In this paper we show why change is at the heart of Future Skills. Then we outline the ways that professional development can help to produce the leaders required for the terrain ahead.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Pwc workforce of the future the competing forces shaping 2030Peerasak C.
Foreword
We are living through a fundamental transformation in the way we work. Automation and
‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations
are looking for in their people. These momentous changes raise huge organisational, talent and
HR challenges – at a time when business leaders are already wrestling with unprecedented risks,
disruption and political and societal upheaval.
We all know about synergic power of similar minds but, different minds also yield powerful ideas.
This Learning Journal was created under one of my MBA unit. I have done it in a different way to differentiate my product from others.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Pwc workforce of the future the competing forces shaping 2030Peerasak C.
Foreword
We are living through a fundamental transformation in the way we work. Automation and
‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations
are looking for in their people. These momentous changes raise huge organisational, talent and
HR challenges – at a time when business leaders are already wrestling with unprecedented risks,
disruption and political and societal upheaval.
We all know about synergic power of similar minds but, different minds also yield powerful ideas.
This Learning Journal was created under one of my MBA unit. I have done it in a different way to differentiate my product from others.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
The Culture Cure for Digital: How to Fix What’s Ailing BusinessCognizant
Work cultures that have developed over time can be too slow-moving and complacent for the digital age. Business leaders need to intentionally reshape the organizational culture to energize people for the work of the future.
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
In this workshop we will explore the meaning of “Professional Learning Communities”, analyse a number of models and consider the value of planning and launching a PLC in the context of the ICPNA school environment. We will define PLCs and why they are considered to be important, basing some of these concepts on recent theories of connectivism and trust. Leadership will be seen as a shared experience in a change-ready school. The skills for motivating and inspiring a whole school culture through reference to Maslow and McGregor will be examined while the concept of both Heads and Teachers as learners in their own right will be stressed. Finally, strategies for launching a PLC in school will be discussed.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
IoD Course Tutor and Consultant Martin Thomas presented "Standing on the Shoulders of (Business) Giants - Lessons from the Old Economy" at the Elite Business Event.
In a world where 'innovation' and 'disruption' are at the centre of new business, should traditional management concepts be discarded?
People are fed up with innovation so we need to tone down the use of the word and the term “innovation” - and we need to ban the term “innovation culture” entirely.
This is the radical outset for this session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders to increase ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
DBA 7420, Organizational Behavior and Comparative Mana.docxShiraPrater50
DBA 7420, Organizational Behavior and Comparative Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Examine challenges and opportunities in applying organizational behavior concepts.
3.1 Apply behavioral concepts to organizational challenges and opportunities.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit Lesson
Chapter 1, pp. 17–25
Article: “Introduction to the Brave New Workplace: Organizational Behavior in
the Electronic Age.”
Unit III Essay
Reading Assignment
Chapter 1: What Is Organizational Behavior?, pp. 17–25
In order to access the following resource, click the link below.
Gephart, R. P. (2002). Introduction to the brave new workplace: Organizational behavior in the electronic age.
Journal of Organizational Behavior, 23(4), 327–344. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=7181571&site=eds-live&scope=site
Unit Lesson
Introduction
The world as we know it now is much different than it was 100 or even 50 years ago. Without change, the
world, businesses, and life would become stagnant. Stagnancy is not where you want to be. The problem
herein is that one cannot expect to get different results, such as improved productivity, efficiency, or
profitability, if we continue doing the same things we have always done. Businesses especially want to better
their best. They want to get more with less. They want greater profits. As the wants continue to grow, the
world continues to evolve. If you do not change, surrounding businesses will continue to change and evolve,
and you and your organization could be left behind. In this unit, we will explore a few of the many challenges
faced by any business. While some of those challenges may pertain to economic pressures, demographics,
diversity, networked organizations, and ethical behaviors, there are even more. This unit will focus on the
economy, globalization, technological advancements, and social media. However, any of those challenges
mentioned leads to additional opportunities to be explored. Each situation presents an opportunity. It is what
you choose to do when faced with those challenges and opportunities that can make all of the difference.
