Key challenges for the resilient organisation Leadership 2030 7 th June 2012.
-
Upload
ashlynn-burke -
Category
Documents
-
view
215 -
download
0
Transcript of Key challenges for the resilient organisation Leadership 2030 7 th June 2012.
![Page 1: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/1.jpg)
Key challenges for the resilient organisationLeadership 2030
7th June 2012
![Page 2: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/2.jpg)
Hay Group’s research on megatrends and organisational implications
01
![Page 3: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/3.jpg)
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
![Page 4: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/4.jpg)
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
![Page 5: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/5.jpg)
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’
![Page 6: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/6.jpg)
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
![Page 7: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/7.jpg)
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
![Page 8: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/8.jpg)
8© 2012 Hay Group. All rights reserved
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
![Page 9: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/9.jpg)
9© 2012 Hay Group. All rights reserved
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
![Page 10: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/10.jpg)
Agile organisations, post-heroic, overwhelmed leaders
02
![Page 11: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/11.jpg)
11© 2012 Hay Group. All rights reserved
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
![Page 12: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/12.jpg)
12© 2012 Hay Group. All rights reserved
“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…
![Page 13: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/13.jpg)
13© 2012 Hay Group. All rights reserved
“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…
![Page 14: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/14.jpg)
14© 2012 Hay Group. All rights reserved
Webutation…
![Page 15: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/15.jpg)
15© 2012 Hay Group. All rights reserved
Key challenges in becoming a resilient organisation
2
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)
3
4
5
1
![Page 16: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/16.jpg)
16© 2012 Hay Group. All rights reserved
What will not change
Results Hierarchy
Relationshipstrust face to face leaders
Need for leaders
Security
![Page 17: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/17.jpg)
17© 2012 Hay Group. All rights reserved
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
2
3
4
5
1
![Page 18: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/18.jpg)
18© 2012 Hay Group. All rights reserved
Become technologically savvy
Become even more strategic
Understand human limitations – what is possible and what is not
Manage expectations
Connecting across organisations
2
3
4
5
1
Top five for HR
![Page 19: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/19.jpg)
What the best are already doing
03
![Page 20: Key challenges for the resilient organisation Leadership 2030 7 th June 2012.](https://reader036.fdocuments.us/reader036/viewer/2022062518/56649e105503460f94afb95e/html5/thumbnails/20.jpg)
20© 2012 Hay Group. All rights reserved
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