{"id":179,"date":"2021-11-17T05:53:39","date_gmt":"2021-11-17T05:53:39","guid":{"rendered":"https:\/\/tt100.org\/?page_id=179"},"modified":"2025-08-13T11:11:14","modified_gmt":"2025-08-13T11:11:14","slug":"tips-framework","status":"publish","type":"page","link":"https:\/\/tt100.org\/index.php\/tips-framework\/","title":{"rendered":"Tips Framework"},"content":{"rendered":"\n \n \n
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Tips framework
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The Emergence of and engaged, agile and aligned workforce<\/b>\n
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TIPS ARTICLES
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The Management of Technology (MoT)<\/b>\n <\/h4>\n

The Management of Technology is all about the `tools\u2019 and metrics organisations use to gain competitive advantage. Simplistically it is \u201ca way of doing things better\u201d and may involve the use of anything from computers and hi-tech, to project management processes, to simple hand-held tools. In this context, we refer to the small \u201ct\u201d in technology where organisations manage their technology to best position their products or services to maximise their market share.<\/p>\n <\/div>\n <\/div>\n

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The Management of Innovation (MoI)<\/b>\n <\/h4>\n

The Management of Innovation is all about how an organisation stimulates and capitalises on the ideation process to develop an innovative product, service or system which has either commercial or social value. It\u2019s about hard metrics such as income generated from new products, processes, services or systems as well as success rates in commercialising new offerings.<\/p>\n <\/div>\n <\/div>\n

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The Management of People (MoP)<\/b>\n <\/h4>\n

The Management of People is all about the human interface. It embraces both the employee and the end user. It is about the processes that organisations deploy in the development of their human capital, and how they retain and re-skill existing employees, how they incentivise their people and how they plan for succession to ensure organisational longevity.<\/p>\n <\/div>\n <\/div>\n

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Systemic Thinking<\/b>\n <\/h4>\n

This is the process of synthesis, where systemic integration of all organisational activities and performance is used to create solutions, and where a hyper-competitive re-design of the landscape may occur.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n

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Management of People<\/h2>\n

Reflections\non the Management of People \u2013 results from the tt100 Business Innovation Awards\nProgramme (2020 to 2023)<\/b>\n <\/h4>\n

1.1 Background<\/b> Our business\nlandscape, as we know it, is ever evolving. \nDuring the past ten years there has\nbeen a shift globally from an industrial market economy to a networked creative\neconomy, which requires, amongst others, more independent workers with\ninitiative, creativity and passion.  Table\n1 (Jarche, 2015) captures the implications of the shift from an industrial\nmarket economy to a creative networked economy in terms of core ideas,\ntechnology developments, organisational modelling, knowledge distribution and\nbusiness ideology.\n <\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n

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Table 1: Representation of the shift from an industrial market economy to a creative
networked economy\n <\/p>\n

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Concept<\/th>\n Industrial Economy<\/th>\n Creative Economy<\/th>\n <\/tr>\n <\/thead>\n
Core ideas<\/td>\n Tangible Goods
Best Practices
Standardisation\n <\/td>\n 		Intangible Services
Emerging Practices
Transparency in changing work practices\n <\/td>\n <\/tr>\n
Technology<\/td>\n Centralised Factories -
Mass Production\n <\/td>\n 		Internet - Mass
Customisation\n <\/td>\n <\/tr>\n
Organisational\nModel<\/td>\n Centralised and Fixed<\/td>\n Decentralised and Dynamic<\/td>\n <\/tr>\n
Knowledge\nDistribution<\/td>\n Business Schools \u201cMBA\u201d \u2013
expert generalists and
specialists\n <\/td>\n 		Professional Networked
Communities\n <\/td>\n <\/tr>\n
Business Ideology<\/td>\n Science of Management -Hierarchies, standardised practices, specialised tasks and jobs, planning and control, predominantly extrinsic<\/td>\n Managing Complexity \u2013 Understanding complexity and the necessity to continuously probe-sense-respond and engage workers by enabling autonomy, mastery and a sense of purpose.<\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n <\/div>\n <\/div>\n <\/div>\n
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It is against this\nbackground that tt100 in collaboration with The Da Vinci Institute<\/a> identified a\nneed to revisit existing management and leadership frameworks in terms of the\nManagement of People, the Management of Technology, the Management of\nInnovation and Systemic\nThinking principles and practices<\/a>\n [PS1]<\/a> . An engagement with both local and global emerging,\nsmall, medium and large entities, over a period of ten years, accentuated the\nneed to reflect on existing management and leadership principles and practices,\nto inform the co-creation of relevant performance solutions. \nFor\npurposes of this article the TIPS™ Managerial Leadership Framework (2020) provides\na managerial leadership awareness of the multiple sub-systems at play within\nsociety, including the workplace, evoking a re-think of existing principles and\npractices informing work performance. In applying this complex framework,\nindividuals are afforded an opportunity to make sense of how the Management of\nTechnology, the Management of People, and the Management of Innovation within a\nSystems Thinking context may impact their entity\u2019s performance. In doing so,\nthe emergence of additional and\/or similar managerial leadership practices and\ncompetencies may afford individuals the opportunity to co-create alternative\ninterpretations, perspectives and\/or conceptual frameworks to cooperatively\nnavigate change and add new knowledge to the domain.\n <\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n