A Gamut of Challenges
Let us look at the economy and its impact on an organization. To begin, you need to think of a business as a
dynamic entity that changes and reacts to its environment. In this sense, all organizations change and adapt
to what the economy is or is not doing, and, because of this, organizational behaviors change.
Some examples of these changes in behaviors are when the economy is bad and a company suspends pay
raises or bonuses. When an organization’s profits tank or are much lower than predicted, the company can
UNIT III STUDY GUIDE
Challenges and Opportunities in
Applying Organizational Behavior
...
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
More Related Content
Similar to The future of skills | What we need to know in the 2020's
The Culture Cure for Digital: How to Fix What’s Ailing BusinessCognizant
Work cultures that have developed over time can be too slow-moving and complacent for the digital age. Business leaders need to intentionally reshape the organizational culture to energize people for the work of the future.
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
In this workshop we will explore the meaning of “Professional Learning Communities”, analyse a number of models and consider the value of planning and launching a PLC in the context of the ICPNA school environment. We will define PLCs and why they are considered to be important, basing some of these concepts on recent theories of connectivism and trust. Leadership will be seen as a shared experience in a change-ready school. The skills for motivating and inspiring a whole school culture through reference to Maslow and McGregor will be examined while the concept of both Heads and Teachers as learners in their own right will be stressed. Finally, strategies for launching a PLC in school will be discussed.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
IoD Course Tutor and Consultant Martin Thomas presented "Standing on the Shoulders of (Business) Giants - Lessons from the Old Economy" at the Elite Business Event.
In a world where 'innovation' and 'disruption' are at the centre of new business, should traditional management concepts be discarded?
People are fed up with innovation so we need to tone down the use of the word and the term “innovation” - and we need to ban the term “innovation culture” entirely.
This is the radical outset for this session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders to increase ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
DBA 7420, Organizational Behavior and Comparative Mana.docxShiraPrater50
DBA 7420, Organizational Behavior and Comparative Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Examine challenges and opportunities in applying organizational behavior concepts.
3.1 Apply behavioral concepts to organizational challenges and opportunities.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit Lesson
Chapter 1, pp. 17–25
Article: “Introduction to the Brave New Workplace: Organizational Behavior in
the Electronic Age.”
Unit III Essay
Reading Assignment
Chapter 1: What Is Organizational Behavior?, pp. 17–25
In order to access the following resource, click the link below.
Gephart, R. P. (2002). Introduction to the brave new workplace: Organizational behavior in the electronic age.
Journal of Organizational Behavior, 23(4), 327–344. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=7181571&site=eds-live&scope=site
Unit Lesson
Introduction
The world as we know it now is much different than it was 100 or even 50 years ago. Without change, the
world, businesses, and life would become stagnant. Stagnancy is not where you want to be. The problem
herein is that one cannot expect to get different results, such as improved productivity, efficiency, or
profitability, if we continue doing the same things we have always done. Businesses especially want to better
their best. They want to get more with less. They want greater profits. As the wants continue to grow, the
world continues to evolve. If you do not change, surrounding businesses will continue to change and evolve,
and you and your organization could be left behind. In this unit, we will explore a few of the many challenges
faced by any business. While some of those challenges may pertain to economic pressures, demographics,
diversity, networked organizations, and ethical behaviors, there are even more. This unit will focus on the
economy, globalization, technological advancements, and social media. However, any of those challenges
mentioned leads to additional opportunities to be explored. Each situation presents an opportunity. It is what
you choose to do when faced with those challenges and opportunities that can make all of the difference.
A Gamut of Challenges
Let us look at the economy and its impact on an organization. To begin, you need to think of a business as a
dynamic entity that changes and reacts to its environment. In this sense, all organizations change and adapt
to what the economy is or is not doing, and, because of this, organizational behaviors change.
Some examples of these changes in behaviors are when the economy is bad and a company suspends pay
raises or bonuses. When an organization’s profits tank or are much lower than predicted, the company can
UNIT III STUDY GUIDE
Challenges and Opportunities in
Applying Organizational Behavior
...
