How will we work in 2028? What effects do digitization and AI have on our work and our lives? How will management take place in ten years and how will companies have changed? Detecon investigated these and other questions together with Deutsche Telekom and Henley Business School. The results were summarised in the comprehensive study "Work 2028 - Trends, Dilemmas and Opportunities". The survey included 50 influential leaders from a wide variety of industries and sectors in various countries.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
Does your organization lack an innovation culture? Do you go along with the statement "we can be efficient, true, but not innovative”? Than embark on our "Innovation Learning Journey" and experience both, the spirit of the tech mecca - the Silicon Valley, and the growing startup scene in Berlin. Follow the path of innovation gurus like Elon Musk and Jeff Bezos, and find your own answer on: "How can I boost my corporate innovation capabilities?"
Receive priceless insights and reflect your learnings in intensive on-site workshops. The program and approach is specifically tailored to your needs and based on our profound innovation and technology expertise of Detecon, and the Detecon Innovation Institute (DII), which is based in San Francisco, the vibrant heart of Silicon Valley’s startup scene. Feel inspired? Than directly contact me: marc.wagner@detecon.com
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
Based on Salim Ismail's Exponential Organizations - this coaching facilitated structured disruption helps your organization rediscover new and unique value propositions - supported by experts in disruptive technologies around the world - to reinvent your Why? How? and What? allowing your to thrive in this Age of Disruption.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
Does your organization lack an innovation culture? Do you go along with the statement "we can be efficient, true, but not innovative”? Than embark on our "Innovation Learning Journey" and experience both, the spirit of the tech mecca - the Silicon Valley, and the growing startup scene in Berlin. Follow the path of innovation gurus like Elon Musk and Jeff Bezos, and find your own answer on: "How can I boost my corporate innovation capabilities?"
Receive priceless insights and reflect your learnings in intensive on-site workshops. The program and approach is specifically tailored to your needs and based on our profound innovation and technology expertise of Detecon, and the Detecon Innovation Institute (DII), which is based in San Francisco, the vibrant heart of Silicon Valley’s startup scene. Feel inspired? Than directly contact me: marc.wagner@detecon.com
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
Based on Salim Ismail's Exponential Organizations - this coaching facilitated structured disruption helps your organization rediscover new and unique value propositions - supported by experts in disruptive technologies around the world - to reinvent your Why? How? and What? allowing your to thrive in this Age of Disruption.
Combining design thinking, lean start-up methods and agile working - this coaching facilitated structured disruption process was created to teach you and your people how to rethink everything - discover unique ways to engage with new technologies and routes to market - and to think like a disruptive unicorn company - no matter how mature or established you are. Based on Salim Ismail's best seller, Exponential Organizations - this learnable sprint exercise is the How? in your journey to figure out how to create 10x returns quickly, intelligently and with and ecosystem of experienced disruptors to help get you there.
Agile is no longer a software only approach and now whole companies are wishing to get agile. But what means agile?
During all these years we are talking only about the engineering or the management perspective but what’s about breaking down the silos? What’s about building a company to gain all the values from agile? What’s about building together the new organisational paradigm?
The thesis behind this talk is to explain that what we call agile is a system where people, thoughts, ideas, values are interacting together for a common and shared purpose. Sometimes business is key, sometimes robustness and sometime knowledge.
Organisation over structure will be the moto of this case demonstration. I will present you the concept, some feedbacks from SMEs and Global Players, some games to test it, and how to start.
Agile Org Model is one of the approaches that will be used for the Enterprise Scrum Framework coming out these days.
---
Pierre Neis
Pierre is a Senior Agile Coach involved in organisational development since a decade. Most of his time, he is testing his ideas with his customers like Banks, e-Commerce and Software developers to gain mastery through praxis. Pierre is the co-founder of Play14, Agile4HR and member of the Enterprise Scrum project.
Il settore delle Risorse Umane sta cambiando molto velocemente. Fare recruiting e realizzarsi professionalmente, oggi, è decisamente più complesso che in passato.
Da un lato sono evolute le competenze dei lavoratori, dall'altro le esigenze delle aziende.
Di conseguenza, anche l'equilibrio tra vita personale e vita professionale è stato stravolto: il cosiddetto "Smart Working" permette a moltissime persone di gestire al meglio le proprie giornate senza rinunciare alla produttività. Qual è il futuro delle HR? Come lavoreremo nei prossimi anni?
All'interno del ciclo di incontri "Digital Heroes" ne abbiamo parlato con Silvia Zanella, Global Digital Communications di The Adecco Group.
Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is nothing more than a buzzword. Unfortunately - because agile leadership is a valuable tool that can be acquired and applied by every manager.
