In the recently released IBM CHRO Study entitled “Working Beyond Borders” it is noted that Chief Human Resources Officers and the like foresee key growth issues for organizations based on three areas:
- Rapidly developing workforce skills and capabilities
- Fostering collaboration and knowledge sharing
- Developing future leaders
As I’ve previously written about, the new Cultural Trinity of implementing a new Leadership Framework, along with Learning 2.0 and Enterprise 2.0, there are key ways in which to address the perceived issues.
To ensure we can rapidly develop skills and capabilities for a rapidly changing workforce, we need to roll out a leadership framework that consists of 21st century skills such as collaboration, connection, flat-based consensual decision-making (when and where possible), online and offline coaching, amongst other important traits. Couple this with a formal-informal-social Learning 2.0 model and Enterprise 2.0 technologies, one should be able to address the skills and capabilities gap over a period of 12-18 months.
To foster collaboration and knowledge sharing, we start first with a leadership framework that encourages this in the first place. The ‘old model’ of yesteryear was to hoard information, work in silos, and generally take marching orders from above and carry them out. The new model needs to first incorporate a leadership framework that recommends individuals (of any level) to reach out to team and cross-functional team mates before starting a new initiative. In parallel, an individual (of any level) should be first thinking “how can I share, connect and collaborate” with people before initiating anything. That’s where open, informal and social learning gets woven into the fabric of ‘us’ as leaders in the org. If this is embedded into the leadership framework, then we certainly will need to back this up by Learning 2.0 and Enterprise 2.0 components. But, that’s the easier part and if done correctly, everyone in the organization will ultimately be collaborating and knowledge sharing.
Lastly, to develop future leaders we (again) need to reinvent the leadership framework for an organization to not only include 21st century skills, capabilities and competence, but to make it meaningful for everyone across the organization and it has to tie into organizational disciplines. It can’t simply be theory; it must include many practical elements of application. To develop the leaders of tomorrow, we need to expose them to various “2.0” ways in which to lead, but they must be put into situations to apply. As Learning 2.0 and Enterprise 2.0 concepts circulate and roll out across the organization, we need to find ways in which to embed the theory into practice. Whether with rotations, shadowing, simulations, or real-world situations, leaders of tomorrow (and today frankly) need opportunities to practice and apply the theory. (kind of like the 50-50 DNA model I wrote about over here)
In summary, I’m pleased to see a report like this surface. It echoes, reinforces and solidifies not only what I’ve been yapping about for a while now, but compliments concepts and ideas suggested by the likes of Harold Jarche, Jon Husband, Charlene Li, Clay Shirky, Marcia Conner, Mike Desjardins, Luis Suarez, Josh Klein, Andrew McAfee et al.
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