MLCP: The Business of Tomorrow MODULE 9

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MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
ENRON - 85,000 jobs lost
Arthur Andersen LLP - Enron
accounting
WORLDCOM - $9 Billion fraud
Martha Stewart - Stock trading
scandal
Conrad, Lord Black - Fraud and
Obstruction of Justice
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
Is it legal?
Will I be violating either civil law or company policy?
Is it balanced?
Is it fair to all concerned in the short
as well as long term?
Does it promote win-win relationships?
How will I feel about myself?
Will it make me proud?
Would I feel good if my decision was published?
Would I feel good if my family knew about it
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
Make
sure you’re fully
familiar with company policy
and/or ethics guidelines relating to expense
accounts; accepting gifts and hospitality;
confidentiality of information; and more.
You in turn should be uncompromising.
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
If faced with competing ‘Rights’,
3 basic strategies to pursue are:
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
MLCP: The Business of Tomorrow
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
MODULE 8: BUSINESS ETHICS
Don’t work through a task only to realize that the
result has been tainted by a less-than-ethical way
of getting there.
‘Means matter, and are as important as ‘ends’
MLCP: The Business of Tomorrow
MODULE 8: BUSINESS ETHICS
Despite the codes of ethics,
the ethics programs, and
special ethics departments . .
. . corporations don’t make
the ultimate decisions about
ethics.
- Ethical choices are made by
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
On successful completion of this module, participants will:
Have begun to explore the everchanging mindset that has been
apparent over the last century
with a view to considering what
future characteristics may be.
Understand the key factors in extrapolation and
visionary approaches to the future.
Be primed to develop and adopt a positive future
vision from a variety of different perspectives.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Peter Drucker
1909 - 2005
Management Consultant and Author
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
“A compelling vision that can pull
individuals to their desired futures”
“Future Pull means having the
organization’s vision drive its
growth and development”
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Every society, as far back
as records go, has created
individuals and systems to
predict the future.
The ancient Greek ‘Oracle at
Delphi’ is just one example.
There has never been a shortage of
futurists, and there isn’t one now.
There are two particular types, both
significantly different:
‘Extrapolators’
‘Visionaries’
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Extrapolators argue that the
world will continue to unfold
much as it always has. After all,
“History repeats itself!”
They therefore believe that you
only need study the past, then
‘extend the line out into
tomorrow’ to anticipate what the
future holds.
This approach works quite well for purposes like projecting
population age groups and numbers for pension planning,
health care requirements, etc., but has severe limitations
for most general applications.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Visionaries feel the future depends
upon the actions we take today, and
on the picture in our minds of the
future we want to build.
In the 1950s they saw the automobile
as the answer to getting families out
of the crumbling big cities. Then they
lobbied for better roads to make it
happen: That created urban sprawl.
Today in most organizations, thinking about the future is at
least no longer the domain of just the few at the top: We must
all be - or become – involved in thinking about and discussing
what we think, feel, and want the future to be like.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Studies of changing patterns in society reveal that
significant mind shifts regularly sweep our culture.
Technological developments typically accompany
- and tend to define - each period.
What was science fiction
to our parents becomes
commonplace to us.
We’ll look first at some
generational identities.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
(From CSTD’s ‘Canadian Learning Journal’ –
Vol 11 No.2 – Fall 2007)
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Structured traditional
classroom environ’t;
Learning that is
one-way-directed
– facilitator to learner;
Learning that’s
linked to achieving
organizational goals
and role accountabilities.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Interactive / group
learning with peer
sharing;
Learning that allows
for practice before
returning to the job;
Learning that ups
organizational value
of the learner.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Flexible, JIT learning
using technology;
Learning by doing
– action learning,
alone or in group;
Dynamic, skill-based
learning, linked to
upping individual’s
internal and external
marketability.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Edu-tainment
(education through
entertainment);
Team learning
through technology;
Learning that is linked
to making money and
to learner’s interests.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
In his book, ‘Future Consumer’, author
Frank Feather identifies similarly-dated
generational groupings, and considers
their impact on the consumer and
corporae goods markets.