What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How can agile leadership competence be developed in everyday life? How do you become an agile leader driving transformation?
Puckett and Neubauer`s book provides answers to these questions. It looks beneath the surface and shows evidence-based which competencies and personality traits distinguish agile leaders, and how they can be acquired. This is complemented by the perspective of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the transformation of the organization can succeed.
This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency model.
It focuses on how learning agile leadership helps to use our existing strengths, competencies and experiences to become fit for the future.
“I consider this book a ‘Must Have’ for all current and future leaders.”
Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation
Speaker Profile Christoph Burkhardt | Innovation-driven growthChristoph Burkhardt
Christoph bridges the gap between the most recent research on innovation from Behavioral Economics and Cognitive Psychology to the everyday practice in organizations around the globe.
Christoph delivers mind bending keynotes on the latest trends in digital tech and beyond, what these trends mean and why they change everything about how we do business. He also speaks on the future of work, how organizations cope with rapid change and why diversity and internationalization make businesses more adaptive.
He also provides industry specific executive briefings on leading teams to innovate, decision making and execution of innovation projects in agile environments, change and diffusion strategies in complex organizations as well as human centered innovation strategies.
His in depth workshops are hands on ideation experiences in which a group of people develops 1000 raw ideas into 100 product, service or business cases out of which they kick off 10 innovation projects – all of which within 24 hours. Topics range from culture challenges to exciting product opportunities all the way to identifying completely new markets and customer segments.
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
A project is:
""a set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations."" — BusinessDictionary.com. Retrieved 2016-04-19.
The problem: Product development cannot be constrained to ""certain cost"" and products do not have a prescribed end date.
So, why all the projects?
I teach Scrum, Kanban, and Agile Engineering Principles and Practices – these are process frameworks used to manage complex product development. I find it so interesting that:
* ~55% of the people in my classes are ""Project Managers""
* ~90% work daily in ""project teams"" and
* ~0% are ready to let go of Project Charters!?
David Sabine
TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
Future of work employability and digital skills nov 2020Future Agenda
Future of Work, Employability and Digital Skills
As the world of work changes, how will organisations, society and individuals adapt to ensure that the current and the next generation will be able to acquire the skills necessary for future jobs? Building on previous Future Agenda research that focussed on key policy areas primarily in the Asian market and, more recently, an updated outlook on the future of work and skills development developed in partnership with the University of Bristol, School of Management, we are very pleased to be starting a new phase of research. As well as an analysis of the future of work, this will specifically explore the shifting nature of employability and how and where digital skills will have impact.
Over the next few months, expert views from across Europe will be shared in order to develop a richer understanding of key issues and how they vary across different jurisdictions. As with all Future Agenda projects, the aim is to challenge assumptions, identify emerging trends and build an informed assessment of the changes ahead and their implications for policy and action.
If you would like to be involved and add your views into the mix, please get in touch.
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
Combining design thinking, lean start-up methods and agile working - this coaching facilitated structured disruption process was created to teach you and your people how to rethink everything - discover unique ways to engage with new technologies and routes to market - and to think like a disruptive unicorn company - no matter how mature or established you are. Based on Salim Ismail's best seller, Exponential Organizations - this learnable sprint exercise is the How? in your journey to figure out how to create 10x returns quickly, intelligently and with and ecosystem of experienced disruptors to help get you there.
Agile is no longer a software only approach and now whole companies are wishing to get agile. But what means agile?
During all these years we are talking only about the engineering or the management perspective but what’s about breaking down the silos? What’s about building a company to gain all the values from agile? What’s about building together the new organisational paradigm?
The thesis behind this talk is to explain that what we call agile is a system where people, thoughts, ideas, values are interacting together for a common and shared purpose. Sometimes business is key, sometimes robustness and sometime knowledge.
Organisation over structure will be the moto of this case demonstration. I will present you the concept, some feedbacks from SMEs and Global Players, some games to test it, and how to start.
Agile Org Model is one of the approaches that will be used for the Enterprise Scrum Framework coming out these days.
---
Pierre Neis
Pierre is a Senior Agile Coach involved in organisational development since a decade. Most of his time, he is testing his ideas with his customers like Banks, e-Commerce and Software developers to gain mastery through praxis. Pierre is the co-founder of Play14, Agile4HR and member of the Enterprise Scrum project.
Il settore delle Risorse Umane sta cambiando molto velocemente. Fare recruiting e realizzarsi professionalmente, oggi, è decisamente più complesso che in passato.
Da un lato sono evolute le competenze dei lavoratori, dall'altro le esigenze delle aziende.
