Talent and Performance Development
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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch

Championing Limited Metrics and Low Power Culture: Results, High Profits

Championing Limited Metrics and Low Power Culture:  Results, High Profits | Talent and Performance Development | Scoop.it

Svenska Handelsbanken has championed an entirely different way of doing business, and has the profits, loyalty and longevity to prove that it works.

Three years ago, stock market analysts at Sweden’s main business paper set about using data from the London School of Business to find the world’s best performing share since the start of the 20th century.

The answer? Handelsbanken. Ten pounds invested in the Swedish bank in 1900 would have been worth about £20m by 2009, a rise of 1.9m pc. General Electric could manage only an 843,000pc rise.

And if you think the fruits of this astonishing return were limited to an elite club at the bank, you would be wrong.

Handelsbanken has an almost religious devotion to Oktogonen, its profit-sharing scheme. ...Every employee receives an equal share of the bank’s profits as long as it makes a return on equity greater than the average of its peer group.


..branches ....scrutinise [head office] costs. If they are not happy...they make sure the head office ups their game...



The money is then used to buy Handelsbanken shares for each staff member but these can be accessed only when employees reach the age of 60. This ultra-equitable approach means the bank teller whose career is spent cashing cheques will receive the same payout from Handelsbanken on retirement as its chief executive.

Afew other differences:

- It does not pay bonuses, with the exception of a small number of staff in its investment banking arm;

- It has no financial plans;

- The bank sets no sales targets for staff;

- It does not set out long-term goals and has no central marketing budget;

- Even its largest corporate customers must still bank with it at a branch level, and it has no credit scoring system.

...Anders Bouvin, UK chief executive explains....branches decide the costs of the head office. They scrutinise our costs. If they are not happy with the service, they make sure the head office ups their game...[or]...go elsewhere. The branch manager is the king of the bank,” he says.

Read the full post here.   Read more about the unusual 28 year career of Anders Bouvin, here.


Related tools & posts by Deb:


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Deb Nystrom, REVELN's insight:

Sometimes numbers can be a trap.   This is one of two posts featuring this unique, profitable bank that has outperformed MANY competitors.  ~  Deb

Deb Nystrom, REVELN's curator insight, February 18, 2014 7:46 PM

This is a companion article, featuring the graphic shared by Niels Pflaeging on LinkedIn who mentions that  ...."companies like Handelsbanken have ....value creation and informal structures [that] are far more well-curated and developed than in command-and-control organizations."

~  Deb 

Scooped by Deb Nystrom, REVELN

What Can Swarms Teach Us About Teams and High Performance?

What Can Swarms Teach Us About Teams and High Performance? | Talent and Performance Development | Scoop.it

"Do you want your organization to behave in a more collaborative way? For better results, try taking some cues from nature."

The notion of “swarming” to assemble a cross-functional or cross-departmental team, could be considered a key factor in an organization’s ability to develop and thrive.

Gartner described a work swarm as a “flurry of collective activity” to deal with non-routine workplace problems or opportunities. Without this option, organizations can fall short in their quest to respond to stressors (or opportunities) in quickly changing internal and external environments.

....Building a pipeline of talent is imperative with swarming – but this should be developed in a manner that is meaningful. Mapping the skills and strengths of potential team players within relevant industries, becomes a critical goal.

Furthermore, teaming applications (like Jostle), can also help document the evolving skill sets of potential contributors.

Related posts by Deb:

Deb Nystrom, REVELN's insight:

If you want to jump start an exploration of swarming, look at large group methods  that are swarm friendly, including Open Space Technology - photos here.

Also, this article reminds me of the Membership, Control, Goal simple model that helps create movement & synergy in a team.

I'm encouraged by organizations looking seriously into swarming support and creating more  permeable boundaries around formerly rigid roles.   ~  Deb

Deb Nystrom, REVELN's curator insight, August 22, 2013 10:23 AM

Agile Learning include teams including flexible, adaptable conditions, vs. more rigid hierarchies, that allow teams to develop.  ~  D

Deb Nystrom, REVELN's curator insight, November 7, 2013 11:07 AM

A post that gathered interest  right away on the Talent and Performance Development curation stream.  Note the key aspect, "non-routine" workplace problems or opportunities. "

Don't we all have these?  Are we ready to respond to non-standard events, "anti-fragile?"

From  Talent and Performance Development, which also features recent articles on performance metrics and management (reinvention.)

~  Deb