Ten Tech-Enabled Business Trends to Watch

Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment.

Two-and-a-half years ago, we described eight technology-enabled business trends that were profoundly reshaping strategy across a wide swath of industries.¹ We showed how the combined effects of emerging Internet technologies, increased computing power, and fast, pervasive digital communications were spawning new ways to manage talent and assets as well as new thinking about organizational structures.

Since then, the technology landscape has continued to evolve rapidly. Facebook, in just over two short years, has quintupled in size to a network that touches more than 500 million users. More than 4 billion people around the world now use cell phones, and for 450 million of those people the Web is a fully mobile experience. The ways information technologies are deployed are changing too, as new developments such as virtualization and cloud computing reallocate technology costs and usage patterns while creating new ways for individuals to consume goods and services and for entrepreneurs and enterprises to dream up viable business models. The dizzying pace of change has affected our original eight trends, which have continued to spread (though often at a more rapid pace than we anticipated), morph in unexpected ways, and grow in number to an even ten.²

The rapidly shifting technology environment raises serious questions for executives about how to help their companies capitalize on the transformation under way. Exploiting these trends typically doesn’t fall to any one executive—and as change accelerates, the odds of missing a beat rise significantly. For senior executives, therefore, merely understanding the ten trends outlined here isn’t enough. They also need to think strategically about how to adapt management and organizational structures to meet these new demands.

For the first six trends, which can be applied across an enterprise, it will be important to assign the responsibility for identifying the specific implications of each issue to functional groups and business units. The impact of these six trends—distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, and wiring for a sustainable world—often will vary considerably in different parts of the organization and should be managed accordingly. But local accountability won’t be sufficient. Because some of the most powerful applications of these trends will cut across traditional organizational boundaries, senior leaders should catalyze regular collisions among teams in different corners of the company that are wrestling with similar issues.

Three of the trends—anything-as-a-service, multisided business models, and innovation from the bottom of the pyramid—augur far-reaching changes in the business environment that could require radical shifts in strategy. CEOs and their immediate senior teams need to grapple with these issues; otherwise it will be too difficult to generate the interdisciplinary, enterprise-wide insights needed to exploit these trends fully. Once opportunities start emerging, senior executives also need to turn their organizations into laboratories capable of quickly testing and learning on a small scale and then expand successes quickly. And finally the tenth trend, using technology to improve communities and generate societal benefits by linking citizens, requires action by not just senior business executives but also leaders in government, nongovernmental organizations, and citizens.

Across the board, the stakes are high. Consider the results of a recent McKinsey Quarterly survey of global executives on the impact of participatory Web 2.0 technologies (such as social networks, wikis, and microblogs) on management and performance. The survey found that deploying these technologies to create networked organizations that foster innovative collaboration among employees, customers, and business partners is highly correlated with market share gains. That’s just one example of how these trends transcend technology and provide a map of the terrain for creating value and competing effectively in these challenging and uncertain times.

from the McKinsey Quarterly written by  Jacques Bughin, Michael Chui, and James Manyika

Source: McKinsey Global Institute

YouTube Acquisition to Foster Better Video, Sell More Ads

March 9, 2011 - 2:16 pm EDT B toB Daily Alert


Mountain View, Calif.—YouTube has acquired video production company Next New Networks to help contributors develop better original content and attract advertisers.

The company's new YouTube Next division, formed from the acquisition, will be used to help members of YouTube's Partner Program develop more professional videos. Partner Program members share in the revenue of ads placed next to their videos, and better content is seen as a way to attract more ads.

Terms of the deal were not released by YouTube, but Canada Business Review has pegged the acquisition at $50 million.

The Future of HR - by Peter Cappelli

Two recent studies offer some thoughts on the future of HR. While HR leaders in developing areas are dealing with growing economies and an influx of talent -- leading to new ideas -- many CHROs in "mature" economies, such as the United States, are still focused on tactical, instead of strategic, issues. Is this a tipping point for HR?

As the U.S. economy begins to right itself from the financial crisis and associated recession, our thoughts turn to spring and the possibility of new growth -- and new opportunities for business. How about for human resources?



It's the season for guessing what's ahead, and here are two reports that offer their guesses.

The first of these is a study, Working Beyond Borders: Insights from the Global Chief Human Resource Study, conducted by IBM that is based on interviews with 707 chief human resource officers from around the world.



