When the world began tinkering with artificial intelligence and machine learning, they were hardly a threat. Then Deep Blue and AlphaGo came along. The world began to realize that it is possible that under certain defined situations, AI could be smarter than human beings are. Then AlphaGo Zero came along and nightmares of world dominance re-emerged.
Complexity as the enemy is a popular catch cry.
So what creates complexity in organisations and should strategies that generate complexity be avoided?
Here’s a quick summary of what is typically described as making organisations more complex.
People; more staff, more staff locations, multiple lines of accountability and responsibility, role duplication, diversity of workforce, more relationships with third parties / business partners / vendors.
If you’ve been in the world of change and transformation for very long, you’ve probably, at some point, been on a course about ‘dealing with difficult people’ or ‘managing resistance to change’ (since people who are displaying the symptoms we categorise as resistance, also often get lumped into the ‘difficult’ basket).
We all have people in our life, whether in a work context or at home, with whom we sometimes feel frustrated or less connected; less able to have a productive and harmonious relationship.
On Tuesday 21 November 2017, Robert Gabriel Mugabe officially resigned as the President of the Republic of Zimbabwe. After 37 years in power, the man who became his country’s first democratically elected leader in 1980, stepped down in the wake of a military takeover that has sent shockwaves around the world.
#OregonTrailGeneration #CompanyCulture #People #Talent #ServantLeadership
If you had to create a list of the companies you’d like to work for – how would you go about assessing which ones would be the best fit for you?
The problem with things like the Best Place to Work surveys is that they tend to look at tick box criteria: how well people are paid, their benefits, training budgets, if they comply with employment legislation etc. What they don’t capture are the more important things that are harder to measure, like whether someone’s work is intrinsically interesting or meaningful.
We have an expectation that people should understand us.
Understand our perspective, our reasoning and our expectations from other people.
The problem with this is that we rarely know ourselves.
We don’t often know what we want out of life. We don’t know what makes us happy. And we rarely know why we behave in certain ways.
If you disagree, can you answer the questions above?
Balcroft has provided operational consulting support to numerous companies across a multitude of sectors and organisations. Whilst we have been extremely successful in achieving the needs of our clients, we have always been faced with a recurring problem within each project. The common theme is the presence of at least one assassin within the organisation.
by Andrew Fox
Head of HR for Global Functions, Technology and Services at HSBC
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.