Apr 18 - May 8Phase 1May 8 - 27May 28 - Jun 5
A large part of creating adaptability is fostering awareness and understanding of opportunities and challenges that drive the need for adaptability. Many companies have used rotation programs to provide entry-level new hires exposure to different parts of the business. Once "settled" in an area, people build greater depth in that function and can lose site of the bigger picture. Leadership development programs/talent management efforts select individuals to move to new parts of the business in order to gain broader business experience. Diverse teams are pulled together to fix problems or innovate new products/services/businesses. The pieces exist -- they just aren't integrated.
Cross-pollenate and cross-fertilize throughout the lifecycle of work -- an "on-the-job sabbatical". Help to expand experiences and perspectives by creating connections through rotations (both inside and outside the organization). Build into each employee's responsibilities, annual "visits" to other areas where employees can bring their perspectives to the problems faced elsewhere AND gain knowledge, perspective, and interpersonal connections to help them make shifts in their "regular" jobs. Make this part of the expectation from the time someone enters the business and throughout their careers. Ensure that non-client-facing folks gain external/client experience in this way. These short-term "visits" can spur innovation, while keeping the engine running.