People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
We also need to proactively build
these internal partnerships if we
are going to make content dynamically available to our people over
public cellular or WiFi networks
on devices that travel the world
with them. HR gets to take on cybersecurity as if our lives depend
on it, because they could.
This is more complicated for international organizations, because data privacy laws vary significantly from
country to country. It means that in the IoP world, human resources will need to deepen our partnerships with
legal, compliance, and information security to ensure
we stay compliant wherever our people are in the world.
Capitalize on IoP
Embrace what IoP makes possible for HR, learning
and development, your employees, and your organization.
Be social. Focus on connecting people with each
other instead of with content.
Be personal. Leverage the data to tailor every
experience to the individual, not the job/role.
Be proactive. Stop waiting. Go for it! Dare to be
an early adopter or even an innovator. Build relationships before you need them.
Be predictable. Get specific about the definition
of success and any expected behaviors, and
then unleash employees so they can iterate and
get you there.
Be porous. Stay open to new ideas, and try out
new behaviors to see what works.
In the software application world,
predictability is about specifying the
expected behavior. For HR in the
IoP world, being predictable means
clearly defining what success is and
articulating the types of behaviors
expected from employees-for example, being collaborative. It means
setting goals and holding everyone
accountable to them, providing
employees with the training and
performance tools that allow them
to succeed, and celebrating wins
and learning from failures.
Being predictable does not mean
being rote and working within traditional silos. It does not
mean dictating processes and procedures in the way organizations have in the past. Business is moving too quickly
and markets are being disrupted too frequently to yoke your
employees with outdated ways of thinking and acting.
Being predictable does mean empowering employees to
deliver results so our stakeholders and customers know they
can rely on us amidst all the change. And before you know it,
it is time to change again
In addition to the four competencies suggested by the IoP
software development model, there is one more.
FerrazziGreenlight founder Keith Ferrazzi, author of the
New York Times bestselling books Never Eat Alone and Who's
Got Your Back, coined the term "porosity" as a measure of
openness to change. Porosity, which has both a mindset
and a behavioral component, means being open to new
ideas and willing to try new practices in support of living
those ideas. As leaders in HR and our organizations, we
get to model what it means to be porous. We get to initiate
dialogue, take chances, and experiment with new ways of
With the rate of change increasing according to Moore's
Law (i.e., exponentially), leaders-both inside and outside of HR-who are committed to growing at the pace of
change will be wise to develop all five key competencies so
they can adapt to life in the IoP.
Andrea Lipton is director of learning strategy and intellectual
property at Ferrazzi Greenlight. She can be reached at andrea.
VOLUME 40 | ISSUE 3 | SUMMER 2017