UNLEASH (formerly HR Tech World) is a must-do for anyone interested in the future of work and real cases about what’s coming up next. I personally take each of these events as a campfire with like-minded folks believing in the power of transformation and innovation. More than mere words, the generated collective energy is so very palpable, and the vast majority of us might feel empowered after this two-day experience.
The recent Amsterdam chapter is a great reminder that we win thanks to diverse points of view, experiences and filters applied to a very same object, in this case, the world of work. Then, beyond only listening, perspective acknowledgment is a vital starting point and some proof that “Having the Right People” is a multiplying factor.
If things are changing faster, then we should adjust and look much farther. It’s quite a logical conclusion but the execution part is of course known to be tricky. Also, it could be easy to seek disruption for the sake of disruption, which is pure nonsense. Disruption-seekers organize their focus and have an optimal and proactive use of their critical & creative thinking skills.
Peter Hinssen remarkably started this conversation with the Day After Tomorrow concept. As shared with us, innovation-wise, the current model is that we are about 93% focused on today’s value, 7% on tomorrow’s one and nothing is focused on for the Day After Tomorrow. Basically, if we’re too reactive in our work (as people, teams and organizations), we may miss the long-term value space (The Never Done Before Zone) described as “DKWTD” (Don’t Know What To Do).
Disruption-avoiders would prefer stable and quite controllable conditions. Though, we all understand that risk and opportunity costs rise by carrying these expectations.
As individuals, this is also where being competent-only will rapidly become less of a career advantage. Adding full value by focusing on today, tomorrow and the Day after Tomorrow is a very interesting path to explore.
This clearly marks the urgency for strategically acquiring disruption-seekers, a category of talent able to communicate, nurture and launch new ideas with courage and agility, all integrated into company’s transformation efforts. From this perspective, four questions are worth answering:
- Do top managers embrace this Disruption-Seeking attitude at your company? What about middle managers?
- How to develop a distinctive and enabling culture?
- How to design an ambitious and authentic employee value proposition?
- How to link all this to business results? Which evidences to use?