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Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Senior Project and Engineering Leader Jim Smith.pdf
The future of skills | What we need to know in the 2020's
1. Future Skills
What we need to know in the 2020s
The skills of the future are centred around growth and flexibility. As weʼve seen, change
can be sudden and unexpected, as in COVID and the 2008 financial crisis. Or it can be
gradual and predictable, like climate change. Leaders just need the skills to be able to
change the way they think and work according to what the future holds
In this paper we show why change is at the heart of Future Skills. Then we outline the
ways that professional development can help to produce the leaders required for the
terrain ahead.
Change
The leaders of the future need to be actively seeking out the next change they
themselves need to make1.
Whyʼs that important? Because change is accelerating and arriving from all directions.
Below are some of the main types of change weʼre already dealing with and will see
more of in the future
2. Political & Economic Change
This includes events like Brexit, upheaval in Hong Kong and the Trump Administration. To some
extent these are baked in now, but something else will doubtless soon arrive to make waves.
Anticipating the disruptions and opportunities up ahead is not the main consideration. The point
is to be prepared for change generally – not any specific change.
There have been 25 cases of democratic breakdown since 2000. To quote the Carnegie
Endowment for International Peace – ‘Countries are as frequently moving away from democracy
as toward it, and more often moving into conflict than out of it. The global era of political change
that commenced several decades ago is now about change that involves an almost bewilderingly
diverse array of starting points, directions, halfway houses side alleys and end points.’
Nature
Recently, we’ve seen a sudden pandemic. And although climate change is gradual, some of its
effects strike with little warning, such as extreme weather. Our densely populated and highly
connected planet is less stable than the one our ancestors operated in. Labour, supply chains,
and political stability may become affected. Workforces may suffer extreme stress or upheaval.
But in business it’s essential we know how to cope with major external shifts and crises.
Tech & Culture
Social Media, Crypto-currency, Extinction Rebellion, BLM, the Me Too Movement – all these
are examples of how human thought and behaviour can pivot sharply in ways
organisations may need to take rapid account of.
Of course, these three drivers of change do not act independently. They interact, making the
picture far too complex to accurately predict. For example, the Green Economy is creating more
jobs than are being lost in the polluting industries, yet this in turn is being driven by changes in
demographics and urbanisation brought about by government policy. Therefore, to achieve
success in an unpredictable environment requires the survival of the most adaptable. People
and organisations must be built for change – ready for whatever the future throws up next.
To cope with the ongoing changes in the world around us and make the most of the
opportunities they hopefully present, we must constantly be aware and ready to respond. That
means fundamentally changing our own perceptions and outlook
Two Kinds of Change
When we consider how people and organisations respond to major change, we find they tend
to do this in two main ways.
The first is growth. This means evolving and developing in the light of new experience. So
called “Action Logic” is a good example of this and reveals how individuals evolve to interpret
the meaning of the world around them
3. The second is flexibility. This means having different ways of working and being able to
toggle between them to suit the moment.
How can people learn to get good at change?
Learning To Change
The learning can be split into beliefs and techniques.
Revising our beliefs gives us the understanding and the motivation to upgrade our
performance to fit new circumstances. For example, people need to believe that an inclusive
workplace is more productive and resilient when times become turbulent.
Techniques are the new patterns of behaviour or abilities that will improve outcomes. For
example, we can make the team more inclusive by running meetings and maintaining
relationships in the right way.
But it’s a rapidly evolving picture. A third of the skills considered essential today will have
changed by 20242. By 2030, you may be in a job that doesn’t even exist yet3. Whether or not
these predictions turn out to be accurate, everyone peering into the future sees the same things:
disruption, innovation, realignment, reconfiguring – all at pace. Professional development adds
most value when it enables people to grow and flex. And there’s remarkable agreement about
the skills needed to flourish in that landscape.
What The Future Skills Are
Of The World Economic Forum’s Top 10 Skills for 20254, eight of the ten are classified as
Problem-Solving, Self-Management or Working With People. (The other two concern coping with
Tech.) At Working Voices the terms we use are: Thinking, Psychological and Social.
