Preparing for the Upswing & a Change in Direction

From an organisational perspective it is pretty common for senior managers to spend significant energy considering when to upgrade plant and equipment, be it machinery, vehicles or IT infrastructure. The upgrades can occur on the run (in response to a surge in demand for instance), as a result of necessity (say as a result of a breakdown or unexpected damage) or as a planned development. The farming sector are very good at upgrading equipment in response to expected demand whilst also having a great handle on plant servicing and repairs. The current manufacturing sector is more cautious and most will upgrade as needed, holding off for as long as possible until confident a surge in demand is emerging. But what about your people? How many organisations ‘upgrade’ their people talent in time?

The interesting thing for me is that whilst new machinery can be up and running quickly or new IT can roll out with an incumbent system in place, the people elements can take a little longer. Which poses the question, at what point do you prepare your people for a change or an upswing?

Training and people development ought to be an ongoing thing. Sadly, it’s not. Formal and informal training elements can be developed and programmed. In much the same way as you maintain plant and equipment, maintenance and upgrading of the capabilities of your staff ought to occur consistently. There are THREE core areas that you can focus on: Strategic capability; Operational capability; and Execution capability. You’ll note that for most organisations, the belief is that ‘execution’ is the role of ‘Operation’. NOTHING can be further from the truth. The Organisational Evolution Model highlights the flaws in thinking that ‘Ops’ is where things get executed.

So the time to prepare for the upswing and changes in direction, is NOW. And tomorrow, and the day after that. Training is not a cost centre, its a development centre. If you put it off you’ll constantly be playing catch up to competitors who are already ‘ready’. Significantly, by the time an opportunity is spotted it’ll have likely sailed by before you can respond effectively. So be smart – Strategic, Operational, and Execution training ought to be a constant area of development.

Melbourne Cup Predictions

Nov 5, 2007

Futurists often get asked things like ‘Okay then – who’s going to win the ‘flag’ this year’. In Melbourne Cup time most of my friends ring me asking for a hot tip. Given my consistent poor form at selecting a winner, why they would ask me is anyone’s guess (unless they are working out who…

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Applying Strategic Foresight to Organisational Change

Oct 17, 2007

Does your organisation suffer what Futurists call ‘Operational Sleepwalking’? That most organisations (and people) willingly sleepwalk their way into their futures is not all that surprising. What is surprising about that however is that those people and those organisations are: * Surprised when something unexpected (and not to their liking) happens and, * Claim they…

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The Australian Strategic Planning Institute Gets a Boost

Sep 27, 2007

Maree Conway, of ‘University Futures’ has joined the Australian Strategic Planning Institute as a lead facilitator for the Institute’s programs. Maree’s experience in policy development, planning and strategy initiatives provides additional weight to the sessions on offer. TASPI now have three key facilitators that cover critical steps in the Strategic Planning Process – Enhanced Awareness…

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How to Catch a Stealth Bomber & Other iiBubbles

Sep 21, 2007

The latest edition of Fast Thinking has hit the streets and includes another tool for those seeking to develop innovation and strategy. Marcus Barber explains how to use, what he calls an ‘iiBubble’, a process that helps capture an idea to see if it has innovation ‘legs’. As one of the tools unique to Barber…

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Talented Futurist Celebrates a Birthday

Aug 30, 2007

Looking Up Feeling Good would like to wish the very talented and focused futurist, Sophie Barber a happy birthday today. Sophie’s amazing talent at suggesting the possible future for a positive outcome is a true inspiration and we look forward to many more insights as the complexity of challenges continues to test our understanding, commitment…

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Leading Sustainability through Corporate Real Estate Hypothetical

Aug 22, 2007

The CoreNet Global Melbourne 2007 Summit incorporated a thought provoking Hypothetical panel discussion on the future of corporate real estate and the drivers for sustainability. With an economic futures framework provided by Melbourne University Professor of Economics Neville Norman who moderated the discussion, the panel included Aggie Aitken, Head of Workplace Development at ANZ; Strategic…

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Innovation in Employee Engagement

Jul 17, 2007

Among other great articles, the winter 2007 edition of Fast Thinking magazine highlights the ‘8 Factor’ model for effective employee engagement, created by strategic futurist Marcus Barber. Using the model he shows how organisations can develop greater flexibility when it comes to providing incentives as a means for improving productivity and ensuring longevity for staff.…

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Housing Crisis and A Difference to a Difference of Opinion

Jul 3, 2007

Last night the ABC program ‘A Difference of Opinion’ looked at the issues of the housing affordability ciris. The panel provided some quality perspectives as to what was causing the challenge and what kind of actions might need to occur in order to address the issue with Ross Gittins’ early observation that the debate completely…

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Sustainability as a Source of Competitive Advantage

Jun 22, 2007

Dan Atkins, former manager of Environmental policy at Toyota and now Director of Sustainable Business Practises and Strategic Futurist Marcus Barber will speak at the South East Networks / VicUrban Business Breakfast at the Sandown Racecourse on Wednesday the 27th of June. Both Dan (who’ll discuss how Toyota applies its Environmental Policy in order to…

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Future Alerts Subscription Service now Monthly

May 27, 2007

Looking Up Feeling Good’s advanced signals reporting service ‘Future Alerts’ is now available as a monthly subscription offering. Designed to provide your organisation with signals indicating potential change, each report comes with analysis of the signals and how they might impact your business. Applying some advanced Environmental Scanning process, including the ‘VSTEEP’ model, you can…

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