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Agile Learning Organisations 2.0

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An arduous pilgrimage towards Agile Learning Organisations of the Future and the vital role of HR. Considerations from Digital HR Innovation Week 2020. Full transcript on Linkedin.
- From Profit to Purpose
- From Efficiency to Learning
- From Control to Co-creation
- From Pyramids to Self-organizing Networks
- From Fear to Love
- From Hero to Alchemist
- From Machines to Living Organisms

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Agile Learning Organisations 2.0

  1. 1. You May Say I’m A Dreamer Agile 2.0: An Arduous Pilgrimage Towards Agile Learning Organisations Otti Vogt COO C&G, ING
  2. 2. Disclaimer Any opinions expressed in this presentation are solely those of the author and not necessarily reflect those of any of the organisations or individuals mentioned.
  3. 3. MVP 1.1 An Arduous Pilgrimage Towards Agile Learning Organisations
  4. 4. Our Adventure Commences In The Mists Of Dawn… From Profit to Purpose Value From Efficiency to Learning Strategy From Control to Co-creation People From Pyramids to Self-organising Networks Structure From Fear to Love Culture From Hero to Alchemist Leadership
  5. 5. Capitalism as we know it is dead. #wef20 SDGs: A “blueprint to achieve a better and more sustainable future for all” by 2030
  6. 6. From Profit to Purpose  Organisations will shape our emerging future  Epidemic of busyness (“busy is the new stupid”)  Social and business value (“solving the planets problems profitably”)  Stakeholder Capitalism and Business Roundtable  Sustainable Balanced Scorecard beyond GDP/PBT  People require meaning and purpose to flourish  Businesses as the “churches of modernity”  Bold Morality (“justice, not charity”)  Humanity (“human beings are always ends, never just means”) GROWTH + PURPOSE = VALUE
  7. 7. Companies will increasingly need to compete on the rate of learning. #presidentsummit Source: BCG https://www.linkedin.com/pulse/what-take-businesses-thrive-20s-martin-reeves/
  8. 8.  From “Scalable Efficiency” to “Scalable Learning”  Half-life of knowledge and predictability  Information and data. Big Data and AI  Digitisation and technology  Organisational capability as “adaptive advantage” in a broader ecosystem  System Thinking (“probe, sense, respond”) and Optimising “Energy”  Science of Change and Organisational Learning  Ecosystems and platforms  Deliberately Developmental Organisations  Agility and Resilience  Future of Work From Efficiency to Learning
  9. 9. Purpose Self-Esteem Autonomy Belonging Fairness It is not because we have value that we are loved, but because we are loved that we have value. Our value is a gift, not an achievement #billsloanecoffin Four plus one basic human needs to enable organisational flourishing and performance
  10. 10.  Great ideas are everywhere  People first. Uniqueness. Human needs. Neuroscience. Talent > robots  Self-awareness. Nosce te ipsum. The “hedgehog’s kiss”. Self-possession  Agency. “Our inner game is our outer game”. Self-actualisation  Organisational learning at scale requires “liberating structures”  Generative dialogue and “presencing”. Single and Double loop learning  “Peer communities” of learning. Action Inquiry. Art of Hosting  Conflict Management. (“All problems are relationship problems”)  Technology to co-create at scale  Decision-making and distribution of power matter  Balance of Power. Decision-making process (e.g. advice vs consent)  Agile Management. Obeya rooms. Alignment vs Autonomy From Control to Co-Creation
  11. 11. Stone Walls Do Not A Prison Make, Nor Iron Bars A Cage. #richardlovelace Tombstone of Max Weber, inventor of modern hierarchical management structure
  12. 12. From Pyramids to Networks  Organisations will become fluid and modular  Role vs skill (purpose vs craft)  Ambidextrous organisations and internal marketplaces  Portfolio of de-centralised experiments. Continuous adaptation  Dynamic resource allocation (“kill the budget cycle”)  Boundaryless collaboration trumps competition  Orchestration of adaptive networks of players towards mutual goals  Market-oriented Ecosystems and Platforms  “Dialogic” Org Design will enable adaptive self-organisation  Outside-in and end-to-end customer journeys  Cross-functional and self-organising teams. Sociocracy and Holacracy  Free flow of knowledge and power. Circles, tribes, guilds, chapters…
  13. 13. Until you make the unconscious conscious, it will direct your life and you will call it fate. #carlgustavjungBelow the surface: Emotional Life of Organisations
