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ISSUE 175 | contents


CONTENTS EDITOR'S WELCOME


04 Editor's perspective of the subjects covered in this issue


ON THE COVER


In this issue we interview Senior Vice President, Human Resources - Bacardi Limited. Founded in 1862, today, one of the world’s most exciting and desirable brands, prides itself on its seven generations of family private ownership, and has a unique take on engaging its people - called Primos, which is Spanish for cousins - each an ambassador for the iconic black bat that hung from the rafters of the original Santiago de Cuba distillery.


LEGAL UPDATES AND MOVERS & SHAKERS


06 A round up of top tier HR appointments


INTERVIEW 08 Scott Northcutt, Senior Vice President, Human Resources - Bacardi Limited


SPECIAL REPORTS


12 Too big to fail Can big firms act like start-ups?


16 2019: A Space Odyssey How to push back and find time to think


20 GAMIFICATION


20 Game of thrones Gamification has serious neuroscientific clout, and constantly-evolving science behind it


22 Take a virtual reality check Game theory can exist in the physical world


24 Puffed quinoa and chia seeds… or hotdog? Robust gamified approaches has the potential to upend a broken status quo


26 Gaming on another level We start to see the psychology that effectively connects with people and keeps them excited


28 Scott Northcutt shot exclusively for the HRDIRECTOR Cover & Interview photography by Stuart Thomas


COLLABORATIVE WORKING


28 From ivory towers to speed dating Now a collaborative organisation is a key differentiator


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30 Far too close for comfort What is mission critical is a balanced approach that supports but doesn’t smother and stifle


32 A cautionary tale of anticollaboration If only the porcine trio had understood the importance of collaboration and pooled their diverse opinions and capabilities?


34 Even duck quacks reverberate in an echo chamber If a business is populated with people recruited and conditioned with the same mindset, the same “ideas” will bounce around like an echo chamber


36


SUCCESSION PLANNING


36 Planning for the “unknown unknowns”* The trinity of the CEO, CFO and COO still stands firm, but with new ‘chiefs’ and triumvirates of; CIO, CDO and CMO or CPO


38 Big shoes and how to fill them Identifying and developing high-potential employees for advancement into the top roles is not a once in a while activity


40 Puff of white smoke The Pope has died, the four cardinals in line to be his successor have all been kidnapped. Thus, a succession plan that was centuries in the making, undone


42 The axis of simultaneity and succession Succession planning will always fall short if all it addresses is inevitable, immediate change.


43 Revolution negates the existing Intelligent succession planning is the ability to recognise that change is constant


44 DATA & ANALYTICS


44 “And, your very own company abacus…” To live without digital, data-driven HR is to be resigned to some kind of spreadsheet nightmare, mired with inconsistency


46 The mystery machine With huge implications, ninety-three percent of all digital data will be unstructured by 2022


48 Pursuit of the perfect pride How Triumph Motorcycles is finding synergies between human and AI interactions


50 Hire reaches and staying power Now analytics can determine a good hire and pre-empt a valuable employee exiting


51 Receiving the hospital pass How Saracens switched to increasing the probability of winning, by focusing on what can be controlled


TO THE POINT


52 One step forward… We are beginning to see an element of fatigue on the long and frustrating journey to level the gender playing field in the workplace


THE BLOG 54 Highlights from theHRDIRECTOR blogosphere


MAY 2019 | thehrdirector | 3


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