Di conseguenza, anche l'equilibrio tra vita personale e vita professionale è stato stravolto: il cosiddetto "Smart Working" permette a moltissime persone di gestire al meglio le proprie giornate senza rinunciare alla produttività. Qual è il futuro delle HR? Come lavoreremo nei prossimi anni?
All'interno del ciclo di incontri "Digital Heroes" ne abbiamo parlato con Silvia Zanella, Global Digital Communications di The Adecco Group.
Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is nothing more than a buzzword. Unfortunately - because agile leadership is a valuable tool that can be acquired and applied by every manager.
What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How can agile leadership competence be developed in everyday life? How do you become an agile leader driving transformation?
Puckett and Neubauer`s book provides answers to these questions. It looks beneath the surface and shows evidence-based which competencies and personality traits distinguish agile leaders, and how they can be acquired. This is complemented by the perspective of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the transformation of the organization can succeed.
This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency model.
It focuses on how learning agile leadership helps to use our existing strengths, competencies and experiences to become fit for the future.
“I consider this book a ‘Must Have’ for all current and future leaders.”
Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation
Speaker Profile Christoph Burkhardt | Innovation-driven growthChristoph Burkhardt
Christoph bridges the gap between the most recent research on innovation from Behavioral Economics and Cognitive Psychology to the everyday practice in organizations around the globe.
Christoph delivers mind bending keynotes on the latest trends in digital tech and beyond, what these trends mean and why they change everything about how we do business. He also speaks on the future of work, how organizations cope with rapid change and why diversity and internationalization make businesses more adaptive.
He also provides industry specific executive briefings on leading teams to innovate, decision making and execution of innovation projects in agile environments, change and diffusion strategies in complex organizations as well as human centered innovation strategies.
His in depth workshops are hands on ideation experiences in which a group of people develops 1000 raw ideas into 100 product, service or business cases out of which they kick off 10 innovation projects – all of which within 24 hours. Topics range from culture challenges to exciting product opportunities all the way to identifying completely new markets and customer segments.
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
A project is:
""a set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations."" — BusinessDictionary.com. Retrieved 2016-04-19.
The problem: Product development cannot be constrained to ""certain cost"" and products do not have a prescribed end date.
So, why all the projects?
I teach Scrum, Kanban, and Agile Engineering Principles and Practices – these are process frameworks used to manage complex product development. I find it so interesting that:
* ~55% of the people in my classes are ""Project Managers""
* ~90% work daily in ""project teams"" and
* ~0% are ready to let go of Project Charters!?
David Sabine
TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
Future of work employability and digital skills nov 2020Future Agenda
Future of Work, Employability and Digital Skills
As the world of work changes, how will organisations, society and individuals adapt to ensure that the current and the next generation will be able to acquire the skills necessary for future jobs? Building on previous Future Agenda research that focussed on key policy areas primarily in the Asian market and, more recently, an updated outlook on the future of work and skills development developed in partnership with the University of Bristol, School of Management, we are very pleased to be starting a new phase of research. As well as an analysis of the future of work, this will specifically explore the shifting nature of employability and how and where digital skills will have impact.
Over the next few months, expert views from across Europe will be shared in order to develop a richer understanding of key issues and how they vary across different jurisdictions. As with all Future Agenda projects, the aim is to challenge assumptions, identify emerging trends and build an informed assessment of the changes ahead and their implications for policy and action.
If you would like to be involved and add your views into the mix, please get in touch.
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
The Digital Workplace in the Connected OganizationJane McConnell
Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.
Maximising the opportunities offered by emerging technologies within the chan...Livingstone Advisory
The Australian University sector is heading down the path of seemingly inevitable and fundamental change in both its operating model and role within society. The forces at play are numerous and diverse, fueled in part by the capabilities of modern technologies. These include factors such as increasing global competition for tertiary students, the shift towards a self-funded corporate operating model whilst having to retain academic independence and rigor – all in an environment of the increasing commoditisation of knowledge and intellectual property through emerging vehicles such as MOOCs (Massive Online Open Courses).
In the midst of these structural changes, how well Australian Universities navigate through the current swathe of emerging and potentially disruptive technologies whilst mitigating the longer term systemic risks associated with their adoption is not necessarily a trivial exercise.
In this session, Rob Livingstone offered some practical insights into how CIOs of ‘the University of the future’ can play an active part in helping their institutions thrive in the new environment by maximising the upside potential of new and emerging technologies with known cost and risk, whilst simultaneously managing the multiple versions of reality that exist in the new IT environment.
Our changing world: Four trends set to impact how we lead in the future. A presentation by Futurist Adam Jorlen for the Holos Group Real Leadership Program in Melbourne, Australia July 2012.
