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Building an Adaptability Advantage

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The UK Chartered Institute of Personnel and Development (CIPD) and the Management Innoxation Exchange (MIX) are currently running a “Hackerthon” entitled, Hacking HR to Build an Adaptability Advantage.  Setting the scene Gary Hamel pointed out that organisations are not designed to be adaptable and that corporate histories generally show long periods of “incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.” On the premis that timely evolution will contribute more to the future value of an organsiation than crisis driven business transformation initiatives every few years, Hackerthon participants have been challenged to propose “hacks” of enterprise processes etc. to inject agility and improve adaptability.

I have submitted a mini-hack designed to raise involvement performance, and opportunity for enterprises and the talent within organisations.  This envisages:

  1. Engaging all the people in an enterprise to help identify emerging changes early and in this context a regular assessment of ideas for meeting client and internal expectations better than competitors – for example a Tom Peters Excellence Audit
  2. Identifying capabilities that need to be “grown’ to close the gap between current and aspired levels of performance
  3. Forming action learning teams to build these capabilities whilst also enhancing the personal development of the participants

I envisage 4 outcomes of this process. Firstly, tackling the hierarchy and decision bias enemies of adaptability. Secondly more engaged people, Thirdly better mid term enterprise performance (creating more opportunity) and finally lower spend on head-hunters as existing people are better developed to meet needs of the enterprises future leaders etc. at all levels

Please let me know what you think – either by commenting on this blog or ideally on the “More Cubed” Hackerthon page.

Huw Morris

 

2 Comments

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