  14. 14.  Emotions are fundamental: fear kills creativity  Psychological Safety (Amy Edmondson) & Trust Your People. Care > Control  Radical Candour (Kim Scott). Ongoing learning. Coaching  Joy, fun and play. Wellbeing. Kindness. Community > individual  Context matters: think energy fields  Transparency of information. Self-organising. Bottom-up and top-down  Growth mindset. Entrepreneurialism. Experimentation. Fail-fast  Wholeness. Authentizoic organisations (Manfred Kets de Vries)  Higher purpose and values. Integrity. Resilience. Diversity. Fairness  Culture is a “derivative” property  Behaviours/decisions, systems, signature practice, hero stories, symbols  Incongruency is sensed immediately From Fear to Love
  15. 15. The woman who most needs liberating is the woman in every leader. #billsloanecoffin Gaia is the ancestral mother of life. “Anima” is the unconscious feminine side of men
  16. 16.  Principal-agent theory is (finally) dead: leadership becomes more complex  Leaders delegate “radically” and relinquish power to become orchestrators of human systems  Destination, not Direction. Art of Action (Steven Bungay)  Guardian of purpose and Architect of human systems  Coaching. Vicarious listening and Art of feedback (“The questions are the answers”)  Psychodynamics. Holding space for “liminal emergence”. Leading through context setting  Art of connections and peer influencing. Vulnerability. Satisfycing. “Imperfectionists”  Transformational leadership is always transformational for the leader  Adult development stages. Consciousness. Alchemist archetype. Moral agency  Heroine’s Journey. Individuation. (Bob Kegan, Bill Torbert, Erik Erikson, Carl Jung)  Leading beyond the ego. Serving leadership. Letting go  Leadership is not a role but a capability of the system to generate focused energy  Eco-leadership is fluid and lives everywhere in the organisation (Simon Western)  An organisation can never transcend the consciousness of its leaders From Heroes to Alchemists
  17. 17. Seek wisdom, not knowledge. Knowledge is of the past, wisdom is of the future. #lumbee Source: John Knights / LeaderShape ©, Leading Beyond The Ego
  18. 18. My question is how organizations can lead us not toward some predictable goal, but toward a greater and greater capacity to handle unpredictability, and with it, a greater capacity to love and care about other people. A Living Organisation #margaretwheatley
  19. 19. You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. #buckminsterfuller Evolutionary Paradigms of Organisations. Towards Teal
  20. 20.  “Human Resources”: what’s in a name? (from “employees” -> “members”?)  Outside-in (helping the Organisation win) plus Inside-out (higher consciousness & purpose)  Human-centric: treating unique employees like customers  Deliberately Developmental Organisations: sparking collective energy • Strategy: enable self-organisation. Embed learning and development at scale • Governance: radical transparency (“authority to information”). Massive co-creation • Role design: Skills > titles/roles. Design your own workplace • Recruitment and succession: hire for culture, train for skills • Talent: from focus on high potential to development of teams • Leadership Development: personalised and vertical, “50:30:20” (Dave Ulrich) • Less 360 Degree Feedback: from “socialised” to “transformative” (Carol Sanford) • Reward/Recognition: trust > control, agency > behaviours, “Giving an A” (Ben Zander)  Yes, Technology. Yes, mindfulness, but not (just) more yoga and meditation classes…  And, finally, protect your Transformers! Re-imagining Human Resources
  21. 21. What would you do if you were not afraid. #attheedgeofcourage Write Your Own Story Indagate Fingite Invenite - I am not failing. I am learning.
  22. 22. A never-ending Pilgrimage of Personal Learning… From Profit to Purpose Value From Efficiency to Learning Strategy From Control to Co-creation People From Pyramids to Self-organising Networks Structure From Fear to Love Culture From Hero to Alchemist Leadership
  23. 23. Dave Ulrich, Amy Edmondson, Gianpiero Petriglieri, Rita McGrath, Simon Western, Antoinette Weibel, Michael Gelb, John Knights, Julian Birkinshaw, Bill Torbert, Otto Scharmer, Emanuele Quintarelli, Ben Zander, Sesil Pir, Don Beck, Mihaly Nagy, Manfred Kets de Vries, Sergio Caredda, Ville Pellinen, Dave Logan, Frederic Laloux, Jon Ingham, Yuri van Geest, Justin Hughes, James Hollis, Nora Bateson, Margaret Wheatley, Bob Kegan, Daniel Pinchbeck, Celine Mullins, Karen Tobiasen, Bryan Ungard, Vitaly Geyman, Corporate Rebels, Danah Zohar, Srikumaro Rao, Norman Wolfe, Marielle Mooijekind, Carlo Giardinetti, the whole ING Team & many more… Thank you & Slides linkedin.com/in/ottivogt Join Us Now
  24. 24. THANK YOU! Questions?
  • jmho

    May. 29, 2020
  • AlexandraDeutsch

    May. 21, 2020

An arduous pilgrimage towards Agile Learning Organisations of the Future and the vital role of HR. Considerations from Digital HR Innovation Week 2020. Full transcript on Linkedin. - From Profit to Purpose - From Efficiency to Learning - From Control to Co-creation - From Pyramids to Self-organizing Networks - From Fear to Love - From Hero to Alchemist - From Machines to Living Organisms

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