I conducted a workshop on intrapreneurship for IEEE in Bangalore, 28-29 July. In the larger interest of the practitioners and learners, I decided to share the workshop deck. Hope you find it useful in your work!
The future of skills | What we need to know in the 2020'sWorking Voices
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.
Mobile Mastery ebook - Nokia - #SmarterEverydayNokia
Mobile - being connected everywhere to everything and everyone - is the fact of modern life. It defines how we live, how we work, how we communicate and how the world runs. It is the tool we reach for first when we are faced with challenges big and small in our everyday lives.
But despite the rapid pace with which we’ve adopted it, we’re still learning the best and most effective ways to use mobile technology, how to make the most of the opportunities and how to avoid the pitfalls.
That is what mobile mastery is about – gaining the skills and knowledge we need to work with technology in a productive, efficient and beneficial way.
For more #SmarterEveryday content follow us @NokiaAtWork
Follow the Ants: The Knowledge Economy & Big Data ManagementZola Dube
According to the premise of strategic planning, the world is supposed to hold still while a plan is being developed and then stay on the predicated course while that plan is being implemented.
- Henry Minzberg, 1994
The greatest challenge facing the New Knowledge Economy is balancing Big Data Management with Data Latency, while fostering a culture of Best Talent Remixing to continuously hold it all together. Aptly dubbed “wicked”, the new world of business is characterized as dynamic, fast-paced, volatile and unpredictable. This environment has brought heightened challenges and risks to virtually all business industries and organizations. Ancient Zulu philosophy holds a wealth of intelligence on how to observe the new environment.
A summary of (The Future of Work) book written by Jacob Morgan.
It highlights how organizations, managers, and employees would shape the future working environment. Moreover, it compares how each one of the elements mentioned above is acting today and how it will act in the future.
Shaping the Future: Product Strategy in the Age of UncertaintyAggregage
In this webinar, we'll explore product strategy obstacles and present practices to overcome them while driving clarity and alignment across your executive team.
The Age of Opportunity: The New Era of Innovation for Business, Technology, a...Frank W. Spencer IV
A Kedge presentation explaining the new age of innovation and opportunity resulting from the postnormal shift, the 7 values of our new environment, and how some of those shifts are shaping our future.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
Was verbirgt sich hinter den Buzzwords #NewWork, #Agilität und #Ambidextrie und verbindet diese? Was haben diese mit der agilen Transformation der ATRUVIA (früher: Fiducia & GAD IT AG) zu tun? Was sind Erfolgsfaktoren bei der Implementierung? - lerne mehr in unserem Kurzimpuls "New Work in 20 Minuten ..."
Employee Experience in action ... am Beispiel #MaX der Fiducia & GADMarc Wagner
"Employee Experience zeigt sich in einem Arbeitsumfeld,
in dem Mitarbeitende ihr Potenzial im Sinne des
Unternehmens und zum maximalen Kunden Mehrwert
optimal entfalten können." Es wird u.a. dargestellt, wie konkret die Umsetzung von Employee Experience im Kontext einer agilen Organisation erfolgt, was dabei zu beachten ist und welche Rolle Ambidextrie bei der Etablierung einer erfolgreichen People-Organisation spielt. Für Rückfragen gerne an die Autoren wenden (s. letzte Folie)
Ganzheitlicher Ansatz zur Etablierung einer virtuellen Organisation, inkl. Sofortmaßnahmen für die schnelle Überführung von physischer in virtuelle Zusammenarbeit und einer Kontroll- in eine ergebnisorientierte Vertrauenskultur.
Best-Practice Beiträge rund um Umsetzungserfahrungen zu agilen Organisationen, Company ReBuilding sowie neuer Transformationsansätze. Für Rückfragen gerne direkt bei marc.wagner@detecon.com melden.
FUTURE LEARNING - AUF DEM WEG ZUR SELBSTLERNENDEN ORGANISATIONMarc Wagner
ReBuilding Learning ...
In einer komplexen und dynamischen Unternehmensumwelt, in der Technologien nahezu frei verfügbar und digitale Talente rar gesät sind, wird die Ressource Mensch zum entscheidenden Wertschöpfungsfaktor. Unternehmen sind dabei stärker denn je darauf angewiesen, dass ihre Mitarbeiter die richtigen Kompetenzen und Fähigkeiten sowie das notwendige Wissen mitbringen, um in einer digitalisierten Arbeitswelt gleichzeitig handlungs- und anpassungsfähig zu sein. Die inhärenten Potenziale des Unternehmens und organisationales Lernen rücken folgerichtig in den strategischen Fokus – nicht wirklich neu und doch noch nicht nachhaltig in den Unternehmen angekommen.
