We’ve known this for some time now — the corporate world is undergoing major transformations across the board. The most significant of these changes is in the human capital management front fronted by the following 8 workplace trends (or the 8 habits of highly progressive workplaces) identified by the good folks at Corporate-Rebels.com.
And here’s a brief description for each of these trends:
1. FROM PROFIT TO PURPOSE & VALUESThe First Signs of a Global Human Management Revolution, CorporateRebels.com
Progressive organizations no longer focus solely on shareholder value. They focus on building a workplace around common purpose and values. Having purpose and meaning gives people the energy, passion and motivation to get out of bed in the morning. It fosters communities of like-minded employees, customers, suppliers and others. And inspiring work cuts through bureaucracies, silos, and egos to unleash the potential of the organization.
2. FROM HIERARCHICAL PYRAMIDS TO NETWORKS OF TEAMS
Progressive organizations know the pyramid is out-dated. It simply does not fit with today’s fast changing environment. The rigidity of command-and-control does not promote agility, speed and engagement. Progressive organizations tend to adopt alternative structures. Typically, they turn the rigid pyramid into an agile network of teams. Each team has skin in the game. They feel the impact of their (financial) successes and failures. This increases responsibility, entrepreneurship, communication, adaptability and a willingness to support each other.
3. FROM DIRECTIVE LEADERSHIP TO SUPPORTIVE LEADERSHIP
Within progressive organizations, we see a supportive style of leadership: strong leaders, supportive of those ‘closest to the fire’. They challenge the status quo – the way things have always been done – and encourage the entire organization to do the same. Their leaders walk the talk. They embody organization mission and values. They are crucial to an organization’s culture. They do everything in their power to remove barriers. They help employees thrive. Authority is no longer linked to rank, but rather to the ability to lead by example.
4. FROM PLAN & PREDICT TO EXPERIMENT & ADAPT
Progressive organizations abandon guesses masquerading as precise predictions. They embrace experimentation in everything they do: products, ways of working, and even structures. Change is no longer a once-in-a-year event. It’s part of every-day work. The adaptive organizations we’ve studied believe it’s better to experiment and fail than to never make mistakes at all.
5. FROM RULES & CONTROL TO FREEDOM & TRUST
Progressive organizations act on the belief that employees are responsible adults who can be trusted. They don’t need extensive control. They perform best when given a high degree of autonomy. They can be trusted to do their job in the way they see fit. They let employees decide where, when and with whom to work.
6. FROM CENTRALIZED AUTHORITY TO DISTRIBUTED DECISION MAKING
Progressive organizations tend to be highly decentralized. They act on the belief that employees on the frontline have the best understanding of customers, suppliers, and production machines. Therefore, frontline employees should make the majority of the decisions—if the aim is to be agile in response to clients. But don’t be fooled. With freedom of decision-making comes responsibility and accountability.
7. FROM SECRECY TO RADICAL TRANSPARENCY
Progressive organizations tend to be ‘open by default’. They turn radical transparency into a valuable tool. They foster an ‘ask anything’ mentality. They grant company-wide access to data, documents, financials—in real-time. They give people the right information at the right moment. This means better decisions, faster—and problems solved, sooner. They also promote collaboration inside and outside the organization.
8. FROM JOB DESCRIPTIONS TO TALENTS & MASTERY
Progressive organizations try to make use of the diverse talents present in the whole organization. They offer people the freedom to choose their tasks and responsibilities. In progressive organizations, employees ‘sculpt’ their jobs based on interest, talents and strengths. Why? Because people prefer working on tasks they like—tasks that fit their talents and strengths. We know that doing what you are good at increases motivation and engagement.
If that sounds intriguing you should go further and read the original post that started it all. I believe it’ll make a great agenda item for your next board meeting. Give it a read and spread the world for surprises galore. I’m doing the same and will share my ‘research’ soon.