It's worth remembering that many of the world's economies have been chugging along nicely even while the United States and much of Europe were in the doldrums, so the experience of these other countries such as India, Brazil and China might be quite different from that in America.


Having said that, it is surprising to see that the overwhelming priority at the moment for HR leaders around the world in the study is to become more efficient, or in other words, cut costs. This is not a happy finding for those of us who were hoping for some renewed vigor in the HR function.
A potentially big realignment of resources is associated with globalization. Companies in "mature" economies (read: United States, western Europe and Japan, in particular) are focusing their expected head-count growth in developing countries.



Interestingly, almost as many HR heads in the developing countries said that they expect to be expanding their head count in North America. The possibility of expansion, even if modest, back into the United States is something we haven't been anticipating.


In terms of HR-specific challenges, there was much less concern with the ability to hire than with the ability to retain employees across the world. Apparently we are more puzzled about retention than hiring.

CHROs in developing countries thought the hiring challenge was mainly about money, while those in mature markets thought it was more about aligning company values with individual values.



With respect to retention, developing-country representatives said opportunity for advancement was the key to success, more so than those from mature markets who focused on challenging assignments.


I can't help wondering if the responses from the mature-market representatives reflected something like rationalization: We can't offer money -- given cost pressures -- or career advancement -- given the lack of growth -- so let's hope something we can offer will do the trick.


The biggest gaps the HR leaders saw in the capabilities of their own area were in development -- developing workforce capabilities, generally, and leaders, specifically -- and knowledge sharing.

The second study (SHRM Foundation Leadership Roundtable: What's Next for HR?) was conducted by the SHRM Foundation and was based on a focus group of HR heads and thinkers and observers of business. (Full disclosure: I participated in this study.)



The task here was more explicitly to look forward, beyond the current issues, to anticipate future challenges for HR.


There was a recognition that the recession had changed some things, and not in a good way. HR at least in the United States is even more starved for resources, more dependent on outsourcing and more risk-averse.


On the whole, the view was that not much has changed in human resources over the past decade or so. And there was a concern that HR was actually falling behind in terms of the business acumen needed to operate at senior levels and through the acceptance of a support role as opposed to one that drives business.


This group saw three important issues facing the HR side of business in the future. It is possible to see them as both challenges and opportunities. One echoes the IBM study, and that is globalization and the challenge of managing workforces in many different countries.


The other two are quite different, though.


The first has to do with managing risk. The financial crisis has made most businesses pay more attention to the financial risks they are exposed to and, by association, the business risks. As with most aspects of business, managing these risks comes down to managing people differently.


What are the HR implications of taking risk management more seriously?


The other issue is the avalanche of metrics, and business-related data more generally, that has the potential to overwhelm organizations if not managed carefully -- but also has the opportunity to change them for the better if they can use that information appropriately.


Nowhere does that data have more opportunity for good than in HR, where so many costly and strategic bets are still made on the basis of hunches. Can we harness these data in ways that improve our decision making, finding the value and reducing costs?


Here's my take, looking at these two studies together.

1. I wonder whether the HR issues in developing countries, where economies are booming and labor markets are tight, will have much of anything in common in the future with the HR issues in mature markets, where the opposite is true. HR in these developing economies is a hot area where the best talent is going and new ideas are being generated.
2. Second, especially in mature markets, I worry that we are fighting the last war in HR.

Hiring, retention and development -- the focus of HR executives here -- are age-old concerns. They are also quite tactical, as opposed to strategic issues.


Is anyone thinking about what it means for HR to take on new challenges such as risk management seriously? Are we making any progress in improving our use of metrics to make decisions in different, better ways?


Finally, I'm wondering whether we have reached something like a tipping point for HR in mature countries where the innovation, ideas and energy shifts clearly from HR departments to HR vendors.


Perhaps HR departments are now so starved for resources and so focused on the operational goal of cost containment that thinking about the future has to be ceded to some other group.

Peter Cappelli is the George W. Taylor Professor of Management and director of the Center for Human Resources at The Wharton School. His latest book, with Bill Novelli, is Managing the Older Worker: How to Prepare for the New Organizational Order.

Current International HR Shock - Future HR International Talent Drought

There has been more and more press and association discussions about the quality of human resources professionals in business today. From the small company in Butte, MN to the large company in Allentown, PA localized human resources does not make it in today's world. The old adage "think locally" still resonates through the profession. 


