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Lubna Haq - PPMA National Public Service Debate at CIPD - 10 Nov 2011
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Lubna Haq - PPMA National Public Service Debate at CIPD - 10 Nov 2011

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  • 1. Leadership 2030
    • Preparing for the challenges of the future
    • NOVEMBER 2011
    • LUBNA HAQ
  • 2. 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 Time They affect all regions and stakeholders, including governments, individuals and businesses Reach They fundamentally transform policies, society and the economy Impact
  • 3. 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 ‘globalisation’
  • 4. Megatrend 2: Climate change and environmental impacts
    • Key characteristics
      • Rising CO2 emissions and temperatures
      • Greater environmental responsibility and accountability
      • Growing scarcity of strategic resources such as water, minerals, metals and fossil fuels
      • Rising investment in clean technology
  • 5. Megatrend 3: Individualisation and 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
  • 6. 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 digitally savvy
  • 7. 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
  • 8. Five key features of the leader of tomorrow
    • Conceptual and strategic thinking
    • Ethics : integrity, sincerity, intellectual openness
    • Loyalty creation – meaning and identity economics
    • L eadership of heterogeneous and diverse teams
    • Real, power sharing team work inside and outside of the organisation
    • 1
    • 2
    • 3
    • 4
    • 5
  • 9. What will not change Results Hierarchy Relationships trust face to face leaders Need for leaders Security
  • 10. Top five for HR 01
      • Become technologically savvy
    02
      • Become even more strategic
    03
      • Understand human limitations – what is possible and what is not
    04
      • Manage expectations
    05
      • Connecting across organisations
  • 11. The unevenly distributed future: What the best are already doing Leadership starts early and is available to all Collaborative technology widely used Development is targeted and individuated Focus on family/CSR/ work from home
  • 12. Implications
    • What do you think about this vision of the future?
    • How do I appreciate and leverage the strengths of an ever increasing mix of cultures?
    • How do I define a target culture when pluralism and individualism become ever more important than the espoused set of company values and beliefs?
    • Many of the leaders of today will still lead in 2030. So how can they be enabled and encouraged to adapt to this ever moving picture of change?
    • Day to day pace is getting quicker and demand to do more from stakeholders is increasing . How can a leader become more efficient at meeting these demands yet still be conscious and proactively manage the subtle and slower changes that are occurring around us due to these megatrends?
    • How can we truly identify the unique value of a face to face meeting over other formats which will become increasingly available? Even with faster jets, travel time around the globe is inefficient.
    • Given consistent moves to get more from less how do we recognise when we reach the point of human limitation in dealing with these demands (thereby moving the focus from the ‘R’ to the ‘H’ in ‘HR’)?
    • What if 2030 came sooner? Take a moment and think what if 2030 was tomorrow? What would happen to your organisation? For instance, what would happen if people didn’t come into the office tomorrow?