1. Rethinking innovation,
Opportunity ORG PSYCH organisation and
leadership

2. Twitter tag
#dz77

3. Psychologist
Motivation 3.0
People &
Leadership Organization
Talent imperatives
Business
innovation Creative
Collaborative software

4. this workshop is an experiment!

5. Innovation process

8. Design challenge:
• Advancements in technological progression,
affluence and globalization has developed the
new conceptual era where a society of creators,
pattern recognizers, meaning makers and
empathizers are taking the work related arena to
new heights.
• How do these changes in work, ideologies, eras
and economies impact people in their work
portfolios and organizations.
• Secondly, how does this impact the role of an
organizational psychologist.

9. Start

10. Organisational Psychologist
is the scientific study of employees, workplaces, and organizations.
identifies how behaviors and attitudes can be improved through hiring practices, training
programs, and feedback systems.
Industrial–organizational psychologists contribute to an
organization's success by improving the performance and
well-being of its people.
All wikipedia

11. PART 1: NEW AGE OF
THINKING creates new RULES

12. Social capital video

13. what is striking in the video?

14. ….
• Globalization
• Financial crises
• Outsourcing
• Urbanization
• Collaborative Software
• Disruptive innovation

15. A new age…
• The world is upside down, inside out,
counterintuitive and confusing.
– Who would have imagined that a free classified
service could have had profound and permanent
effect on the entire newspaper industry,
– that kids with cameras and internet connections could
gather larger audiences than cable networks,
– loners with keyboards could bring down politicians
and companies,
– and that drop outs could build companies worth
billions.
• This is not breaking the rules, this is creating
new rules of a new age:
Daniel pink

16. ..a new set of rules
• Customers are now in charge. They can be heard around the globe
and have an impact on huge institutions in an instant.
• People can find each other anywhere and unite around you or
against you.
• Markets are conversations – the key skill in any organisation today
is no longer marketing but conversing.
• Economy based on scarcity to one based on abundance. The
control of products/distribution will no longer guarantee profit.
• Enabling customers to collaborate with you, in creating, distributing,
marketing and supporting products is what creates a premium in
today's market.
• Owning pipelines, people, products or IP is no longer the key to
success. Openness is..
How is this shaping organizations and people? What are
the new expectations…?
Daniel pink

17. Abundance
Asia
Automation

18. Where are we…
Affluence,
Now…
technology, Conceptual age:
globalization Concept age – 21st
Information and knowledge fueled the
economies of the developed world. Central
Information age: figures were the knowledge worker whose
Knowledge worker – 20th defining characteristic was analytical
thinking.
Industrial age: Factory Massive factories, efficient assembly lines powered
the economy. Mass production worker whose traits
worker – 19th were physical strength and fortitude.
Agricultural age:
Farmer – 18th

21. PART 2: TALENT: bring innovation and
implementation together….

22. The Global Talent
Index, 2011-2015;
THE GLOBAL TALENT INDEX and at the enterprise
level, determining
REPORT:THE OUTLOOK TO how executives view
2015, written by the Economist Intelligence Unit the outlook for their
own firms’ ability to
and published by Heidrick & Struggles
attract and retain the
people they will
need.
• The view from the boardroom and executive suite is likewise
relatively positive when it comes to companies’ abilities to attract the
skilled people they will need in the coming years.
• But our executive survey and interviews nevertheless reveal
concerns that talent wars will be reignited.
• The following are major findings from our research:
– COMPANIES ARE GENERALLY CONFIDENT OF SECURING THE
TALENT THEY NEED, BUT WITH SIGNIFICANT RESERVATIONS.
– FIRMS ARE INCREASINGLY RELYING ON DEVELOPING
EMPLOYEES THEMSELVES, PARTICULARLY IN ASIA.
– EXECUTIVES BEMOAN A LACK OF CREATIVITY IN RECRUITS.

23. THE GLOBAL TALENT INDEX
REPORT:THE OUTLOOK TO
2015, written by the Economist Intelligence Unit
and published by Heidrick & Struggles
A cause for corporate concern revealed by the survey has
to do with the shortage of “soft” skills in the armory of
many new hires.
When asked about the primary shortcomings of their
management-level recruits,
“limited creativity in overcoming challenges” tops the list.
“The rarest personality traits throughout the world seem to
be resilience, adaptability, intellectual agility, versatility –
in other words, the ability to deal with a changing situation
and not get paralyzed by it.”

24. Talent strategies for
innovation
A report from the Economist Intelligence Unit.
based on interviews and a survey of 179 senior
executives worldwide, August 2009.
Two factors are essential to success in the
marketplace, according to Padmasree Warrior,
CTO of Cisco, the global technology company: the
ability to innovate and the ability to bring products
to market very quickly.
“Talent management”, she adds, “is the
piece that connects the two”.

25. • Good talent management is becoming even
more important as it increasingly influences
other strategic decision-making, such as where
companies should locate their research and
innovation centres.

26. Creativity and the ability to collaborate are particularly important for
innovation, according to the results of our survey.
Increasingly, organisations require employees to be able to collaborate, not
just in internal teams, but across functions, across country boundaries and
with external organisations, even competitors.
Employees in today’s organisations need to have a more outward-looking
mindset that understands the pressures of the marketplace, notes Ms Wood.
Traditionally, she adds, Cisco highly educated employees have excellent
research skills, but have sometimes lacked this wider perspective.

28. A new, more integrated world economy
means that all companies, whether large
or small, must have flexibility and creativity
to remain competitive.

29. PART 3: MOTIVATION

30. • When it comes to motivation, there’s a gap between what
science knows and what business does.
• Our current business operating system – which is built around
external, carrot-and-stick motivators – doesn’t work and often
does harm.
• We need an upgrade. And the science shows the way.
• This new approach has three essential elements:
• (1) Autonomy – the desire to direct our own lives;
• (2) Mastery – the urge to get better and better at something that
matters; and
• (3) Purpose – the yearning to do what we do in the service of
something larger than ourselves.
Daniel pink

31. Quirky video gen Y

32. The Evolution of Motivation

33. Type X and Type I

34. Name That Motivation Type:
Type I or Type X?

40. Quirky video

41. Part 5: Collaboration and knowledge
sharing

65. Openideo video

66. Conclusion

67. T shaped

68. creativity & exploration