Leadership 2030: Building the Leader of the Future

1,575 views

Published on

TLNT Webinar from 1/25/2012, presented by Georg Vielmetter and Signe Spencer.

Published in: Business, Technology
1 Comment
4 Likes
Statistics
Notes
No Downloads
Views
Total views
1,575
On SlideShare
0
From Embeds
0
Number of Embeds
293
Actions
Shares
0
Downloads
84
Comments
1
Likes
4
Embeds 0
No embeds

No notes for slide
  • GEORG TO ASK SIGNE IF SHE HAS ANY ADDITIONAL COMMENTS AFTER HE COVERS CONTENT ON THIS SLIDE
  • GEORG TO ASK SIGNE IF SHE HAS ANY ADDITIONAL COMMENTS AFTER HE COVERS CONTENT ON THIS SLIDE
  • SIGNE TO TAKE THIS SLIDE Add “ more complex matrixed structure is often the result of globalization’ and there is a need for faster more agile decision making- but this leads to question of who has authority to make what decision? And the result can be no decisions at all Or photo with a group of peope looking confused and/or pointing to each other
  • SIGNE TO TAKE THIS SLIDE Very different to the traditional
  • SIGNE TO TAKE THESE SLIDES
  • SIGNE TO TAKE THESE SLIDES
  • SIGNE TO TAKE THESE SLIDES
  • Photo: speaker standing up, with audience
  • Photo, lively discussion around a table
  • greater demands due to faster-
  • SIGNE TO ASK GEORG IF HE HAS ANY ADDITIONAL COMMENTS AFTER SHE COVERS CONTENT ON THIS SLIDE
  • Leadership 2030: Building the Leader of the Future