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Figure 1: The TIPS™ Managerial Leadership Framework<\/b>\n
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\n The\nseven layers of the TIPS™ Managerial Leadership Framework offer a multi-focal\nlens into emerging realities as illustrated by Figure 1. <\/span>\n
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1.2<\/b>       The Management of People:<\/b> The Management of\nPeople is a central pillar that drives organisational performance, growth,\ninnovation and long-term success. Over the years, the tt100 award-winning\ncompanies have demonstrated that effective people management practices go\nbeyond traditional human resource practices. Effective people management\nextends into strategic realms where talent is aligned with technology drivers\nand where engagements are fostered to optimise innovation. \nThis article explores\nthe practices of tt100 winners across emerging, small, medium and large enterprises\nfor the period 2020 to 2023, offering a comprehensive analysis of how these\norganisations have excelled in the Management of People. <\/b>\n
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1.2.1   Facilitating engagement and agility:<\/b> From the\nTIPS™ Managerial Leadership\nFramework, it seems that an overlap\nbetween the Management of People and the Management of Technology could allow\nfor the emergence of principles and practices that result in organisations being\nmore aligned<\/b> towards external developments and challenges. On the other\nhand, an overlap between the Management of People and the Management of\nInnovation may result in organisations being more engaged<\/b>, both within\nand externally.   <\/b>\n
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1.2.1.1 Emerging organisations:<\/i> Emerging\norganisations often face the dual challenges of rapid growth and limited\nresources, making people management crucial for their success. The 2022 WHC\n(Water, Hygiene, Convenience) tt100 winner in this category exemplifies how a\npeople-centred approach can transform an organisation\u2019s potential and drive its\nsuccess. By investing in continuous employee development and promoting a\nculture of innovation, WHC has promoted engagement <\/b>amongst its\nworkforce, ensuring continuous participation in the WHC business strategy and\ndirection.\nAt WHC, employees are\nviewed not just as resources but as critical drivers of innovation. The\ncompany\u2019s ability to pivot during crises, such as the COVID-19 pandemic, was\nlargely due to its strong focus on employee readiness and resilience. Through\ncross-functional collaboration and the empowerment of frontline staff, WHC\nensured that every level of the organisation was engaged in problem-solving and\nthe development of innovation-related strategies. This approach minimised\ndowntime and enhanced the organisation\u2019s capacity to adapt to market\ndisruptions, thereby ensuring business continuity.\nStrategically, WHC's\napproach highlights the importance of workforce flexibility in emerging\nbusinesses. By cultivating a culture of learning, change and adaptability, they\nwere able to link their human capital with market demands, demonstrating that agility<\/b> is a critical lever for competitiveness in emerging organisations. 
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1.2.1.2  Small organisations:<\/i><\/i> In the small\norganisation category, Mochocho IT, the tt100 Management of People winner in\n2020, demonstrated how the empowerment of employees can lead to alignment with\ntechnological requirements and enhanced business outcomes. Mochocho\u2019s strategic\napproach to people management in predominantly rural settings focused on\ncreating an environment that combines humanity and structure in a way that\npromotes engagement<\/b>. The human factor manifests in the attention paid to\nemployees\u2019 well-being, such as by providing daily meals and being aware of their\npersonal and family circumstances. Structure is created through induction and\ntraining on company culture and policies, ensuring alignment<\/b> with the\norganisation\u2019s business and governance goals. \nFrom a human\nresources perspective, this approach exemplifies the imperative to practise people\nmanagement so that individual contributions are in synchrony with the\norganisation\u2019s overall technology drivers<\/b> and innovation requirements<\/b>. By ensuring that employees have the freedom to\nexplore new ideas within a structured framework, Mochocho delivered\nsignificant advancements in customer service and operational efficiency. \nAt Tlotlokgolo\nBusiness Investments, a winning entry for Systems Thinking in 2022, a similar\napproach was taken, with a heightened focus on employee development and\nupskilling. The company strategically invested in enhancing its employees'\nskills to meet the challenges of a rapidly changing market. This approach not\nonly boosted employee engagement <\/b>but also ensured that the organisation\nremained competitive by continuously re-aligning itself to changing\ncircumstances (primarily of a technological nature). Its success underscores\nthe importance of developing internal capabilities in small organisations,\nwhere human capital often represents a significant portion of the\norganisation\u2019s resources. \n 