The shock is that we operate in a global economy and not just an economy within our borders. If we think locally and not globally then we lose, and I mean lose big in today's world. In the constant evaluation of product offerings and how far they reach throughout the world we also have to evaluate if our(your)human resources professionals also reach throughout the world. What do I mean, let me be more clear:

• does your HR team understand global exchange?
• does your HR team think outside your domestic boarders and do they understand global econometrics?
• does your HR team understand how to manage people abroad, and do they understand local international laws and the financial ramifications to your bottom line?
• does your HR team think in terms of international competition?
•  is your HR team flexible to move internationally and do they speak a second language?
• can your HR team communicate effectively with your company's partners outside your borders?
• are your HR teams focus still on tactical issues rather than global insight?

The list can go on and on but these are just a few of the issues your team needs to think about in today's world. If they don't then there is a real drought on talent for the 21st century. Having worked for an international company you have to understand these very important issues and operating processes.


Is your HR team ready to address the international economic trade and business environment? I would like your thoughts on this important subject. I also think that SHRM and other HR associations need to change their focus and emphasize the international issues.

Repost.Us Launches in Bid to Protect Original Online Content

Repost.Us launched today in beta with a new, one-button platform that instantly monetizes digital content and automates online syndication.

The feature extends the reach of original content, keeping an eye on the integrity and proper attribution of online assets.As such, the startup removes the need to call for permission every time you want to republish an article. When the Repost.Us button is clicked, it generates an embed code for the article that can be used on all common web publishing platforms.

When a reader loads an embedded article, their browser requests the content from Repost.Us, and the site delivers a current copy of the article reformatted transparently to fit the republisher’s site.

By loading the article via an embed code, instead of copying and pasting, Repost.Us guarantees the content integrity, automatically generates updates and corrections, and ensures that search engines continue to see the original publisher’s site as the primary content source.

In doing so, it also opens up a significant and currently untapped market for content. The potential money at stake is huge — the company says an increase in page views of just 10 percent would conservatively generate an additional $300 million annually.

The Fair Syndication Consortium reports that over 75 percent of sites that copy content from other sites would be willing to pay for that content. The same study found that more than 75,000 websites have used unlicensed content at least once, with around an average usage of three times per month.

The company has plenty of competitors, including Copyright Clearance Center, the Associated Press, Vertical Acuity, Publish 2, and Amplify, all of which are looking to cash in on that same market.

But Repost.Us says it offers something those other companies don’t, saying that while wire services and rights clearance centers are available, they ignore most small- to medium-sized publishers, which represent a big chunk of the market.

The new platform, from Free Range Content, is the brainchild of CEO John Pettitt, founder of Beyond.com and Cybersource.com.

The Age of Mobility & the Executive

There is an interesting download paper on the "The Untethered Executive: Business Information in the Age of Mobility" in the latest edition of Forbes Insight. As a member of the Forbes Insight Panel I thought you would be interested. 


In summary the paper says" Much has been written about how smartphones and other mobile devices are changing the way people communicate. But little has been done to understand what the impact of this shift is on the executive suite. Are executives willing to use their smartphones for business purposes beyond email? Is the information they access via a mobile device being used to help drive business decisions? Do different “generations” of executives treat mobility differently, and are some more willing than others to blur the lines between business and personal communications devices? "


Check it out at http://www.forbes.com/forbesinsights/untethered_executive/index.html

Are You Creating A Culture of Innovation?

Great companies make innovation happen. The basic element is culture. The worlds best structures will under perform without a culture that supports people trying new things. 


How can we engender a culture that supports innovation you ask? Here are a few of the insights the Kellogg Innovation Network has learned:

1. Nurture a sense of purpose - take a contrary approach to business; innovate around your core product; practice flexibility in the face of obsolescence
2. Operate as an ethical alternative - focus on a purpose of significant social merit like supporting recycling, saving the planet, support cleaner air etc.
3. Celebrate smart failures - understand why there was failure and build on it to succeed and avoid similar outcomes.
4. Create MAOE - create meaningful, actionable objectives & enable people to act - inspiring challenges can fuel an innovative culture. Meaningful objectives can inspire people to create solutions.
5. Emphasize the team - culture is not an individual it is a team, group, division, company, Top innovators require teams to challenge and take the idea to market.
6. Walk the talk - you have all heard that before, and you will continue to hear this. Hypocrisy is one of the most powerful ways to generate a culture that becomes dysfunctional. If leaders to not find time to encourage new ideas, then others will not follow.

