Dont let your business get caught out by disruption Viewpoint careers advice blog

Don’t let your business get caught out by disruption Disruption is nothing new. From the industrial revolution of the 18th century, to Industry 4.0, major changes to the way sectors operate are constant. However, the sheer pace at which entire industries can be altered is quicker than ever. Organisations now need to be ready to pre-empt change. Here’s how you can build a workforce to face disruption. Always consider how your business might change All businesses create their structures and processes around a set of constraints in their environment, Rita Gunther McGrath, Professor of Strategic Management and Innovation at Columbia Business School, told us in the latest issue of the Hays Journal. “Digital changes the nature of those constraints. For example, newspapers used to generate revenue by offering a platform for advertisers to reach people in a cost-effective and unique way. Enter digital and that constraint has evaporated. Similarly, YouTube allows ordinary people to do what, 50 years ago, would have required a movie studio to achieve. Organisations need to ask, are there new possibilities emerging which completely change the nature of the constraints your company was built on, and open up new possibilities?” Identify innovation skills Many of the best employees are not innovators. Strengths that make them brilliant in their own role, or at leading others, do not necessarily mean they are able to recognise industry change and react accordingly.   For this reason, ING says its focus is on those with analytical and digital skills, although certain non-technical skills are just as sought-after. “We look for people who are willing to take calculated risks, think in terms of systems and ‘the enterprise’, as well as demonstrate the ability to adapt to changing circumstances,” says Maaike Westerhof, Global Head of Talent and Learning, ING Group, also speaking in the Hays Journal. But it’s a fine balancing act: “We want people who can ‘roll with the punches’, but also require individuals with the capability to deliver and execute on agreed initiatives.” Make change with a diverse workforce A workforce that has diversity of experience and background will be better placed to spot industry changes from different directions, says Adnan Chaudhry, Chief Operating Officer MEAR (Middle East, Africa, Russia/Commonwealth of Independent States), Global Service Provider at Cisco. “It’s more about the way of thinking, rather than gender or culture. Organisations need a deep pool of young talent, as they are better equipped to grasp and make sense of the extraordinary shifts that are taking place,” he comments in the Hays Journal. “That’s not to say we should undervalue experience,” he adds. “What those in their 40s or 50s and beyond bring to the table is knowledge and experience that allows sound and timely decisions to be made.” Keep hold of those that bring new ideas Just as a great leader won’t necessarily be a great innovator, the reverse is also true. Accordingly, promotion is not always the best reward for their work, nor the best way to keep them in your organisation. “A more proactive tool for retention is rotation, as it presents new opportunities and challenges that nurture different skills and offer increased responsibility and expanded horizons,” says Chaudhry. It’s a development method Cisco encourages. High performers might be offered the chance to move to another organisation, relocate to another part of the world or move to a completely new function. “HR will need to lead these conversations to make it happen,” says Chaudhry. “It’s critical.” Nurture innovation The easiest way to stay on top of industry changes is to be the organisation that is coming up with new and innovative products. The UK building society Nationwide has embraced a proactive approach. Also speaking in the Hays Journal, Mobile and Digital Director James Smith says the organisation is taking steps to ensure there is a strong culture of innovation among its 18,000 employees. “We regularly invite employees to take part in collaborative sessions through our intranet or within our Innovation Lab at our head office, as well as offer regular training and development sessions.” This article originally appeared in the  Hays Journal Issue 13. View the full article on pages 18-23  and read other stories that appeared in this and previous issues of the publication: How to embed a customer-led culture Five ways to attract Generation Z How can data drive HR insight for businesses Six ways to get the most from freelancers 4 lessons from McDonalds Global Chief People Officer View the Hays Journal online or request a printed copy from haysjournal@hays.com