Ready to see how the Disruption Planning Model can be applied to your organization?
VIDEO TRANSCRIPT
Thank you for watching. This video augments our recently published guide, Navigating the Top 9 Future of Work Disruptors. I'm Dan Fukushima, a Director at Toffler Associates. In the next 200 seconds, I'm going to add color commentary to our Disruption Planning Model to show how it can inform today's strategies and priorities.
To recap from the guide, the Model is used to identify comprehensive and interrelated impacts of the disruptors to an organization. Now, let's dive into how we can use that information.
There are three key ideas to proactively prepare for disruption:
1. First, identify opportunities and impacts to the enterprise strategy. The complete Disruption Planning Model shows the total impacts of the disruptors on an organization. The more work gets automated and offloaded to technology, the more the future of human work influences enterprise strategy.
For example, we have a science and technology organization that was the leader in their field and the destination for scientists in their field. However, as competition grew, the competition for those scientists also grew. This made the organization look at the types of work they were doing, and determine which types of science they were going to get out of, which they would keep, and which they would work with partners on.
The idea of these disruptors made them rethink their enterprise strategy, refocus on certain parts of science, and refocus and add additional investment into attracting top scientists, because they knew they would be in a competitive market.
2. Second, determine the actions for each planning dimension. These are the rows in the model. What the rows represent are the different components of an organization that need to be synchronized in order to respond adequately to the disruptors.Let's look at an example on the individual rows. We work with several organizations around the future of STEM talent, and when we do scenarios about the future for those organizations, what comes up constantly is that demand will be greater than supply. What this means is that those organizations really have to grow the pool of stem talent. What we've seen is that this requires going back to middle schools. One organization that we work with is not only communicating and driving awareness about STEM careers, they've actually developed toolkits for students and teachers in these schools that are customized by school location that allow students to not only grow familiar with STEM careers, but also grow competencies in these areas so that they feel more comfortable choosing STEM careers.
3. Third, don't wait. It's often difficult to predict when these disruptions will occur at scale to impact your organization, and frequently they occur with little warning, so it's best to start planning for how to respond now. Also, because we're dealing with human resources, those take a long time to develop. It's better to start early.
One example is a science and technology organization we're working with that took a step back and changed the question they asked from "What talent do we need?" to "What knowledge do we need?" That perspective allowed them to recognize that they had to develop robust partnerships with a variety of different stakeholders, including commercial organizations, government agencies, universities, and the startup community to get the talent they needed. They realized that if they were just trying to get talent within their organization, they would not be successful. They needed these partnerships to get the knowledge they needed.
I hope this video was helpful in showing you how to use the model and preparing your organization for coming disruptions. If you have any questions or would like to understand how these disruptions could uniquely impact your organization, please contact us using the form below. Thank you.