Does your company create a culture of innovation and how any of these six areas does your company follow? 

thanks to Robert Wolcott @ Kellogg Innovation Network and Jorn Bang Andersen from the Nordic Innovation Centre

HR’s Strategic Role in Innovation

Historically, Human Resources (HR) has not played a very strategic role in innovation. This needs to change rapidly as we move in the 21st century. HR needs to support the cultural change to enable innovation; and the upcoming generation of HR practitioners are not going to settle for an ‘administrative-only’ role.


Innovation is primarily a social thing. Really. While processes are important, ideas come from interactions between and among humans. At the 2nd Open Innovation Summit and at the BIF-6 conference this came through loud and clear. The most fundamental asset a company has is its humans. So, wouldn’t you think the organization assigned to maximize (20th century business = manage) that resource is critical to a company’s success?


Companies are good at managing tangible, concrete, known assets, and they try to manage humans the same way. Business schools, corporate training etc. don’t do well teaching us how to ‘manage’ or ‘measure’ social assets – to train, support, and enable people to create the social networks that enable the flow of knowledge, not the storage of knowledge, needed for innovation. Hence, the current debate on whether big companies can really innovate again.


Well, what kind of things could HR start to do? HR can:

• Put strategically-focused people into decision and influence making positions.
• Help design the organization’s structure, reinvent/innovate roles & responsibilities, to increase multi-discipline knowledge flows, internally and with external partners and provide tools.
• Address organizational cross-functionally and cross-disciplinary challenges
• Train people to develop the competency of applied learning, with reward and recognition.
• Help the organization overcome FEAR -of losing control, the unknown, looking stupid, failing, punishment, peer pressure, etc. through shaping the culture, encouraging the needed leadership and providing some tools to help overcome fear.

Obviously this list is not complete. And this sounds a bit formidable (okay, it is). But it can be done. Believe it or not, a stodgy, 160+ year old company in a perceived boring old industry is one of the best in class at using HR strategically for innovation. Menasha Packaging , in the middle of Wisconsin, is using HR in ways I’ve virtually never seen before…with very positive, and obvious, results. So, give it a try. You don’t have to remake all of HR, try with a small step, and see where it goes.

Submitted by Blogging Innovation by Deborah Mills-Scofield

Developing a HRM Strategy

Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.

In developing such a strategy two critical questions must be addressed. 

• What kinds of people do you need to manage and run your business to meet your strategic business objectives?
• What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?

In order to answer these questions four key dimensions of an organization must be addressed. These are:

• Culture: the beliefs, values, norms and management style of the organization
• Organization: the structure, job roles and reporting lines of the organization
• People: the skill levels, staff potential and management capability
• Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.

Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.

When the desired entrepreneurial behavior does not emerge managers frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.

If you require an organization which really values quality and service you not only have to retrain staff, you must also review the organization, reward, appraisal and communications systems.

The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of output produced. If you then seek to develop a company which emphasizes the product's quality you must change the pay systems. Otherwise you have a contradiction between what the chief executive is saying about quality and what your payment system is encouraging staff to do.

There are seven steps to developing a human resource strategy and the active involvement of senior line managers should be sought throughout the approach:

• get the big picture
• develop a mission statement or statement of intent
• conduct a SWOT analysis of the organization
• conduct a thorough human resources analysis
• determine critical people issues
• develop consequences and solutions. To expand on this you need to:
• • employee training and development
  • management development
  • organization development
  • performance appraisal
  • employee reward
  • employee selection and recruitment
  • manpower planning
  • communication
• implementation and evaluation of the action plans.

Have you re-evaluated your strategy plans and taken into account this issues and approaches? 


