Organisational Acceleration “Critical” for Businesses - The Forum applies the 70:20:10 lens
Organisational acceleration = “a new framework for strategic change that involves embracing and adopting change quickly throughout organisations to deliver measurable results.”
A recent wide-ranging report by Deloitte titled Resetting Horizons: Human Capital Trends 2013 reported that many business leaders are focused on driving organisational acceleration in order to meet their objectives and maintain business results. The research for the report covered 1,300 organisations in 59 countries and found organisational acceleration to be in high demand globally.
This short summary from HC (an Australian magazine for senior human resource professionals and corporate decision-makers) points out that Australian business leaders although believing that organisational acceleration is highly relevant, may have less of a sense of urgency than others around the globe. However the focus is still high – 80% compared with a global figure of 86%.
The full 88-page Deloitte report is downloadable here
The 70:20:10 Lens
These research findings align with those produced by the Corporate Executive Board/Corporate Leadership Council and published in their 2012 report ‘Building High Performance Capability for the New Work Environment’.
This study focused on ‘breakthrough employee performance’
The CEB/CLC study interviewed some 6,000 executives, managers and HR leaders across the world asking about the level of employee performance improvement needed for them to meet their short-term (12 month) business goals. They found:
- Business leaders said they required a 20% improvement in employee performance to achieve their goals
- Managers said they needed to see performance of their teams rise by 22%
- HR leaders said they believed the workforce need to improve by 25% to achieve business outputs
Workforce performance can improve in only two ways. More people do the work, or people do more work. In the current climate it is usually the latter that becomes the aim, and expectations of the HR, Talent and L&D parts of the organisation to play a critical role in the change are raised.
A key finding in the CEB/CLC study was that HR/Talent and L&D needs to change approach for building workforce performance.
The report found that: “continuing to invest in standard improvements based on yesterday’s work environment will not yield breakthrough performance”.
The CEB/CLC study estimated of gains through traditional training approaches will only achieve a maximum of 4% performance improvement. These are the efficiencies that can be realised through introducing learning technologies into the classroom, improving facilitator skills and training materials, and enhancing facilities.
Even extending structured learning into the workplace through ‘blending’ is unlikely to achieve the results needed.
The only answer is to approach development within and, particularly, beyond the classroom. This involves effectively exploiting experiential learning (the ‘70’) and social learning (the ‘20’).
It’s only by developing solid strategies and implementing models such as the 70:20:10 Framework that organisations can hope to achieve real breakthrough performance.