Mit unserem Future Learning Ansatz als Bestandteil von #CompanyReBuilding gilt es Ihnen, Ihr Unternehmen in ein selbstlernendes Netzwerk zu transformieren und kontinuierliches Lernen in Ihrer Unternehmens DNA zu verankern - und dies entlang der Dimensionen Lern-Motivation, Lern-Fähigkeit und Lern-Umfeld.
Für Rückfragen wenden Sie sich bitte direkt an die aufgeführten Kontaktpersonen.
Future Learning Studie - Kein organisationales Lernen, keine zukunftsfähige O...Marc Wagner
Müssen wir etwas verlernen, um in Deutschland wieder das kreative Potenzial der Mitarbeiter freizusetzen?
In einer komplexen und dynamischen Unternehmensumwelt, in der Technologien nahezu frei verfügbar und digitale Talente rar gesät sind, wird die Ressource Mensch zum entscheidenden Wertschöpfungsfaktor. Unternehmen sind dabei stärker denn je darauf angewiesen, dass ihre Mitarbeiter die richtigen Kompetenzen und Fähigkeiten sowie das notwendige Wissen mitbringen, um in einer digitalisierten Arbeitswelt gleichzeitig handlungs- und anpassungsfähig zu sein. Die inhärenten Potenziale des Unternehmens und organisationales Lernen rücken folgerichtig in den strategischen Fokus – nicht wirklich neu und doch noch nicht nachhaltig in den Unternehmen angekommen.
Doch wollen Mitarbeiter überhaupt lernen? Und wenn ja, was motiviert sie dazu? Ist Lernen altersunabhängig?
Die neue Detecon-Studie nimmt sich all dieser Fragen an und zeigt, dass deutsche Großkonzerne in puncto Lernmaßnahmen noch nicht ausreichend gewappnet sind. In Zusammenarbeit mit dem Institut für Beschäftigung & Employability (IBE) und dem EdTech Startup HUMOVO Germany wurde das Thema Lernen in Deutschlands Großkonzernen genauer unter die Lupe genommen.
Die Ergebnisse der leitfadengestützten Interviewreihe mit Experten der teilnehmenden Unternehmen bilden den Startschuss für eine Reihe weiterer Artikel unserer Detecon-Experten zur Lernkultur in Unternehmen.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
CompanyReBuilding DayOne Workshop: "Goodbye to the old One"Marc Wagner
"Goodbye to the old One" - Start ReBuilding your Company with us today!
Wie gelingt es die eigenen Stärken zu nutzen und dabei gleichzeitig anpassungsfähige und innovationsfördernde Strukturen aufzubauen? Was sind konkrete Ansätze für neue Geschäftsmodelle? Womit lässt sich kurzfristig starten? Dies sind nur einige Fragen, die Sie wir gemeinsam mit Ihnen enlang unseres #CompanyReBuilding Ansatzes erarbeiten. Legen Sie den Grundstein für die digitale Transformation Ihres Unternehmens.
Für Anfragen stehen wir Ihnen gerne unter: marc.wagner@detecon.com bzw. volker.rieger@detecon.com zur Verfügung.
Our Company ReBuilding approach enables companies to perform a "soft transformation" towards agile, decentralized and highly customer-focused structures. Our approach includes organizational elements of very successful Asian companies. After all, it is in Asia that we are observing companies taking completely new and very successful paths in order to be as adaptable and innovative as possible. The presentation highlights some very successful Asian company examples, their organizational structure and founder personalities.
Detecon Strategy Accelerator with WorkboardMarc Wagner
“Without a strategy the organization is like a ship without a rudder - going around in circles.”
Our Detecon Strategy Accelerator enables you to radically change your strategy process within a very short time and thereby significantly increase the ambition level of your entire organization. The focus here is on the consistent introduction of OKRs and their technical mapping with the help of our partner "Workboard". In line with our #CompanyReBuilding organization, you will also succeed in creating the basis for an agile and dynamically robust organization. Interested? We are looking forward to your inquiry.
#FutureSkillmanagement: Is your workforce fit for the digital transformation?Marc Wagner
More than a third of the desired skill set in 2020 is probably not available in your company today. We’ve got your entire process covered with market best practices, standardized & industry-crafted catalogues, and tools for automation.
Die Präsentation vermittelt einen Überblick über agile Strukturen mit einem Fokus auf Unternehmenskultur. Dabei sind agile Strukturen Grundlage für unseren #CompanyReBuilding Ansatz. Dabei werden unterschiedliche agile Methoden und deren Haupteigenschaften dargestellt und Entscheidungshilfen für ein agiles Vorgehen aufgezeigt - vom agilen Manifest bis zur agilen Organisation.