The crucial point is this: there’ s a massive need for awareness and ability in these areas. We
don’t need to be experts, but we do need to be well-informed and familiar with the perspectives
offered by the experts in these fields – and capable of staying abreast of new ideas.
Thinking
We live in an information age. Experts abound, opinions are shared constantly and the
information and data we must deal with is overwhelming. The challenge is in trying to manage
the ubiquitous knowledge coming at us from all sides all the time. We now live in a
post-knowledge era, where the knowledge isn’t as important as how we gather and employ it
2
https://www.forbes.com/sites/bernardmarr/2019/04/29/the-10-vital-skills-you-will-need-for-the-future-of-work/
3
https://www.topuniversities.com/student-info/careers-advice/future-skills-youll-need-your-career-2030
4
Kate Whiting, for World Economic Forum, Oct 2022
4. Effective Thinking means filtering and interpreting that information to make decisions, solve
problems, use frameworks and anticipate logical errors. As well as logic, we need to understand the
valuable role of intuition, creativity and emotion – when to trust and when to be wary of them.
“21st Century skills are the key to success in a modern, knowledge driven society. Critical thinking
is important not only at work where problem solving is essential, but in any social setting where
making the correct decision is required. Additionally, creativity helps ensure that the outcomes of
critical thinking can be culturally ingenious and treasured. Critical thinking and creativity require
the individual to be present and focused, and that in turn requires grit. Grit should be considered
an essential element of mental processing that activates and/or directs behaviour and action.”
Taking critical thinking, creativity and grit online.
Psychology
Automation has been growing for a century and will keep growing. But if anything, the need to
understand humans must grow with it because we increasingly have humans doing things that
only humans can do5. Treating people like machines belongs to the age when humans were
used for tasks that we now have robots and computers to perform. All lingering traces of that
mentality need to be cast aside and replaced with a psycho-literate approach – where
decisions consider the whole person and what makes them tick.
Leaders will need a firm understanding of the basics of psychology: what motivates us, shuts
us down or lights us up. Far too often people cling to outdated popular ideas or unfounded
prejudices rather than developing a knowledge of the paths and patterns that human
behaviour tends to follow. Some of these patterns are common to almost all of us, while
some are the key differences between personality types. Knowing the difference is powerful.
Pandemics: Implications for research and practice in industrial and organisational psychology
offers the scope and depth of psychological understanding necessary to navigate through
work-related processes and leadership. Pandemics have historically shaped the world of work in
various ways.
Social
How people interact in organisations, teams, families and communities is a key to
understanding productivity, loyalty, wellbeing and leadership. By understanding the principles
of human interaction, we can increase the choices available to us to manage others -
wisely and effectively.
Lockdowns across the world have thrown into sharp relief the necessity for natural
social interaction. We now have an opportunity to shine a light on this area of work.
5
‘Although the advance of automation and artificial intelligence may feel like a losing battle to some, individuals
will need to focus on developing the uniquely human skills identified in this research, such as originality, fluency of ideas,
and active listening.’ ‘Develop Skills That Are Uniquely Human’, Pearson
5. In-office mingling will be reduced in most workplaces for now but will continue in some form.
Leaders need to understand how social interaction boosts productivity and well-being so
they can ensure it’s happening and not just assume it is. They also need to appreciate how the
altered interface between work and family interaction now plays an important part in the future of
working.
How Hard Is It to Learn?
The good news is all these skills are learnable . And the science is accessible and practical.
For example, it’s easy enough to understand the difference between an introvert and an
extrovert, and the best way to integrate each into a hybrid working environment. Up to now it
just hasn’t been seen as essential to be able to do this.
The even better news is that we have most of these skills anyway. Creativity, critical thinking,
inclusion – we all have these innate capabilities. In many cases the mission is simply to
understand how best to unlock them.
MAIN SOURCES & READING:
Future Of Jobs Report, World Economic Forum, 2020
https://www.weforum.org/reports/the-future-of-jobs-report-2020/digest
Future Of Skills, Pearson/Nesta/Oxford Martin School
https://futureskills.pearson.com/#/homescreen
Next Skills
https://nextskills.org/
Working Voices
https://www.workingvoices.com