1. MEGATRENDS- Global to Local Impact Next Practices Development 2009 Scott HamiltonOctober 7, 2008 .

2. The Perfect Storm • November 4th • Financial Crisis • Wars • Labor Market • Housing • Oil markets .

3. Personal/Business Impacts Distracted Fearful Cynical Frozen Anger Uncertainty Loss of control

4. Agenda 2009 Global Forecast Begin to Build “Next Practices” Take a “Call to Action” with you (and a start to Internal Branding )

5. Who are we? .Helping clients build their internal capability to execute… via the power of Collective Intelligence

6. Next Practices Forum .

7. A Definition… “Next Practices” are defined as those initiatives that increase your organization’s capability to do things that it could never have done before.

8. Or… Best Practice- What is working? Next Practice- What could work- more powerfully (factor of 25-50% improvement)

9. Developing Next Practices • What are your industry “Inflection Points” as driven by external market change? • What (HR)practices must change to stay ahead of the industry rate of change, or even represent a “break-through”? • Are there others ideas that you can tap into? (i.e. thought leaders, CoPs) • Forecast urgency, impact, ROI • Sell, and commit!

10. Inflection Point “An inflection point occurs where the old strategic picture dissolves and gives way to the new.” Andy Grove

11. 1 World Trade 2 3 4 Forecast 2009 . Economy Regulatory Technology

12. World Trade 2009 .

13. World Economies 2009 .

14. Regulatory Forecast 2009 .

15. Technology 2009 .

16. A Definition… “Next Practices” are defined as those initiatives that increase your organization’s capability to do things that it could never have done before.

17. Example: Common practice: Cost per hire. Best practice: Measure quality of hire through PMP scores. Next practice: Create line of sight to between actual dollar impact on business results of each hire.

18. Example: Common practice: Behavioral interviewing. Best practice: Add on-line screening test as the step to hiring. Next practice: Use both on-line and “live” interactive simulations to assess candidate skills, weaknesses and capabilities.

19. Simulation- Speed/Service .

20. Next Practice Cards .

21. Developing Next Practices • What are your industry “Inflection Points” as driven by external market change? • What (HR)practices must change to stay ahead of the industry rate of change, or even represent a “break-through”? • Are there others ideas that you can tap into? (i.e. thought leaders, CoPs) • Forecast urgency, impact, ROI • Sell, and commit!

22. Next Practices Exercise • Select a Forecast 2009 topic. • List 1 or more practices, programs or initiatives impacted directly or indirectly by the forecast. • Estimate the urgency, impact, cost and ROI of implementing the “next practice” 1 = extremely urgent, high impact 2 = important, medium impact 3 = Nice to have, low impact

23. Next Local Practices .

24. Measure Success .

25. A Call to Action • Conduct- Next Practices Brainstorming. • “Re-map” your Big Picture and re-group your team based on new external and internal realities. • Build in contingencies and adaptability. • Communicate – visually and experientially. • Tap organization intelligence- on a continuous basis. • Train the organization to execute.

26. Next Step- Assess and Meet • Assess current and forecasted situation • Plan for how to “re-group” your core team Contact for step one: • 888.857.9722 info@allignteam.com • Scott Hamilton scott@allignteam.com