key challenges for the resilient organisation
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Key challenges for the resilient organisation. Leadership 2030. 7 th June 2012. Hay Group’s research on megatrends and organisational implications. 01. What are megatrends? . Megatrends are long- term transformational processes on a global scale, with a broad scope and dramatic impact. - PowerPoint PPT PresentationTRANSCRIPT
Key challenges for the resilient organisationLeadership 2030
7th June 2012
Hay Group’s research on megatrends and organisational implications
01
3© 2012 Hay Group. All rights reserved
What are megatrends?
Megatrends are long- term transformational processes on a global scale, with a broad scope and dramatic impact
Observable over decades, they can be projected with a high degree of probability at least 15 years into the future
TimeThey affect all regions and stakeholders, including governments, individuals and businesses
ReachThey fundamentally transform policies, society and the economy
Impact
4© 2012 Hay Group. All rights reserved
What did we want to find out?
We identified megatrends that will have the greatest impact on organisations and leadership over the next decade, and worked with Z-Punkt, a Cologne–based foresight company, to spell them out. We wanted to know how these megatrends will change working and leadership
practices at three different levels:
Corporate environment
Organisation
Individual and teamMegatrend
Megatrend
Megatrend
5© 2012 Hay Group. All rights reserved
Megatrend 1: globalisation 2.0
Key characteristics Increasing globalisation Shift in economic balance of power to Asia Rise of a global middle class ‘Re-regionalisation’ and ‘glocalisation’
6© 2012 Hay Group. All rights reserved
Megatrend 2: climate change and environmental impacts
Key characteristics Rising CO2 emissions and temperatures Environmental problems and growing
industrial and residential waste Greater environmental responsibility and
accountability Growing scarcity of strategic resources such
as water, minerals, metals and fossil fuels Rising investment in clean technology
7© 2012 Hay Group. All rights reserved
Megatrend 3: individualisation and value pluralism
Key characteristics Individualism as a global phenomenon Value pluralisms: work-life balance, self
fulfillment and self-expression, values-driven engagement
Rise of the creative class From mass to micro markets Decline of loyalty to organisations
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Megatrend 4: digital lifestyle and work
Key characteristics New media conquer work and private life Individuals are ‘always on’ Public / private divide gets blurred Changing relationship networks: fewer
strong, more loose connections Power shift to digital natives
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Megatrend 5: demographic change
Key characteristics World population growing and ageing, but
demographic imbalances Aging society demands generational
leadership War for talent, brain drain, brain cycle Increasing migration; will drive cultural
diversity
Agile organisations, post-heroic, overwhelmed leaders
02
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The employee life cycle evolves, or at any rate changes…
Hire Retire
“Any customer can have a car painted any colour that he wants so long as it is black” Henry Ford
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“Where do you want to go today?” Microsoft
Recruit Assess Selection Develop Move on
…x5 x10?
The employee life cycle evolves, or at any rate changes…
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“The future is already here – it's just not very evenly distributed”
William Gibson
Value? Find
Next?
Onboard Check Webutation
The employee life cycle evolves, or at any rate changes…
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Webutation…
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Key challenges in becoming a resilient organisation
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Agility: where is the decision authority?
Re-definition of the workplace: flat, decentralised, mobile, virtual, cross-x, appreciating pluralism
Complexity of collaboration: global/local, inter-generational, diverse, virtual, inter-corporate
Growing costs: resources, sustainability, scarcity of people
Organisational adaptations to create loyalty: sustainable, needs based (individualised, age, gender, culture, values)
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What will not change
Results Hierarchy
Relationshipstrust face to face leaders
Need for leaders
Security
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Five key features of the leader of tomorrow
Conceptual and strategic thinking
Ethics: integrity, sincerity, intellectual openness
Loyalty creation - meaning and identity economics
Leadership of heterogeneous and diverse teams
Real, power-sharing team work insideand outside of the organisation
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Become technologically savvy
Become even more strategic
Understand human limitations – what is possible and what is not
Manage expectations
Connecting across organisations
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Top five for HR
What the best are already doing
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The unevenly distributed future: what the best are already doing
Leadership starts early and is available to all
Collaborative technology widely used
Creating a glocal leadership team
Development is targeted and individuated
Focus on family/CSR/ work from home