Management 2020 The Commission on the Future of Management and Leadership July 2014 Management 2020,...

Management 2020, CMI, July 2014

Management 2020The Commission on the Future of Management

and LeadershipJuly 2014


In 2013, the All-Party Parliamentary Group on Management (APPGM) decided to investigate how management and leadership in the UK will need to change by 2020 to deliver sustainable economic growth.

The Commission on the Future of Management and Leadership was created with the Chartered Management Institute (CMI) to pursue that inquiry, bringing together members of both Houses of Parliament, across the main parties, with leaders from a wide range of sectors.

The Commission considered evidence from academic experts, vibrant entrepreneurs, up-and-coming young managers and world-renowned business leaders alike.

Background


The challenges we face

› Poor management and low productivity in the UK› New ways of working by Generation Y› Lack of management training› Technology› Globalisation› Long-term sustainability

Management 2020

1 000 000 NEW MANAGERS NEEDED BY 2020

Pathways to progress



Management 2020

Purpose: What social benefits does the organisation exist to achieve and how are its leaders held accountable for these aims?

People: How does the organisation prepare managers and leaders at all levels?

Potential: How does the organisation support the next generation of managers and leaders?

Key areas of good practice were distilled.


The 2020 Benchmarking Tool

We surveyed 2.113 managers (split amongst CMI members and non members) asking them to score out of 10 on each indicator. The results are on the graph above.


Purpose

› ‘CEO is rewarded for delivering value to all stakeholders’ –

only 37% overall in the UK

› ‘Feedback mechanisms exist to escalate bad news’

51% overall in the UK

› Size matters:

› 36% of SMEs define and publish their commitment to

employees versus 58% of large organisations

The problem

Paul Polmanchief executive, Unilever

“Our model is built on a total value chain approach, on growing our business, reducing our environmental impact, reaching a billion people with health and well-being programmes and moving our whole business to sustainable sourcing. We do this on the basis of common purpose.”



purpose

› Define long-term goals

› Track annual progress towards the overall

purpose

› Reward CEOs and top team on the basis of value

they deliver to all stakeholders

The solution


people

› Management training is too little and too late – only

23% of organisations in the UK are good/very good at

training new managers in management and leadership

› Mentoring and coaching is very limited

› SMEs better at learning from mistakes

The problem


people

› Train all staff being promoted into management

› Use mentoring and coaching

› Support off-the-job development opportunities

› Assess people on their behaviours, not just results

› Learn from mistakes, encourage risk-taking & innovation

› Champion diversity

The solution


potential

› Weakest area – average score 5.2

› Key failing: recruitment of young people and school

leavers

› Only 17% are good/very good at setting targets to focus

on recruitment of young people

The problem

KIM WINSER OBEFounder, Winser London

“Every division of the company adds to the existing talent with university leavers, school leavers, or career-break women wanting to get back into business.”



potential

› Offer work placements for young people › Set targets and report on work with schools, colleges

and HE› Set targets to focus recruitment on young people› Support others in the supply chain and local community› Collaborate across sectors - exchange people & ideas› Support management apprenticeships

The solution


The management 2020 benchmarking tool

Benchmark your organisation against 3 key areas:

› Purpose› People› Potential

See how your organisation compares to the UK averagewww.managers.org.uk/management2020

Management 2020 The Commission on the Future of Management and Leadership July 2014 Management 2020,...

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