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 1.2.1.3 Medium\norganisations:<\/i><\/i> Medium-sized\norganisations face unique challenges in scaling their operations while\nmaintaining their innovative edge. For organisations in this category, such as Accsys,\nthe 2021 tt100 Management of People winner, the key to success lies in their ability to rapidly adapt\ntheir people management practices to the evolving demands of the market. This\ncompany demonstrated exceptional agility<\/b> in transitioning to a fully\nremote workforce during the early stages of the COVID-19 pandemic.\nTheir strategic focus\non technology-enabled people management allowed them to develop new products\nswiftly, such as thermal and mask detection systems, to meet urgent market\nneeds. The rapid development of these systems was made possible by a highly\nskilled and motivated workforce,\nnurtured through ongoing professional development initiatives.\nFrom a strategic HR\nperspective, this underscores the importance of organisational adaptability and\nthe need for HR leaders to foster a culture where employees are both willing and able to embrace\nchange. Through maintaining a focus on employee agility, medium-sized\norganisations can remain competitive by being capable of aligning<\/b> their\nbusiness interest with technology demands, especially during times of crisis. \nAizatron, a winning\nentry for Management of People in 2022 and 2023, demonstrated how aligning<\/b> talent development with technological innovation can ensure sustained\ncompetitiveness in volatile industries while applying smart technologies,\nparticularly artificial intelligence-based technologies, to encourage social\nentrepreneurship and solve societal problems. \n 
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1.2.1.4 Large\norganisations:<\/i> In the large\norganisation category, the 2021 Management of People winner, Netstar, has\ndemonstrated that structured and continuous employee development is crucial for\nsustaining long-term growth. The company has implemented a comprehensive talent\ndevelopment strategy, which includes leadership development programmes,\nsuccession planning and continuous learning opportunities for all employees. In\nthis way, Netstar ensures that its workforce is with the\nskills needed to drive both innovation and operational excellence, thereby\ndemonstrating the ability to align with ongoing developments and engage<\/b> their peers and customers in developing just-in-time performance solutions for\ntheir customers.\nFrom a strategic HR\nperspective, large organisations like Netstar benefit from integrated talent\nmanagement systems that link individual performance with broader business\ngoals. This alignment<\/b> ensures that every employee understands their role\nin the company\u2019s success, fostering a sense of ownership and accountability.\nAdditionally, Netstar\u2019s commitment to fostering a collaborative culture has\nenhanced its ability to innovate, as employees are encouraged to engage<\/b> and share ideas across departments and levels.\n 
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1.2.2   Principles and<\/b> p<\/b>ractices: <\/b>The\nemergence of agile and engaged behaviours constitutes the integration of core principles\nand practices, informing how\nactions at work emerge and ultimately directing prospective managerial leaders\nhow to show up at work. These behaviours should be demonstrated continuously\nand over time, as required to effectively execute mutually agreed\naccountabilities and responsibilities at work.
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The following managerial leadership principles seem to emerge once the eco-systemic linkages underlying the Management of Innovation and the Management of People processes are established:
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1.2.2.1  Demonstrating social and emotional\nintelligence<\/i>  \nThis process involves the\nability to connect and directly to self and others. It also\ninvolves the ability to sense and stimulate reactions and desired interactions\nfrom co-workers and stakeholders to achieve the anticipated business outcomes\n(tt100, 2024).  <\/i> 
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1.2.2.2 Probing reflective engagements<\/i>  \nThe term \u201creflective observation\u201d derives\nfrom the work of Dewey (1910) and Schein (1983) and Kolb (1984). Dewey (1910)\nstates reflection refers to \u201c... the active, persistent and careful\nconsideration of any belief or supposed form of knowledge in the light of the\ngrounds that support it.\u201d  Dewey (1910)\nalso indicates that being reflective \u201c...enables us to direct our actions with\nforesight \u2026 enables us to know what we are about when we act.\u201d  The inference here is that knowledge\nworkers\/artisans could develop a questioning approach towards probing problems\nand reflect on why things are as they are, and how they could be. 