Bei Rückfragen direkt an die Autoren wenden (s. Präsentation)
#ReBuildLearning - THE Detecon Academy (in Koop mit HUMOVO & DEC)Marc Wagner
Die Detecon Academy ist eine Plattform zur "Skalierung von Wissen", in der wir gemeinsam mit Kunden, Mitarbeitern und Partnern Lernformate der Zukunft entwickeln. Die Academy bietet diverse, sehr erfolgreiche Lern- und Coachingformate an. Darunter u.a. Ambidexterie Coaching, CompanyReBuilding Canvas, Social Branding, Agile Thinking, New Work Coaching, #TRUST, Mindfullness Workshops, DeepWork Formate, Agile Readiness Check, Computational Thinking ... Dabei arbeiten wir eng mit unserem Detecon Engineering Center (DEC) in Berlin zusammen. Bei den Formaten setzen wir zudem auf einen Mix aus Präsenz (vor Ort / in unseren ausgezeichneten New Work Räumlichkeiten) und virtuellen, Microlearning Formaten, die wir gemeinsam mit unserem Partner HUMOVO anbieten. Die Lerninhalte werden dabei in Form von Knowledge-Nuggets zur Verfügung gestellt. Bei Interesse gerne direkt bei den aufgeführten Kontaktpersonen melden. Wir freuen uns auf Ihre Kontaktaufnahme!
Das Konzept der "Ambidextrie" (= Beidhändigkeit) ist aktuell in aller Munde und stellt eine Antwort des von Clayton Cristonson formulierten innovators dilemma dar. Dabei wird durch ein entsprechendes Steuerungsmodell sichergestellt, dass sowohl inkrementelle Verbesserungen des Kerngeschäftes (exploit) als auch radikale / disruptive Innovationen (explore) ermöglicht werden. Eine enorme Leadership Aufgabe, gilt es doch letztlich die bei der Umsetzung auftretenden Widersprüche nicht nur zu dulden, sondern aktiv zu fördern. Unsere Ambidextrie Einheit hat in mehr als 100 Workshops Leader & Teams bei der Abbildung von Ambidextrie begleitet. Dabei stehen nicht nur die konkrete organisatorische Verankerung, sondern insbesondere die individuelle Abbildung des Themas im Vordergrund. Das Coaching ist zudem integraler Bestandteil unseres CompanyReBuilding Portfolios. Für Rückfragen wenden Sie sidch bitte direkt an die in der Unterlage aufgeführten Kontaktpersonen: Malte von Hofe, Kevin Lussu, Marc Wagner
NEW WORK DETECON - HERLEITUNG, ANSATZ, REFERENZENMarc Wagner
„Alles was digitalisiert werden kann, wird digitalisiert. Alles was vernetzbar ist, wird vernetzt“. Daran hat Timotheus Höttges, CEO der Deutschen Telekom, wenn er über die digitale Zukunft befragt wird, keinen Zweifel. Große Umbrüche warten also auf die allermeisten Unternehmen, wenn sie ihre Prozesse,
aber auch ihre Arbeitsstrukturen fit machen wollen für den Einstieg in die digitale Welt. Und vielen sind die komplexen Dimensionen, vor denen sie stehen, gar nicht bewusst. Dies hat wesentliche Auswirkungen auf unsere Arbeit, die erforderlichen Fähigkeiten sowie insbesondere Art, wie wir erfolgreich zusammen arbeiten. Detecon beschäftigt sich seit 2013 intensiv mit dem Themenkomplex New Work und hat in der Präsentation sowohl eine Herleitung zur Bedeutung des Themas, als auch konkrete Umsetzungsansätze sowie Referenzbeispiele aufgeführt. Bei Rückfragen gerne an die Autoren: Marc Wagner (marc.wagner@detecon.com) oder Lars Attmer (lars.attmer@detecon.com) wenden.
Agile Organisationsstruktur - Ein ÜberblickMarc Wagner
Die Präsentation vermittelt einen Überblick über agile Strukturen mit einem Fokus auf Unternehmenskultur. Dabei werden unterschiedliche agile Methoden und deren Haupteigenschaften dargestellt und Entscheidungshilfen für ein agiles Vorgehen aufgezeigt. Bei Rückfragen direkt an die Autoren wenden (s. Präsentation)
Die Zukunft der Beratung ... über Digitalisierung, New Work & PlattformenMarc Wagner
Exponentielle Wachstumspfade neuer Marktteilnehmer, 100%-Automatisierung ...
