definitions of success for corporations and
  individuals

• Changing our vocabulary
• ?? Human Resources
• ?? Employees andorganisation
• Members and Communities

• Competencies and Capabilities

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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

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Implication!

• We need greater input from
• Sociology
• Anthropology
• History !

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HORIZON THREE COMING OVER A HORIZON NEAR YOU!

• HYBRID VIGOR

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THE POTENTIAL OF HYBRID VIGOR
12 - 15 faster growth !!
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SO, WHERE SHOULD WE CREATE HYBRID VIGOR ?

• Hybrid professional bodies, conferences and
  events
• Hybrid occupations / professions
• Hybrid careers
• Hybrid departments and teams

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The voyage of discovery consists not in seeking
new landscapes, but in having new eyes Marcel
Proust
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The way forward is, paradoxically, to look not
ahead,but to look around
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It is not the mountain that we need to
conquer, but ourselves
Sir Edmund Hillary
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SO, CHECK YOUR ATTITUDE TO THE FUTUREROTTER,
1966 LOCUS OF CONTROL
EXTERNALIST
INTERNALIST