©2010 Accel-Team

The 10 Best-Designed Intranets For 2011

Here is the list of the 10 best designed intranets from Jakob Neilsen's Alertbox:

• AMP Limited (Australia), a wealth management company
• Bennett Jones LLP (Canada), one of Canada's largest law firms
• Bouygues Telecom (France), a telecom, mobile, fixed, TV, and Internet communications services company
• Credit Suisse AG (Switzerland), a global financial services company
• Duke Energy (US), an electrical power holding company
• Habitat for Humanity International (US), a non-profit, non-denominational Christian housing ministry
• Heineken International (The Netherlands), a leading brewer and owner and manager of a portfolio of beer brands
• KT (Republic of Korea), an information, communications, and technology company
• Mota-Engil Engenharia e Construção, S.A. (Portugal), a leading construction enterprise
• Verizon Communications (US), a provider of wired and wireless broadband and communications services to US consumers, as well as of global business networking, data, and managed solutions to enterprises worldwide

More and more companies are designing their intranets like extranets and internet sites. How imaginative and innovative is your intranet site? Let me know at wgstevens2@gmail.com

IBM Makes Social Media The Responsibility Of Every Employee

As a global technology leader focused on delivering forward-looking technology and solutions, IBM is no stranger to taking a unique approach in order to generate a stronger end result. To encourage discussion and foster a cultural affinity for social media across its vast network of 400,000 employees, countless partners, and global customer base, IBM made social engagement a key responsibility of every employee. Through a collaborative effort led by marketing, employees embraced social media to help get the word out about IBM solutions and events. The result was a measurable increase in awareness and tighter collaboration among IBM employees to better meet customer needs.


by Jeff Ernst

New Hires - Where Do Yours Rank?

In a recent HR Executive poll, 19% of all newly hired employees achieve "unequivocal success" with in 18 months of hire. If on-rolling (which includes orientation), mentoring, and training play a part in this, which they do, where does your company rank against this statistic?

How Current Are You - Interior & Exterior Redesign

I went to a meeting this past week and was struck by a conversation I overheard about age discrimination. So in my ususal manner I excused myself and entered the discussion. I want to make sure I place this post in the right context so there is no misunderstanding on what I mean.

A person I know has been out of work for over a year and a half and has not had any luck in landing a position. Yes, this is another human resources professional at the senior level looking for work. I have talked to her in the past and asked what is her approach, her story, and how she attacks the interviews. To sum it up in less than five(5) words, "I do not fit"!!! WHAT, you do not fit ,what does that mean. Her comment to me was "age discrimination". In addition she said, I think they are not considering me because I was at my prior company for 28 years. Have you heard that before, I bet you have, probably coming from your mouth to a hiring manager behind closed doors and telling the candidate he/she is overqualified or something like that - right!!

Here is my observation of this person and what she needs to do going forward. I told her this by the way in very clear and concise terms and descriptive words:

• you dress like you are 10 years older than you are
• people think I am too old
• you present a negative image in your discussions with people around you
• you feel you are a victim
• your hairdo is 10 years behind the times
• you do not think up to date
• you do not show any confidence
• you do not sell yourself on your resume
• you do not have a plan when going into the interview

I could go on but these are the key elements of what is wrong and what she needs to do to change her image going forward:

• dress your age, but in a modern way, check out the fashion magazines to see where you can make changes
• be positive in your open discussions with people so they get a sense you can contribute rather than criticize
• think and have a survivor mentality
• use your age as a degree in business experience and how that can help a company
• go to the beauty salon and tell them to style your hair for the times and to the shape of your face and height
• think current and relate that to business and engagement conversations
• exude confidence in every discussion
• use your 28 years as stepping stones to your last job- that means never in the same position or responsibilities for XXX months/year(s)
• have a plan when you go into an interview - be smart and do your homework. etc, etc

I cannot wait to see what happens the next time I see her in March. If she looks, acts, and does the same things she does not want to be employed. If she makes these changes she will be employed by then.  

Failure as a Necessary Component of Innovation and Breakthroughs

In most organizations failure is implicitly, sometimes explicitly, understood to be career limiting.

Regardless of the rhetoric, and I have heard loads of it over the years of working with senior executives. They will say things like: "it OK to fail around here"; "we value failure as evidence of pushing the envelope"; "no success without failure" and so on. The truth is failure is not acceptable in most organizations.

Now if we distinguish between carelessness and failure we may have an opening for a new freedom to invent, create, discover, and take responsible risks - and in the process make major advances, even breakthroughs.

Carelessness I distinguish as not paying sufficient attention in performing in task that has a proven and established process or methodology to ensure the desired outcome. This thoughtlessness in executing a step or missing a step means that the desired outcome is not produced. And, in all likelihood what is produced has unwanted consequences.