... dies sind Trends, mit denen sich aktuell jede Branche konfrontiert sieht und die insbesondere viele etablierte Großkonzerne aufscheuchen. Zu oft wird eine dadurch ausgelöste Grundsatzdiskussion reflexartig abgekürzt - insbesondere durch die kurzschlussartige Einführung neuer (Hauptsache anderer) Organisationsmodelle und Strukturen. Chance vertan! Zu bereitwillig wird dieses Vorgehen noch dazu durch eine Branche unterstützt, die dadurch auch immer wieder in den Fokus der Öffentlichkeit rückt und nicht selten für Neid oder gar Argwohn sorgt. Eine Branche, für die radikale Veränderungen der kommerzielle Schmierstoff und die Daseinsbegründung sind: Unternehmensberatungen.
Beitrag unter: https://www.linkedin.com/pulse/beyond-consulting-%C3%BCber-disruption-new-work-und-der-suche-marc-wagner/
Für Rückfragen wenden Sie sich bitte direkt an die Autoren.
What are Success factors of Silicon Valley companies? What defines a powerful innovation culture and what are possible roadblocks to innovation? What can we learn from the valley?
For further questions do not hesitate to directly contact the authors.
FUTURE-WORK & FUTURE-LEADERSHIP IN THE DIGITAL AGEMarc Wagner
What are the "new paradigms" of the digital age? What are characteristics of a successful leader in the digital age? How do you have to adapt your leadership style as part of the "New-Work" movement? What are concrete examples of "great leader"?
For more information please contact:
Karla.Blanke@detecon.com or Marc.Wagner@detecon.com
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Work 2028: Trends, Dilemmas and Opportunities
1. A study by Deutsche Telekom, Detecon International and
Henley Centre for Leadership/Henley Business School
TRENDS, DILEMMAS & CHOICES
WORK
WORK 2028 – TRENDS,DILEMMAS,CHOICES
2. AMBITIONSOF THE STUDY
SCOPE OF THE STUDY
This studyprovides informed and tangible projections
about what the next decade will bring in terms of
▪ the Futureof Work, Organisations
and Leadership,
▪ the crucial underlying developments and trends
in the external environment of organisations,and
▪ tangibleimplications for how organisations and
decision makers can changetheir practice and
start action today.
AMBITIONS OF THE STUDY
▪ Thought-provoking,challenging,and inspiring–
for decision makers, commentators,innovators,
and people and societyat large.
▪ Creating discussions,generatecontroversies,
and fruitful debates.
▪ Stimulatepurposeful,courageous,and
positiveactions.
WORK 2028 – TRENDS,DILEMMAS,CHOICES
SCOPE, AIMS AND
3. SAMPLE AND PROCESS
We interviewed 50 influential peoplefrom across
industries and societyto learn their projectionsfor 2028.
OUR SAMPLE
▪ included five predefined categories:Top and
Senior Managers, Drivers of Innovation,Futurists,
Young Movers,and Academics
▪ had 36 male and 14 female participants
▪ included people from Manufacturing,FMCG
(Fast Moving Consumer Goods),Financial services,
Professional servicesand consulting,Infrastructure,
ICT,Retail,Utilities,NGOs,Politics,and Higher
Education
▪ represented the following countries:Denmark,
Germany, Ghana, Hungary, United Kingdom,
United States ofAmerica
WORK 2028 – TRENDS,DILEMMAS,CHOICES
METHODOLOGY,
4. OVERVIEWON TRENDS
CRUCIAL TRENDS IN
SHIFTING SOCIETIES
▪ Ubiquitous digitalisation
▪ Informed disorientation
▪ Need for belonging
▪ A cry for societal purpose
ORGANISATIONS
▪ Sizedoes not matter
▪ Screwed-up failureculture
▪ Analogueas twin of digital
WORK
▪ Work is all or nothing
▪ Tech-driven radical transparency
▪ Episodic loyalty
LEADERSHIP
▪ The good,the bad and the uglyof leadership
▪ Gig Leadership
▪ Leading hybrid work forces
▪ Top management as central hub
▪ Leading for radical human-centricity
▪ Leadership development unlearned
GET STARTED, ENABLE
SENSEMAKING AND TAKE
ACTION FROM THE 2028
INSIGHTS!
