People & Strategy Summer 2017 Vol. 40 Issue 3 - 17

strategy of the business need to be as clear at entry-level as
they are at the C-suite. And those expectations are necessarily fluid as well: as groundbreaking technologies get introduced, the mandate for leadership is to remain intentional
about how their people will interact with these technologies
and leverage them to enhance value.

The Innovation Impact
It is hard to find a company not currently discussing its need
to innovate. Less clear is what that actually means in context
and how it will be achieved. This is where HR can instill Second Playbook discipline.
The cadences that worked well for legacy businesses' development of R&D are not the cadences of disruptive innovation. Innovation doesn't only happen in an R&D facility. It is
about more than just the technology and telling the market
the cool thing the organization has created. Second Playbook
innovation happens at the interface of the business, the
market, and host of supplier or competitor relationships. This
shift creates sharp differences in the cadence of innovation,
how success is measured and even how capital is allocated.
Leaders who have grown up within the legacy way of innovating have to be able to flourish in this new context. Moreover,
organizations that have long-cherished systems for funding,
staffing and measuring progress within the legacy model of
research and development need to create clarity for themselves, managers and employees on how and why this way of
innovating is different from the past, where the past methods
still fit and how the "new" will be measured.
When looking at all of these impacts, senior HR leaders
can help clarify this conversation-or force it if operators are
blowing past it in their haste to get to execution-by asking
several critical questions. We suggest these four as a starting
point:
1. In the places we are pushing our business to be different,
have we stepped back to ask what operating conditions
and specific leadership behaviors will make us successful?
2. What is holding our people back from being an integral
part of executing against the strategy?
3. How can we allocate capital in a continuous cycle, rather
than in annual or multi-year R&D budgets, where hitting
milestones triggers the next level of investment, encouraging, and incenting employees to innovate and execute?
4. If we fail at moving our transformation at the speed we
intend, what internal factors will have stopped us?

Themes in Emerging Second Playbooks

Developing a second playbook is an intentional act. The
force of the legacy playbook is often so powerful that without
a clear, deliberate declaration that this is what is required
to win in the future, the probability of successful change is
hampered. While each company's second playbook will be
different, a number of common themes have arisen across
more than 50 use cases in the past three years:7
* Leaders must make ambiguity concrete.
* Leaders must demonstrate to the organization that the
journey is directional and the journey itself will provide
opportunities to define the future.

Change becomes inevitable when
disruption is everywhere.
* Leadership principles must be articulated in clear business
terms and linked directly to the strategy execution.
* Emphasis must be placed on time management on the
right things and leave legacy distractions behind. And,
starting from the top, leaders must show courage to break
through the barriers that inhibit collaboration.
* Leaders must make being part of and leading highperforming teams and teams of teams a priority.
* Leaders need to recognize the value of the changing workforce and be intentional in how they incorporate this as an
asset to advance the business.
All of this must happen while preserving that which protects your core business. Easy, right?

The Role of HR

This is a win or lose moment for HR. Technologies are
coming-but are still one to three years away-that will start
to map organizational choke points and leverage points for
executives. Once that skill becomes as simple as a download
from the cloud and an IT implementation, HR will have
missed an opportunity to make a major business leadership
contribution at a pivotal point for most organizations. HR
can own this territory. Developing a second playbook operationalizes the very leadership attributes that drive enterprise
transformation.
VOLUME 40 | ISSUE 3 | SUMMER 2017

17



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
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