Why we do it
“Talent, more than capital, will represent the critical production factor. For this reason, scarcity of a skilled workforce, rather than the availability of financial capital is more likely to be the crippling limit to innovation, competitiveness and growth.”
Klaus Schwab, Chairman and CEO, World Economic Forum
The nature of work is fundamentally changing
This requires an essential shift in how organisations approach talent.
Commercial success now depends on speed and agility, not production efficiency or process compliance. Customer experience and product innovation are replacing shareholder primacy and short-term sales as strategic objectives. Technology is redefining the nature of production and consumption, while simultaneously accelerating transparency and accountability. Companies must now focus on increasing revenue, rather than on cutting costs.
The nature of talent is fundamentally changing
The demand for talent is different
As windows of opportunity compress, businesses need enough of the right people, at the right time, to exploit fast moving opportunities or defend against threats.
As demand and complexity accelerate, organisations need new structures, workflows, processes and systems that can keep up with the speed, volume and variety of change.
As the half-life of skills plummets, companies need completely new ways to build capability, capacity and competence.
As talent becomes the key factor of production, businesses need leaders who can inspire and motivate increasingly distributed workforces to collaborate, innovate and solve problems better together.
The supply of talent is different
Increasingly diverse, distributed and discerning, talent is more proactive and demanding, looking for greater meaning, purpose and fulfilment in their careers.
Changing motivations, expectations and work-styles are fundamentally redefining employment relationships.
A growing independent workforce is
connecting with new opportunities via brand new talent supply models, creating agile, cost-effective talent pools with greater subject matter expertise and fewer risks and liabilities.
The definition of talent is different
Organisations must now solve fundamentally different problems, forcing a move away from ‘content-based’ skills that focus on repeating past experiences,
towards 'cognitive-based' attributes that prioritise the ability to create new futures.
As AI, automation and other technologies replace the transactional, repetitive roles required in most businesses, human capital value is increasingly defined by the great cognitive leaps, constant innovation and the rich relationships that people are uniquely placed to deliver.
We believe organisations operate more like living organisms, and less like programmable machines. They must compete for survival with limited resources and constant threats, constantly adapting to their unpredictable environment.
Key to their success is constant vigilance, their inherent variety, and the ability to adapt faster than the competition. Organisations must continuously evolve to survive.
Successful change starts and ends with people
Employees are not robots that can be instructed to follow precise orders. Adaptability and agility are first and foremost human characteristics. The best systems in the world won’t work if people are unable, or unwilling, to use them.
Instead, successful transformation is anchored around shared purpose and built on collective ownership. In the core belief that change is not only necessary, but mutually beneficial to
customers, the organisation, employees, and the world at large.
Successful change comes
Organisations are so complicated and unique that off-the-shelf solutions often struggle to work in harmony with existing cultures and workstyles.
Instead, we believe organisations already have the collective intelligence required to create the optimum solution.
Success comes from liberating existing talent to explore, create, test and deploy the solutions they want to own and succeed.
Successful change is small and regular
As the forces reshaping the world increase in speed and complexity, organisations must continuously adapt to survive.
Big systems implementations can often be out of date long before they’re up and running, while multi-phase change programmes falter as soon as each project reaches its ‘end’ date.
Instead, we believe small, fast, frequent changes are the key. Change should be simple, practical, and focussed on delivering the minimum, not maximum, viable solution.