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The Manager of the Future
Interactive session at
ESMT’s Annual Forum 2014
Dr. Kirsten B. Fischer
ESMT Campus Berlin, July 3, 2014
#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
#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
#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
#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
#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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The manager of the future

  • 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. #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. #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. #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. #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. #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