We need a different type of human being, who is comfortable with change, enjoys change, is able to improvise, able to face with confidence, strength and courage a situation of which he has absolutely no forewarning."
It could have been written today. It was actually written by Abraham Maslow, famous for his Hierarchy of Needs theory, way back in around 1970, before Apple or Dell existed. If it were true then, how much more is it true today?
Technology changed the world of work and the economic environment means we all have to be so much more adaptable and responsive to sustain our businesses. We need fresh ways to attract financing for our businesses, flexible ways of managing costs, faster ways to respond to customer needs so we can be the fittest in this new world - the ones that survive.
Mainstream Renewable Power was brought into this turbulent, cash-starved world in 2008, at the start of a global recession. We operate in eight countries and are seen as world leaders in our field. So how have we managed this in an environment of rapid change - and how could you do the same?
We actively recruit for people who are open to new experiences. We test for it. We hire people Maslow would have loved, because we know they are the ones who won't get thrown by problems. They will be creative in finding solutions, they challenge the status quo, both within the company and across the industry, and they focus on solutions rather than jockeying for position on a corporate ladder. To be perceived as 'not living the values' is not where anyone wants to be.
We have put in place a set of values, and we try to live by them. Staff were involved in selecting them, and we have reviewed them twice already. Values are a bet on the future. They form part of our performance appraisal, and impact on remuneration. They guide how we negotiate deals, how we train our staff, and how we reach our goals. They are frequently referred to in management meetings, and nominations for the quarterly 'Person of the Moment' award are considered in light of them.
We encourage challenging the status quo. We look for new ways of doing things. With support of the Carbon Trust, we applied an oil and gas foundation method to a wind measuring mast in the North Sea to reduce costs. We are working on plans to export some of Ireland's excess wind energy capacity to the UK. We have embraced the concept of 'co-opetition', working closely in key areas with competitors.
Good use of technology has also been key to our success. We share data with auditors and insurers, using secure data rooms, saving time, admin effort, ensuring there is a single version of the truth. When our accounting system was implemented, we insisted every country used the same set-up, so now we have meaningful management reporting in a few days.
So we can make decisions faster. Did I say faster? And so it goes on...
