The Perfect Storm

MEGATRENDS- Global to Local Impact

Next Practices Development 2009

Scott Hamilton October 7, 2008

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The Perfect Storm

• November 4th

• Financial Crisis• Wars• Labor Market• Housing• Oil markets

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Distracted

Fearful

Cynical

Frozen

Anger

Uncertainty

Loss of control

Personal/Business Impacts

2009 Global Forecast

Begin to Build “Next Practices”

Take a “Call to Action” with you

(and a start to Internal Branding )

Agenda

.Helping clients build their internal capability to execute…

via the power of Collective Intelligence

Who are we?

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Next Practices Forum

“Next Practices” are defined as those initiatives that increase your organization’s capability to do things that it could never have done before.

A Definition…

Or…

Best Practice- What is working?

Next Practice- What could work- more powerfully (factor of 25-50% improvement)

1. What are your industry “Inflection Points” as driven by external market change?

2. What (HR)practices must change to stay ahead of the industry rate of change, or even represent a “break-through”?

3. Are there others ideas that you can tap into?

(i.e. thought leaders, CoPs)

4. Forecast urgency, impact, ROI

5. Sell, and commit!

Developing Next Practices

“An inflection point occurs where the old strategic picture dissolves and gives way to the new.” Andy Grove

Inflection Point

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3

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1World Trade

Economy

Regulatory

Technology

Forecast 2009

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World Trade 2009

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World Economies 2009

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Regulatory Forecast 2009

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Technology 2009

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“Next Practices” are defined as those initiatives that increase your organization’s capability to do things that it could never have done before.

A Definition…

Example:

Common practice: Cost per hire.

Best practice: Measure quality of hire through PMP scores.

Next practice: Create line of sight to between actual dollar impact on business results of each hire.

Example:

Common practice: Behavioral interviewing.

Best practice: Add on-line screening test as the step to hiring.

Next practice: Use both on-line and “live” interactive simulations to assess candidate skills, weaknesses and capabilities.

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Simulation- Speed/Service

Next Practice Cards

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1. What are your industry “Inflection Points” as driven by external market change?

2. What (HR)practices must change to stay ahead of the industry rate of change, or even represent a “break-through”?

3. Are there others ideas that you can tap into?

(i.e. thought leaders, CoPs)

4. Forecast urgency, impact, ROI

5. Sell, and commit!

Developing Next Practices

1. Select a Forecast 2009 topic.

2. List 1 or more practices, programs or initiatives impacted directly or indirectly by the forecast.

3. Estimate the urgency, impact, cost and ROI of implementing the “next practice”

1 = extremely urgent, high impact

2 = important, medium impact

3 = Nice to have, low impact

Next Practices Exercise

Next Local Practices

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Measure Success

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1. Conduct- Next Practices Brainstorming.

2. “Re-map” your Big Picture and re-group your team based on new external and internal realities.

3. Build in contingencies and adaptability.

4. Communicate – visually and experientially.

5. Tap organization intelligence- on a continuous basis.

6. Train the organization to execute.

A Call to Action

Next Step- Assess and Meet

• Assess current and forecasted situation• Plan for how to “re-group” your core team

Contact for step one:• 888.857.9722 [email protected]• Scott Hamilton [email protected]