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Address to Conference Board in Ottawa Canada

Address to Conference Board in Ottawa Canada

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  • John, did we decided to delete this slide?
  • no single culture – more inter-relatedBusinesses must accomodate local culturesCHINA:Might not be forever Japan in 80sJob tracksInternationalization of RMB, unwillingness to relinquish control of currency, fully embrace international markets and their volatility% of pop living in city vs ruralIncrease in wages
  • gross inequalities not helpful; I win-you lose leads to violence and predatory practices. No one nation can think of themselves as MOST important and be successfulEX:
  • Ability to work anywhereVirtual organizationsAdhoc social networksNo social skillsEither no affect or negative emotion
  • Without narrative leadership leaders are victims of stories others tell, WITH IT can affect stories others tellEmail: must be used effectively, positively
  • Elderly (65+) in the industrialised world
  • European populations not replacing themselvesBig growth in developing countries
  • 2012 2050United States 4.7 to 1 2.6 to 1France 3.5 to 1 1.9 to 1Germany 3 to 1 1.6 to 1Japan 2.8 to 1 1.2 to 1UK
  • SASAC conglomerate of 122 chinese state ownedMulti-nationals need Chinese talentNational identities challenged by ethnic diversity
  • John, This is a jpeg, I had to build a “white-out” so that you only see this side.
  • Global leadership development:Multi geographical learning teams with proper mentoring and resources. Some just putting teams together to solve a problem. Little mentoring. Susan Peters from GE will share what they are doingGoing native: Macdonalds in Argentina. The Oreo in ChinaGoing Native:McDonald’s relationship partnersMcDonald’s, Caterpillar: issuing bonds in RMBIUnilever: Multiple ethnic sources of leadershipJnJ: we don’t want just the local person, we want the best person. Source globallyAvoid the “brain cycle”
  • Global leadership development:Multi geographical learning teams with proper mentoring and resources. Some just putting teams together to solve a problem. Little mentoring. Susan Peters from GE will share what they are doingPost Heroic Leadership;Leading people to find meaning in their work and the organization so they have capacity to make decisionsNarrative that creates heroes. People write themselves into the story. Freedom within a contextFind Common purpose; develop common Wisdom around that purpose. Dr. Larry McEvoy, CMO Colorado Springs Memorial Health SystemGoing Native:McDonald’s relationship partnersMcDonald’s, Caterpillar: issuing bonds in RMBIUnilever: Multiple ethnic sources of leadershipJnJ: we don’t want just the local person, we want the best person. Source globallyAvoid the “brain cycle”