Failure on the other hand is the consequence of trying to produce an outcome where there is no clear path or process. Where there is no precedent for a successful outcome. 

In every set of accountabilities there should be a component that requires invention, experimentation, and discover so as to produce a new level of performance. People cannot be free to be fully expressed in this area of their accountabilities if failure is taboo. Innovation and creativity will be stifled.

Posted by Peter Roche

Leaders Should Know What to Do

Leaders need to be prepared. Often times this is just a simple matter of thinking ahead. There are certain circumstances that you can see coming. For example, if you take a new position and soon realize that you will probably need to let a particular person go, you should be prepared for that possibility. You should have thought through the best way to handle it and most importantly you should have thought through the ways you are not going to handle it–ways that could create an even bigger problem.

Making decisions is a big part of leadership and the more intelligent your decisions, the better of a leader you can become. A decision made on whim is much less likely to be the best choice as compared with a carefully planned out decision made in advance.

Leaders Create Leaders

A good leader leaves a legacy of leadership skills in others. Well led organizations become even more well led because of this. It all starts at the top with the organizational leader. If you invest in the people under you, they will learn how to invest in the people under them. If you avoid making promises you can’t keep to people under you, they will be less likely to break promises to people under them.

Many times you will find an organization that is extremely dysfunctional in a particular area. When you trace the problem, it becomes evident that the problem started with leadership at the very top. Everyone else followed the example that they were shown and turned a small flaw in one or two people into an organization wide dysfunctional problem.

What Leadership Looks Like in 2034

Workplace leadership has changed enormously in the past generation. There is far less top-down, command-and-control leadership, and greater flexibility. Leaders are more highly trained and give greater attention to human resources. How will leadership continue to change and evolve in the next generation?


Bernard M. Bass was one of the foremost leadership scholars, with a career that spanned 7 decades. In 1967, he was asked by the American Management Association to speculate what management/leadership would look like in the year 2000. Remarkably, most of his predictions came true. For example, in 1967, Bernie foresaw that managers would make daily use of computers in analysis and decision making (he did not foresee the invention of personal computers, but assumed leaders would be connected to mainframes). He also predicted that leaders would have to adapt to workers with greater knowledge and skill and desire more challenging work. He also predicted tremendous growth in leadership training and development. All of these predictions came to pass.


In 2001, Bernie made predictions for the year 2034. Here are some of his predictions:

• Leadership development efforts will continue, with ongoing training a requirement for leaders (much of the training will be web-based)
• Second careers will become commonplace, as will 85-year-old employees.
• Women will become the majority of leaders and directors in most organizations (he argued that this is due to their more transformational qualities and greater concern for equity, fairness, and social justice)
• Leaders will make regular use of artificial intelligence to aid in decision making.
• Biotechnology and genetics will play a part in both understanding leadership and in leader selection
• We will "outgrow" bureaucracies, and most organizations will be flexible and mission-driven
• With technological advancements, it will be much more difficult for dishonest leaders to emerge in organizations and greater transparency in organizational operations will be the norm.
• Virtual work (e.g., virtual teams; web-based collaboration) will be the rule rather than the exception.

As we enter into 2011 it is clear that many of Bernard's predictions are already true and more moving that way. 

Reference:
Bernard M. Bass (2002). Forecasting Organizational Leadership: From Back (1967) to the Future (2034). In Bruce J. Avolio & Francis J. Yammarino (Eds.), "Transformational and Charismatic Leadership: The Road Ahead." Elsevier, Oxford, UK.

Don't Forget Training & eLearning in 2011

In an economy like what we are experiencing today one of the first budget cuts we see is usually in training & development. As we all know, training is one of the key life bloods of an organization that builds your workforces skills and is a platform for growth.One of the key elements for continuing training of your human capital is instilling that training is important to them and that they should take the time to expand their skills, grow their competencies, and make it a ritual in their working lives. So how do you do this? Here are a couple of important guidelines:

• make sure there is a solid training strategy that ties to the corporations' goal/objectives
• keep the training budget as much in place as possible
• make sure your managers buy into the training strategy
• managers must emphasize that training is important to them
• offer eLearning options for your employees through companies like Skillsoft
• provide time each week for learning
• show the outcome of skills training so people see the end result
• post notices on your intranet regarding skills training
• make sure that you subsidize if not pay in full the training that people take that is relevant to their current position or one that in next in line for them. There has to be a solid ROI

These are just a few areas where you as managers and leaders of organizations can ensure that you build and maintain the most competent workforce that will help you drive revenues and profits. It will also help reduce turnover and build loyalty within the organization.


