fbpx

TiPS

TiPS

The management of technology involves the ‘tools’ and metrics organisations use to gain competitive advantage. Simplistically it is ‘a way of doing things better’ and may involve the use of anything from computers and hi-tech, to simple hand-held tools. In this context, we refer to the small‘t’ in technology where organisations manage their technology to best position their products or services to maximise their market share. The management of innovation is how an organization stimulates and capitalises on the ideation process, to develop an innovative product or service which has either commercial or social value. It is about hard metrics such as income generated from new products, processes or services, as well as success rates in commercializing new offerings. The management of people involves the human interface. It embraces both the employee and the end user. It is about the processes that organisations deploy in engaging people, how people choose their levels of engagement, creating and sharing of knowledge by all involved, their participation in incentive practices and their contributions towards securing the longevity of the organisation.

The Emergence of an Engaged, Agile and Aligned Workforce (definitions)

Engagement

Occurs when there is a systemic (systems thinking) interlink between management of innovation and management of people practices in the workplace, then people as knowledge workers/artisans tend to become more engaged across the organisation and society at large. This process is often characterised by specific Managerial Leadership competencies (discussed as part of layer 5).

Agility

Occurs when there is a systemic (systems thinking) interlink between management of innovation and management of technology practices in the workplace, then people as knowledge workers/artisans tend to become more agile across the organisation and society at large. This process is often characterised by specific Managerial Leadership competencies (discussed as part of layer 5).

Alignment

Occurs when there is a systemic (systems thinking) interlink between management of technology and management of people practices in the workplace, then people as knowledge workers/artisans tend to become more aligned across the organisation and society at large. This process is often characterised by specific Managerial Leadership competencies (discussed as part of layer 5).

DREAM

Influence the co-creation of sustainable societies

PURPOSE

Growing agile, aligned and engaged leaders

PROMISE

Co-creating realities

STRATEGIC INTENT

To strengthen the growth of agile, aligned and engaged leaders, who co-create innovative ecosystems and sustainable transformational societies

CORE PRINCIPLES

  • Being curious
  • Seeking truth
  • Leveraging interconnectedness
  • Awakening the senses
  • Taking responsibility for crafting just and dynamic societies
  • Embracing holism and living harmoniously
  • Appreciating the shadow
  • Mastering balance with integrity