Leadership 2030 Keynote A Leadership 2030 Keynote A Presentation Transcript

  • Leadership 2030Preparing for the challenges of the future February 2012
  • Leadership 2030:How future megatrends will change ourworking world
  • Agenda 1 Five megatrends that will change the future of leadership 2 What leaders will have to do differently 3 What the best leaders have always done and should continue to do© 2012 Hay Group. All rights reserved 3
  • 015 megatrends
  • What are megatrends?Long- term transformational processes;  Global scale  Broad scope  Dramatic impact
  • What are megatrends? Long- term transformational processesTime Reach ImpactObservable over Affect all regions and Fundamentallydecades, stakeholders; transform:High degree of • governments • policiesprobability: 15+years • individuals • societyinto the future • businesses • economy
  • Climate ChangeGlobalization Individualization and and Value 2.0 Environmental Pluralism Impacts Digital Lifestyle Demographic and Work Change5 Megatrends
  • 2009 2050 7 3Number of Western industrial countries among the 10 biggest economies
  • Megatrend 1: Globalisation 2.0 Key characteristics  Complex interrelationships  Shift in economic balance of power to Asia  BRIC nations; rising source of capital, consumer spend  Rise of a global middle class (expanding market, more consumers)  „Re-regionalisation‟ and „glocalisation‟© 2012 Hay Group. All rights reserved 9
  • Megatrend 1: Globalisation 2.0 Key Consequences  Different paradigm  Tension must be managed between “global” and “local” Leaders must be able to be successful in cross cultural assignments© 2012 Hay Group. All rights reserved 10
  • 2006Peak oil:When the maximum rate ofglobal conventional crude oil extraction is reached
  • Megatrend 2: Climate Change and Environmental Impacts Key characteristics  Rising CO2 emissions and temperatures  Environmental problems and growing industrial and residential waste  Growing scarcity of strategic resources such as water, minerals, metals and fossil fuels  Inability of governments to agree on solutions, regulations© 2012 Hay Group. All rights reserved 12
  • Megatrend 2: Climate Change and Environmental Impacts Key consequences  Greater environmental responsibility and accountability  Rising investment in clean technology Decision for leaders; wait for a crisis, or head it off?© 2012 Hay Group. All rights reserved 13
  • 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© 2012 Hay Group. All rights reserved 14
  • The employee life cycle Hire Retire© 2012 Hay Group. All rights reserved 15
  • The employee life cycle going forward Move Recruit Assess Selection Develop on© 2012 Hay Group. All rights reserved 16
  • The Protean Career Hall, 1976 Traditional Issue organizational Protean career Career Who’s in Organization Person charge? Core Advancement Freedom, values growth Degree of low mobility high Success Psychological criteria Position, level level© 2012 Hay Group. All rights reserved 17
  • Megatrend 3: Individualisation and Value Pluralism Key consequences  Temporary loyalty  New tools needed to show empathy  Awareness of individual‟s role in social networks critical Leaders must understand how to lead© 2012 Hay Group. All rights reserved 18
  • Megatrend 4: Digital lifestyle and work Key characteristics  New media conquer work and private life  Individuals are „always on‟  Information immediately accessible  Counter / competing story to your narrative© 2012 Hay Group. All rights reserved 19
  • Megatrend 4: Digital lifestyle and work Key consequences:  Public / private divide gets blurred  Changing relationship networks: fewer strong, more loose connections  Power shift to digital natives  Reliance on e-communication, virtual communication Leaders must demonstrate digital empathy through narrative leadership© 2012 Hay Group. All rights reserved 20
  • 2005 2050 2010 15% 50 26%Elderly (65+) in the industrialised world
  • Megatrend 5: Demographic Change Key characteristics  World population growing and aging, demographic imbalances  Increasing migration; will drive cultural diversity  Aging society demands generational leadership© 2012 Hay Group. All rights reserved 22
  • Demographic change: Canada© 2012 Hay Group. All rights reserved 23
  • Demographic change:© 2012 Hay Group. All rights reserved 24
  • Megatrend 5: Demographic Change Key consequences  HUGE demand for leaders in China  Aging European society has economic impact, felt globally  War for talent, brain drain, brain cycle© 2012 Hay Group. All rights reserved 25
  • Your thoughtsWhat will change?What will stay the same?
  • What will not change Need for Results Organization leaders Relationships Security© 2012 Hay Group. All rights reserved 27
  • What will change Network Post-heroic Savvy leaders Building institutions that last© 2012 Hay Group. All rights reserved 28
  • Individuals exist in networks© 2012 Hay Group. All rights reserved 29
  • Individuals exist in networks© 2012 Hay Group. All rights reserved 30
  • Third order relationships 1st 2nd 3rd© 2012 Hay Group. All rights reserved 31
  • Case Study: Before After ONA Overly connected people  Increased new product revenue 22% Invisible network silos  Decreased cost of poor quality 66% Undiscovered expertise  Decreased customer dissatisfaction 24%  Cohesion of organization up 25% U.K. UK Angola Angola Nigeria Brazil Brazil NigeriaCanadaCanada Saudi U.S. Gulf of Arabia U.S. Saudi Arabia Mex Mexico Confidential - Not for Distribution
  • What will change Network Post-heroic Savvy leaders Building institutions that last© 2012 Hay Group. All rights reserved 33
  • What the best are already doing Global Leadership Going Native Development Matrix Leadership© 2012 Hay Group. All rights reserved 34
  • What the best are already doing  Matrix leadership Bombardier, Staples: structure and courses Coherent Matrix Structure Incoherent Matrix Incompetent Matrix Competent© 2012 Hay Group. All rights reserved 35
  • What the best are already doing Global Leadership Going Native Development Matrix Leadership© 2012 Hay Group. All rights reserved 36
  • Leadership 2030:How many post-heroic leaders are possible in yourorganisation?How network savvy are your leaders?Can your leaders create institutions built to last?
  • Questions?© 2012 Hay Group. All rights reserved 38
  • Rewarding for collaboration Does your current compensation If your compensation system does not system reward for collaboration reward for collaboration, is collaboration between senior executives and/or for reflected in non-reward decisions? big cross-divisional company projects? Participants seemed to have Somewhat surprisingly, the different definitions for majority said collaboration is not “collaboration”? reflected in non-reward decisions?© 2012 Hay Group. All rights reserved 39
  • Case Study: Merger / Acquisition Before After  Separate Silos  Holistic information flow  Little interaction across networks  No bottlenecks  Individuals acting as bottleneck  Strengthened networks Confidential - Not for Distribution
  • © 2012 Hay Group. All rights reserved 41