    1. 1. In the past, even the future was better. Karl Valentin, comic
    2. 2. Leadership 2030 The impact of megatrends on leadership 25 January 2012 GEORG VIELMETTER AND SIGNE SPENCER
    3. 3. Agenda 1 2 The world in rapid change mode Hay Group’s research on the future of leadership Five megatrends that will change the future of leadership Agile organizations, post-heroic, overwhelmed leaders 3 4
    4. 4. 01 <ul><li>The world in rapid change mode </li></ul>
    5. 5. Number of mobile phones that will have access to the internet, in 2020 all
    6. 6. Active facebook users in millions 2006 2010 5 500+
    7. 7. Peak oil: year when the maximum rate of global conventional crude oil extraction is reached 2006
    8. 8. China’s demand for oil in million tons 2006 2020 350 600
    9. 9. Group of the elderly (65+) in the industrialized world in per cent 2005 2050 15 26
    10. 10. Number of Western industrial countries among the 10 biggest economies 2009 2050 7 3
    11. 11. Biggest economy GDP at MER (constant 2009 US$bn) 2009 2050 USA 14,256 3 x China China 51,180 50% bigger than USA
    12. 12. 02 <ul><li>Hay Group’s research on the future of leadership </li></ul>
    13. 13. What are megatrends? <ul><li>Megatrends are long- term transformational processes on a global scale, with a broad scope and dramatic impact </li></ul>Observable over decades, they can be projected with a high degree of probability at least 15 years into the future Time They affect all regions and stakeholders, including governments, individuals and businesses Reach They fundamentally transform policies, society and the economy Impact
    14. 14. 03 <ul><li>Five megatrends that will change the future of leadership </li></ul>
    15. 15. Megatrend 1: globalization 2.0 <ul><li>Key characteristics </li></ul><ul><ul><li>Increasing globalization </li></ul></ul><ul><ul><li>Shift in economic balance of power to Asia </li></ul></ul><ul><ul><li>Rise of a global middle class </li></ul></ul><ul><ul><li>‘ Re-regionalization’ and ‘glocalization’ </li></ul></ul>
    16. 16. Megatrend 2: climate change and environmental impacts <ul><li>Key characteristics </li></ul><ul><ul><li>Rising CO2 emissions and temperatures </li></ul></ul><ul><ul><li>Environmental problems and growing industrial and residential waste </li></ul></ul><ul><ul><li>Greater environmental responsibility and accountability </li></ul></ul><ul><ul><li>Growing scarcity of strategic resources such as water, minerals, metals and fossil fuels </li></ul></ul><ul><ul><li>Rising investment in clean technology </li></ul></ul>
    17. 17. Megatrend 3: individualization and value pluralism <ul><li>Key characteristics </li></ul><ul><ul><li>Individualism as a global phenomenon </li></ul></ul><ul><ul><li>Value pluralisms: work-life balance, self fulfillment and self-expression, values-driven engagement </li></ul></ul><ul><ul><li>Rise of the creative class </li></ul></ul><ul><ul><li>From mass to micro markets </li></ul></ul><ul><ul><li>Decline of loyalty to organizations </li></ul></ul>
    18. 18. Megatrend 4: digital lifestyle and work <ul><li>Key characteristics </li></ul><ul><ul><li>New media conquer work and private life </li></ul></ul><ul><ul><li>Individuals are ‘always on’ </li></ul></ul><ul><ul><li>Public / private divide gets blurred </li></ul></ul><ul><ul><li>Changing relationship networks: fewer strong, more loose connections </li></ul></ul><ul><ul><li>Power shift to digital natives </li></ul></ul>
    19. 19. Megatrend 5: demographic change <ul><li>Key characteristics </li></ul><ul><ul><li>World population growing and ageing, but demographic imbalances </li></ul></ul><ul><ul><li>Aging society demands generational leadership </li></ul></ul><ul><ul><li>War for talent, brain drain, brain cycle </li></ul></ul><ul><ul><li>Increasing migration; will drive cultural diversity </li></ul></ul>
    20. 20. 04 <ul><li>Agile organizations, post-heroic, overwhelmed leaders </li></ul>
    21. 21. Five key challenges for organizations of tomorrow 1 <ul><li>Agility: where is the decision authority? </li></ul><ul><li>A more matrixed structure is often a response to ‘glocalization. ‘ Transparency and clarity about how decisions are made is key. </li></ul><ul><ul><li>- Which decisions are global and which decisions are local? </li></ul></ul>
    22. 22. Five key challenges for organizations of tomorrow 2 Re-definition of the workplace: flat, decentralized, mobile, virtual, cross-x , appreciating pluralism Very different from the traditional workplace- less ‘vertical’
    23. 23. Five key challenges for organizations of tomorrow Complexity of collaboration: global/local, inter-generational, diverse, virtual, inter-corporate Will require new forms of leadership, much more listening and adaptation to different groups and individuals Can lead to more innovation, if done well 3
    24. 24. Five key challenges for organizations of tomorrow 4 Growing costs: resources, sustainability, scarcity of people Various forms of stewardship become more important: green initiatives, talent management
    25. 25. Five key challenges for organizations of tomorrow Organizational adaptations to create loyalty: sustainable, needs based (individualized, age, gender, culture, values) A sense of shared purpose can bring people together, bring out the best in them. 5
    26. 26. These challenges will require a new leader <ul><li>The organization moves from: </li></ul><ul><ul><li>Hierarchical </li></ul></ul><ul><ul><li>Stable </li></ul></ul><ul><ul><li>Silos </li></ul></ul><ul><ul><li>Highly defined roles and accountabilities </li></ul></ul><ul><li>To </li></ul><ul><ul><li>Flexible </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>Diverse </li></ul></ul>
    27. 27. The leader moves from… <ul><li>Standing up and telling people what they need and what to do </li></ul>
    28. 28. To: leadership as <ul><li>“ Lets sit down together and figure this out” </li></ul>
    29. 29. Five key features of the leader of tomorrow 1 Conceptual and strategic thinking “ There is so much to know about, to think about, challenges and opportunities can come from any direction.”
    30. 30. Five key features of the leader of tomorrow 2 Ethics: integrity, sincerity, intellectual openness “ Getting things done is based on personal credibility and trust.”
    31. 31. Five key features of the leader of tomorrow 3 Loyalty creation - meaning and identity economics “ What is our larger purpose as an organization? How do we contribute to that purpose?”
    32. 32. Five key features of the leader of tomorrow 4 Leadership of heterogeneous and diverse teams “ It’ s all about understanding and leveraging our different viewpoints .”
    33. 33. Five key features of the leader of tomorrow 5 Real, power-sharing team work inside and outside of the organization “ I’m not the smartest person in the room – but I can bring smart people together.”
    34. 34. Questions?
    35. 35. Contact us <ul><li>Georg Vielmetter </li></ul><ul><ul><ul><li>+49 30 2 63 97 97 0 </li></ul></ul></ul><ul><ul><ul><li>[email_address] </li></ul></ul></ul><ul><li>Signe Spencer </li></ul><ul><ul><ul><li>+1 617 425 4508 </li></ul></ul></ul><ul><ul><ul><li>[email_address] </li></ul></ul></ul>

    ×