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 1.2.2.3 Applying computational thinking <\/i>  \nPeople applying\ncomputational thinking tend to demonstrate the capability to translate vast\namounts of data into new, revised or alternative concepts and constructs, and\nto incorporate data-based reasoning by applying a combination of algorithmic\nand androrythmic principles. In doing so, such individuals tend to develop sets\nof problem-probing methodologies, processes and procedures, which will\nfacilitate the integration of defined problems, the operating contexts and the\nimplementation of alternative solutions. 
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 1.2.2.4 Personal knowledge mastery: <\/i>The practice of personal\nknowledge mastery includes sensemaking, as the ability to determine the deeper\nmeaning or significance of what is being expressed. This involves the need at\nan individual level to take control of the multitude of existing perspectives\nregarding reality and synthesise such, and articulate these perspectives - with\nthe intent to ground the individual in relation to others. Often, individuals\nsee grounding as a current point in time, which may become restrictive. \nHowever, personal mastery\nis actualised when individuals are not only able to ground themselves in the\npresent, but also envision a future self, thus harnessing past and presence as\nan uninterrupted continuum. \n \nThe following managerial\nleadership practices seem to emerge once the relevant principles underlying the\nManagement of Innovation and the Management of People processes are established:  <\/i> 
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1.2.2.5 Facilitate conversation: <\/i>Conversation is a powerful\nlearning tool. People want to participate in decisions that affect their daily\nwork lives. The practice of facilitating conversations is about a conscious\nchoice to involve the relevant stakeholders participating in the\nproblem-probing process. Business leaders should leverage the interest and talent\nof those around them by including them appropriately in the decision-making\nprocess. In a systems-thinking environment, a business leader would be able to see the sum of the parts\ncontributing to the holistic outcomes. By seeking the involvement of relevant\nstakeholders, various advantages could be leveraged, such as, but not limited\nto, more effective communication, better informed and more quality-orientated\ndecision-making, increased commitment to action and higher levels of trust. \n 
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1.2.2.6 Co-create direction <\/i> Individuals and teams work\nwith greater commitment when they are guided by a vision and believe their\nefforts can make a difference. By sharing their vision and values, business\nleaders keep the mission out front, like a beacon, guiding people toward greater\nachievement. \n 
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1.3 Conclusion:<\/b> The success stories of the tt100 Business Innovation Award winners from\n2020 to 2023 illustrate the pivotal role which people management principles and\npractices could play in driving enhanced business performance and success.\nAcross all organisation sizes, these companies have demonstrated that the\nimplementation of people management-related principles and practices goes\nbeyond HR administration; it is a core requirement for being able to\nparticipate in the creative networked economy. Such participation will\ninevitably enable innovation resulting in greater agility and better alignment with\nbusiness developments related to technology advancements.\nKey takeaways from these companies include the importance of being agile\nand aligning with change. By fostering a culture of innovation and ensuring\nthat employees are equipped to meet future challenges, these organisations have\npositioned themselves for long-term success in an increasingly competitive and\ndynamic business environment.
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Agility<\/h5>\n

Integrates the dynamics of the Management of Technology and the Management of Innovation such, that as the organisation develops, it improves and adapts its technology needs and appropriate innovation is applied to generate real market value and profitability. It is about speed to market, response to changes and ability to cope with new world flexibility.<\/h2>\n <\/div>\n <\/div>\n
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ALIGNMENT<\/h5>\n

Alignment is the integration of the Management of Technology and the Management of People by ensuring that the organisation up-skills (by acquisition or development) the appropriate human capabilities to match, and even exceed the technological needs at any one time. It is measured in terms of total up-skilling costs ensuring that appropriate skills are in place, the integration of technology within the day-to-day business operations, matching technology requirements and skills needs, and developing from within.<\/h2>\n <\/div>\n <\/div>\n
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engagement<\/h5>\n

Engagement integrates the Management of People and the Management of Innovation by way of evaluating the commitment and motivation of people at the workplace. It is measured in terms of the total incentive cost within the organisation and how much people take on personal initiative and accountability.<\/h2>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n
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