The Manager of the Future
Interactive session at
ESMT’s Annual Forum 2014
Dr. Kirsten B. Fischer
ESMT Campus Berlin, July ...
#esmt2050
3 Megatrends have impact on the way enterprises are operating in the future
7/3/2014 Dr. Kirsten B. Fischer 1
2n...
#esmt2050
Trends on the market for skilled knowledge workers
7/3/2014 Dr. Kirsten B. Fischer 2
maintain
innovative capabil...
#esmt2050
Two likely scenarios of future organizational designs
7/3/2014 Dr. Kirsten B. Fischer 3
Fluid Organi-
zations**
...
#esmt2050
What kind of leadership is required in a fluid organization?
7/3/2014 Dr. Kirsten B. Fischer 4
facilitator
innov...
#esmt2050
7/3/2014 Dr. Kirsten B. Fischer 5
Thank you!
Dr. Kirsten B. Fischer
Head of Open Program
Counseling
Head of Busi...
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The manager of the future

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We are standing at a turning point that leads to a dramatically different world created by technology. Progress has already provided many gadgets that influence today’s organizations. With the much-cited second machine age ahead, work as we know it today is likely to change. Consequently, a different set of skills and competencies will be required of managers. In this session we will attempt to develop scenarios of future management development.

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The manager of the future

  1. 1. The Manager of the Future Interactive session at ESMT’s Annual Forum 2014 Dr. Kirsten B. Fischer ESMT Campus Berlin, July 3, 2014
  2. 2. #esmt2050 3 Megatrends have impact on the way enterprises are operating in the future 7/3/2014 Dr. Kirsten B. Fischer 1 2nd machine age* - Moore‘s Law - Digitization - Innovation (Re-) Urbanization** - Mobility - Health/ Infrastructure - Community Services Demographic Change - Smart seniors - Young job nomads Sources: * Brynjolfsson, E./McAffee, A (2014): The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, W.W. Norton & Company ** UNO Report on urban concentrations 2007, Illustration of The Guardian Trendspot #57, Zukunftsinstitut, Frankfurt
  3. 3. #esmt2050 Trends on the market for skilled knowledge workers 7/3/2014 Dr. Kirsten B. Fischer 2 maintain innovative capability for quick market response: mix of fluid & cristalline intelligence market structure changes towards a demand market: shift of negotiation power from employer to employee new criteria of job attractiveness: 1. personal challenge 2. purposeful tasks 3. excellent colleagues life expectancy of 90+: abundancy of „smart seniors“ willing to work part-time beyond their 60s universal availability of ICT leads to „dematerialized“ office work new work relations: 1. share of permanent contracts drops from 80% to 30-40% 2. number of independent persons/ „e-lancers“ rises Sources: Malone, T.W./Laubacher, R.J., (1998): The dawn of the E- Lance Economy, HBR, Vol.76, No.5, pp.145-153 Jánszky, S.G./Abicht, L. (2013): 2025 So arbeiten wir in der Zukunft, Berlin/Wien, Goldegg Verlag
  4. 4. #esmt2050 Two likely scenarios of future organizational designs 7/3/2014 Dr. Kirsten B. Fischer 3 Fluid Organi- zations** objective: attract the best, foster „best ideas“ & innovation small team of admin staff; specialized independent project workers change as a rule: permanent onboarding & release of personnel „crowd“ recruiting based on web portals & recom- mendation by others heterarchy***: neither network nor hierarchy Caring Companies* objective: retain valuable talents „corporate life“ culture: (family) values, loyalty sabbaticals, lifetime working time accounts, flextime, lifelong L&D support re: child care, care for the elderly, finance, housing etc. Sources: * Spath, D. (Hg.2012): Arbeitswelten 4.0, Stuttgart, Fraunhofer Verlag ** Kakihara, M. (2004): The rise of the fluid organization? Jánszky, S.G./Abicht, L. (2013): 2025 So arbeiten wir in der Zukunft, Berlin/Wien, Goldegg Verlag *** Stephenson, K. (2009): Neither Hierarchy nor Network: An Argument for Heterarchy
  5. 5. #esmt2050 What kind of leadership is required in a fluid organization? 7/3/2014 Dr. Kirsten B. Fischer 4 facilitator innovation coordinator people developer change officer scout/developer of competencies … … … lead in a subtle, almost invisible way provide counselencourage people offer experience/ insight (not imposed) eliminate organizational/ cultural barriers provide recognition & reward Roles Styles
  6. 6. #esmt2050 7/3/2014 Dr. Kirsten B. Fischer 5 Thank you! Dr. Kirsten B. Fischer Head of Open Program Counseling Head of Business Development DACH kirsten.fischer@esmt.org +49 2235 406-240 ESMT European School of Management and Technology Campus Berlin Schlossplatz 1 10178 Berlin Campus Schloss Gracht Fritz-Erler-Str. 1 50374 Erftstadt kirsten.fischer@esmt.org www.esmt.org/executive-education

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