Your comments are welcome at wgstevens2@gmail.com .

Start The "New Year" Off Right - Reassess

Now that we have entered into 2011 it is time for every HR executive and manager to reassess everything top to bottom. When you think of it you probably did your budget in September or October, your staffing plans about the same time when the strat plan was being done. You also built your own strategy plan around the company plan. 


Well, now that 2010 is gone and some assumptions may not be valid today reassess everything. It is also time to reassess your own value to the organization and how you can add additional value and less HR bureaucracy and other HR administrivia. Now I know that as executives in the new world of HR you do not focus on this stuff you should make sure your managers and key subject personnel have a direct line of sight to the business and not to build their own castle. 


So, in summary, reassess the following in detail and re-evaluate the net effect on the bottom line:

• HR strategy plan
• HR budget for 2011 and subsequent years if you are on a multi-year planning basis
• HR staff and what the business needs today vs last year
• Staffing plans by group(s), division(s), department(s)
• Training and development - although in your budget, make sure you have departments that are outliers re-added to your budget and reassess each individual plan
• HR technology needs
• HR products that move your company to a self-service, self-reliant organization

Check these things out now and make sure that you are ahead of the game rather than your CEO telling you to look at these things 

Development in the Role of Human Resources Leadership

In order to be recognized as a successful HR leader, there are three roles you must manage. 

• first is the ability to implement organizational strategy. 
• second is controlling the strategic planning process by sorting through the positive and negative outcomes associated with making a decision. 
• lastly, one must manage the formulation of a strategy to protect against the negative effects caused by unexpected outcomes.

Have you and can you manage these key roles?

from EzineMark.com

Happy Holidays and Festive New Year!

I want to wish you all a very happy holiday season and prosperous new year

New Ideas and Innovation From Human Resources

I woke up in the middle of the night thinking when was the last time you, the HR leader, came up with a new innovation or idea that led to increased revenue for your company?  I don't mean reductions in staff or reorgs that led to decreased fixed costs but real innovations or ideas that the company took on that grew the revenue stream.

So what do I really mean, well, it could be a new product line, a technology innovation, product redesign, production change that led to faster to market achievements. The things that most HR people do not get involved in on a daily basis. I have said early on in my career that HR is a revenue stream not a cost center. When I first mentioned that at my first HR job in Boston most people thought I was nuts.

I think it is incumbent for all HR practitioners to be so involved with the business that they provide daily input into the operations that lead to revenue gains. This is what the senior executive team looks for and most important the CEO of his team. So, I will ask the question again "when was the last time you provided a new idea or innovation that led to increased revenue and profit". This is part of your job!

Talent Edge 2020: Blueprints for the New Normal

As companies worldwide struggle to move beyond the great recession of 2009, many business leaders are adjusting their talent strategies to meet the shifting demands characterized as the “new normal.”

While the inclination may be strong to revert to strategies that served them well prior to the economic crisis, many executives seem to recognize that the forces shaping future talent needs, such as globalization and an aging workforce, continued to accelerate during the downturn and now require new talent strategies to position their companies for success.

To bring these issues into clearer focus, Forbes Insights and Deloitte launched Talent Edge 2020—following in the path of the 2009-2010 survey series, Managing Talent in a Turbulent Economy. Based on a survey of 334 senior executives, this first Talent Edge 2020 study aims at exploring talent strategies, concerns of global companies, and unfolding employee trends as companies confront a fresh set of challenges that could influence the next decade and beyond. 

To download a pdf of the study, please fill out the following information. The report will appear in a new window. If you experience any trouble, please send an email to: insights@forbes.com.


a reprint from Forbes Insight

Sharing Knowledge

I just spent a week in Mexico at a great resort and had a lot of time to think. There was a global environment conference near Cancun where thousands of people were sharing their knowledge on how to save the environment.  So began my thinking process. 


There are a lot of retired practitioners of HR that have faded away or just left business totally to spend time playing golf, sailing, reading, tennis or some other athletic sport. But what they have not done is passed all that great business knowledge on to the next generation of HR practitioners. What a shame that is to not share that great knowledge. 