‘Traditionalists’
- sub-divided into:
‘Telegraph-era great
grandparents’
(6 % of today’s market)
‘Radio-era grandparents’
(16 % of the market)
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Baby Boomers:
‘TV-era parents’
(30% of market)
GenXers:
‘MTV-era Kids of the
Boomers’
(20% of market)
GenYers:
‘PC-era Children
of the Web’
(28 % of market)
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Refer to pg. 156 for
Frank’s listing of
consumer market
predictions.
- Just one man’s
view, but
interesting.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
In management terms, the
concept of Future Pull means
having the organization’s
vision drive its growth and
development.
Future Pull allows you to
supplement the description
of the organization’s future
state (“Here’s where we want
to be”) . . .
. . . with the identification of
its emotional intelligence
(“Here’s how we want to feel”).
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
For each element of the future state,
dialogue with the team and identify
corresponding feelings, e.g.:
We will be the highest
volume sales group in
the country.
We will feel successful,
proactive and highly
supportive of each
other’s efforts.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
For statements of feelings, identify
the behaviours needed to achieve
those feelings, e.g.:
We need to set targets
for performance;
We need to hold daily
team meetings to help
each other out.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Make linkages to the future values
that will be held dear, and make
operational in the organization, e.g.:
We believe in the ability of all
of our team members to excel;
As a team, we believe in giving
each other the support needed
to perform well.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
In ‘Positive Psychology’, Martin Seligman, a top
US psychologist and writer, identifies two key
points on making Future Pull become real at the
individual level:
“We can really only change one person - that
is, ourselves. We may, however, influence
others to change as a result of our changes”
“Create in your mind a pattern of looking for
positive aspects in your life and, particularly,
in the future you envision: You can develop a
picture that acts as a magnet and draws you
into the future”
ISBN 0-471-45906-2 John Wiley & Sons, Hoboken, NJ
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
George Bernard Shaw believed:
“The true joy in life is being used
for a purpose that you yourself
recognize as a mighty one; then
ending up being thoroughly worn
out before you’re finally thrown
out on the scrap-heap of history
– being a force of nature rather
than a feverish, hapless, selfish
clod, complaining that the world
will not devote itself to making
you happy”
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Master cellist Pablo Casals
(1876 – 1973) was once
asked, "How are you able
to play the cello with such
magnificence?"
Casals replied,
"I hear it before
I play it."
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
‘Vision gives me a line to
the cup just as clearly as if
it’s been tattooed on my
brain. With that feeling, all
I have to do is swing the
clubs, and let nature take
its course”
Jack Nicklaus
World-Class Golf Champion
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Pole-vault champion John Uelses,
first man ever to clear 16 ft (1962)
relied on a vivid image of winning
to spur his performance each time.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
John Mahoney, famous actor,
spent the first 37 years of his
life doing “what other people
wanted me to do” (i.e., not on
the stage), and was miserable.
When he finally acknowledged
that acting was his purpose in
life, he committed himself to it
wholeheartedly.
He today has one of the busiest
careers in Hollywood, and says,
“I’m now doing what I want with
my life, and I’m happy!”
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
"I believe that this nation should commit itself to
achieving the goal, before this decade is out, of
landing a man on the Moon and returning him
safely to the Earth. No single space project...will
be more exciting, or more impressive to all of
mankind, or more important
and none will be so difficult
or expensive to accomplish”
J F Kennedy
12 September, 1962
“One small step for man;
One giant step for
mankind”
Neil Armstrong
July 20, 1969
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Steve Jobs & Steve Wozniak
the co-founders of Apple
Computers committed themselves to a unique vision:
“To change the world by
empowering individuals
through the medium of
personal computing
technology”
Their vision became not only the driving force of the organization,
but the primary criterion to make decisions by. Choices at Apple
are made not just ‘by the book’, but by the vision.
The pull of the future in this way takes precedence over the past.
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
MLCP: The Business of Tomorrow
MODULE 9: FUTURE PULL
Please spend the next
twenty mins. working
individually to respond
to pages 153-154.
MLCP: The Business of Tomorrow
Take Care, Folks!
Hope To See You Soon Again
[email protected]

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