Organisational Futures Geraldine Howley CIH Vice President Group Chief Executive, Incommunities

Transcription

1 Organisational Futures Geraldine Howley CIH Vice President Group Chief Executive, Incommunities CIH South East Conference 3 March 2015

2 Looking into the Future Lets Gaze into the Crystal Ball The best way to predict the future is to invent it Alan Kay

3 So what was the 20 th Century like? First world countries dominated the world s economies USA, UK, Germany, etc. Post war scarcity fuelled expectations of recovery, growth and wellbeing Organisations developed as hierarchies, bureaucracies, functionally based command and control structures a military model The world seemed very predictable But technology was just starting to accelerate change in the world

4 So how is the 21 st Century different? We haven t colonised Mars but we have the world wide web Virtually all of the world s knowledge and wisdom is in our hands Connectivity through technology is blowing away 21 st century concepts of organisation and command and control Organisational boundaries are dissolving Emphasis on individualisation and customisation The ethics of business are under the gaze of the world

5 And how will the next 10 Years be different? Some global trends: Further advances in globalisation continued redistribution of economic power Demographic change continues five generations in society and the workplace Climate change bites harder Urbanisation becomes a way of life nine global city economies Pressure on resources physical and human

6 So what is our cause for concern? Sustainability of people, place and planet Intergenerational differences Growing income inequalities Financial instability Confidence in institutions and governments

7 So what sort of organisations do we need? Values based organisations Morally inspired leadership Corporate collaboration not competition Co-creation not silos People who can get things done in a diffuse and disruptive world Profit for purpose organisations The right people on the bus

8 Values Based Organisations Response to scandals and unethical behaviour Shared values create a strong organisational culture Common set of beliefs create a shared vision Underlying attitudes and beliefs determine behaviour Links ethical leadership to values such as integrity, empowerment and social responsibility Supports a move away from command and control management Values can create a strong organisation:person fit A powerful psychological contract ensures high levels of engagement

9

10 Building blocks of Leadership

11 Building blocks of Leadership Level 5 Executive Level 4 Effective Leader Level 3 Competent Manager Level 2 Capable Team Leader Level 1 Supervisor/Emerging Talent Foundations

12 Getting The Right People On The Bus: Values Based Recruitment and Selection Values tend to be demonstrated via our behaviours Past behaviour is a good indicator of future behaviour Assessment Centre approach lends itself to tools and techniques to focus on values and behaviours Not forgetting evidence of competence

13 Next steps - Talent Management & Succession Planning in Incommunities Leadership = Culture Culture = Leadership Level 4 and Level 5 Leaders are vital to our long-term business strategy to 2025 Age structure of senior leadership team is high Need to ensure a pipeline of leaders for a challenging future Introduction of Incommunities Purposeful Leadership Programme

14 So what does an Incommunities Level 4 and Level 5 Leader do? Behaves consistently with Incommunities vision and values Catalyses commitment to a clear and compelling vision Explains the bigger picture...our societal responsibility for people, place and planet Gives leadership to the District and beyond Identifies opportunities for profit for purpose and evaluates commercial opportunities Thinks systemically from a customer perspective and stimulates high performance standards Shows emotional and political intelligence and harnesses people's emotional commitment to Incommunities vision and values Engages with like minded organisations and co-creates partnerships which deliver a better future

15 Incommunities Talent Management & Succession Planning: an inclusive approach For our people we offer: Recognition of the needs of Baby Boomers, Generation X, Generation Y and Generation Z in our communities and staff team An intergenerational approach which meets the development needs of different generations GEM and Junior GEM as part of talent management Career conversations the importance of coaching and mentoring Match between personal and organisational values Work design managers and staff as enablers of learning CIH Tutors It s the Incommunities University of Work

16 Next steps - OD in Incommunities Meeting the challenge of the changing nature of employment: Linking 2025 to personal and leadership development Engaging Board members with executives as Level 4 and Level 5 leaders Engaging likeminded organisations in our Purposeful Leadership Programme Ensuring the Incommunities offer is attractive across generations Using systems thinking to drive in effectiveness and efficiencies Flexible contracts Matrix working Use of technology Anticipating and meeting skills gaps

17 Organisational futures The Changing World of CIH A new chief executive with a strong track record in housing An influential leadership team A determination to reinvent the membership offer Delegate of the Future Extending CIH global membership reach CIH Canada Engaging Generation Y the GEM Programme

18 Having looked into the future I call people rich when they meet the requirements of their imagination Henry James

19 thank you