I am sure there are those who will say that business has changed, technology has passed them by and I say to that, not so. Dealing with people, executives, managers, and other policy related items have not changed and that is the rub. 


So my challenge to you is find an avenue for passing on your HR and business knowledge. Get involved, I have through my blog and a local community college. 

LinkedIn Thinks Publishers Need Yet Another “Share This” Button

It’s no secret that professional social network LinkedIn is actively working on making its platform more socially connected. In the past year, the company has launched a deep integration with Twitter, the ability to follow a contact or company, a better groups functionality and enhanced sharing on the site. And a few months ago, the professional social network launched LinkedIn Signal, which allowed users to apply the professional social network’s filters to Twitter’s firehose. Today, the network once again adding another social feature with the release of a brand new official Share button.

Similar to the Facebook Like button or the Tweet button, publishers can now embed a branded LinkedIn share button with a few lines of code onto their sites. The “Share on LinkedIn” button will allow readers to share content (i.e. news, white papers, presentations) with your professional social network on LinkedIn.

If you click a LinkedIn Share button on a publisher site you’ll be asked to login with your LinkedIn account, and then you’ll be able to share a URL (with the network’s shortener) in your status update box. The button will also show how many shares have been made for a particular piece of content.

At launch, Bloomberg.com, Forbes.com, and SiliconValley.com will be integrating the new button. The network initially rolled out the Share button on the Huffington Post a few months ago. A universal Share button definitely makes sense for the professional social network, whose members tend to share content like news and presentations with contacts. Developers has created WordPress-plugins to add similar functionality in the past, but an official Share button from LinkedIn gives both publishers and the network compelling data on what type of content readers are sharing with their professional contacts. But with the growing number of “Share This” buttons on the web (Tweet, Like, Buzz, Digg), the “Share” real estate on blogs is growing competitive. Not every publisher will want a plethora of share buttons populating their site.


Of course this is part of LinkedIn’s broader strategy of bringing LinkedIn to any sites or platforms that people may use in their professional life, including Twitter and now blogs. The big question remains as to whether LinkedIn will plug-into Facebook’s social graph. CEO Jeff Weiner said recently that a social hookup with the world’s largest social network would depend on the value of the integration.


a reprint from Tech Crunch

The Art of the Deal - Not Trump

I thought it would be important to mention the art of the deal when talking about mergers and acquisitions. There is an important part that HR plays that really is not talked up in the media or among executives. That is "the final say in a deal".


If you look at the posts I have made over the years on M&A activities you will see a consistent pattern. That is that the lead HR person really looks at balance sheets, agreements, policy contracts, and the like in a totally different light that say the CEO, the finance team, the legal team. Yes, a different light than the legal team!!!. 


Since we are driven to understand the written relationship between people and the business we have to look at these thing differently. My feeling is that the lead HR acquisition person should lead the due diligence team and not the legal team or finance. Why, they MISS things, yes they MISS things. So the next time you are on a DD team stand up and take the lead, show your stuff, and make the M&A process a success. 


So, are you on board with this or do you see it a different way? Let me know. 

Happy Thanksgiving

Wishing everyone a very happy and joyous holiday

William G. Stevens
Blog Publisher

Human Capital Institute Picks Human Resources Strategy for the 21st Century as a Top Blog to Read

The Human Capital Institute, the global association for strategic talent management has chosen "Human Resources for the 21st Century" as one of the top 100 human resources blogs to read. I am delighted that the institute has recognized the importance and influence this blog has on human resources and the on-going development of HR strategy.

HCI's Center for Human Capital Excellence (CHCE) is the global clearinghouse for thought leadership, best practices and innovation in strategic talent management and new economy leadership.

Five Minute Management Course

Lesson #3

A sales rep, an administration clerk, and the manager are walking to lunch when they find an antique oil lamp.



They rub it and a Genie comes out. The Genie says, 'I'll give each of you just one wish.'


'Me first! Me first!' says the admin clerk. 'I want to be in the Bahamas , driving a speedboat, without a care in the world.' Puff! She's gone.


'Me next! Me next!' says the sales rep. 'I want to be in Hawaii , relaxing on the beach with my personal masseuse, an endless supply of Pina Coladas and the love of my life.'


Puff! He's gone.


'OK, you're up,' the Genie says to the manager. The manager says, 'I want those two back in the office after Lunch.'

Moral of the story:



Always let your boss have the first say.