WORK 2028 – TRENDS,DILEMMAS,CHOICES
5. I. CRUCIAL TRENDSIN SHIFTING SOCIETIES
II. TRENDSAND TRANSITIONSFOR 2028 ORGANISATIONS
III. TRENDSAND TRANSITIONSFOR 2028 WORK
IV. TRENDSAND TRANSITIONSFOR 2028 LEADERS
V. ENABLING AND KICKING OFF YOUR ACTIVITIES
5WORK 2028 – TRENDS,DILEMMAS,CHOICES
6. UBIQUITOUSdigitalisation
Let'sfaceit, everybody will be affected,
whetherin a helpful
or a ghastly way
In 2028, intelligent technology and people-tech interactions
will be ubiquitous in peoples’ tasks, jobs and lives. How?
There are two strong but opposing projections:
▪ 2028 will be full of possibilities, with technology supporting
and enhancing our work and lives for a more reliable, safe,
and creative environment
▪ 2028 will show deep disparities and high levels of separation,
a sharp increase in replaceable tasks, and few new jobs. Even
more complex activities will become extinct
7. 7
2028 FULL OF POSSIBILITIES
▪ Intelligenttechnologyand people-tech eco-systems
supporting and enhancing our work and life and will
make it more reliable,safer and more creative
▪ Beyond thecurrent horizon wewill seenew roles
and tasks we do not even know of today
▪ Humans will adapt to change,like they have shown
throughouthistoryfor instancein automatization in
manufacturing
▪ Societal developments,e. g.aging population,
health and care in conjunction witha declining
demand for relevant professions,will requireservices
building on robotics,AI or automation
2028 WITH MORE DISPARITIES AND SEPARATION
Dilemma 1:
We will seesharp increase of replaceable tasks –
yet the pace of new job creation will be ambiguous
Dilemma 2:
The threshold oftasks affected (enhanced or replaced)
will affect complex activities!We(will) see a false sense
of security at higher level roles – sometasks will be
extinct wethought completelyout ofreach
Dilemma 3:
The demand gap will widen:Between high-level,evolving
skills that are thought after VERSUS medium-level,simple
skilled jobs that will see accelerated replacement
DISCUSSIONS AND CONTROVERSIES …
▪ Who needs to engage with thepossibilities
and dilemmas: Society,politics, organisations,
individuals?
▪ What role must education playpreparing job
entrants for thenew world of work? – Where
are wenow?
▪ How can organisationsaddress fear /preservation
needs of employees and make opportunities
accessible?
▪ Who is dealing with individuals who can’t keep up
with constant re-invention? Imaginenoneof us will
do the job she/heis doing now!
▪ What is the demand for and value of regulation
that facilitates flexibility,yet enables and protects
employees?
IMPLICATIONS …
▪ Find a balanceof individual
responsibilities, collective
support,and accountability
for transitioning into newwork.
▪ Aneducationsystemfit for
the 21stcentury– Createan
enabling environmentand
acceptanceforculture of
properfailing
▪ Create an organisation-wide
sense of urgency,for life-long
learning and whole person
developmentamongstcurrent
and future workforce
Butit hasbeen this waythroughoutthe
major partofhistory, thatonethoughtif this
development continues,theautomation or
therobotization in production,thatmasses
ofpeoplewouldbecome jobless […] Butit
did nothappenthat way.Oneofour
greatest qualities is thatweare creative.
SilkeLuinstra, founder of „Augenhöhe“, film producer,
consultant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
8. INFORMED DISORIENTATION
Navigating the promises
and ambiguitiesof future
technology and digitization
Some are very certain about the future of technology –
while others clearly know that we don’t know:
▪ The technology of 2028 is known today versus the impossibility
of forecasting the technology of 2028
▪ The implementation of technology is easy versus many
options are not feasible
▪ Mounting pressure on society and organisations to deal
with accountability in people-tech ecosystems: for security –
safety – transparency – access – input of data and algorithms
9. 9
2028 FULL OF POSSIBILITIES
▪ A twice-split perspective:Tech 2028 is known today
and implementation is easyVERSUS Tech 2028 is
impossibleto forecast and many options not feasible
▪ Technologywehaveheard of for the near or distant
horizon:ubiquitouspeople-machineinteraction,
dominant voice control,machinelearning,artificial
intelligence,autonomoustransport solutions,virtual
reality meetings,holographsas near-lifeexperience,
hyperloops,etc.
▪ The logic for investment into technologywill be(and
is) for many a black box – and yet organisations are
forced to make quick decisions about how to use
thesetechnologies.
▪ Mounting pressureon societyand organisationsto
deal with accountabilityin people-tech ecosystems:
for security –safety – transparency – access – input
of data and algorithms
FOR DEBATE ...
▪ How to update and sustain keydecision makers’
expertiseon technology’s possibilities and
controversies?
▪ How to include tech-savvy contributors
across organisational levelsand boundaries
in investment decisions?
IMPLICATIONS …
▪ Move beyondgeneralizations:
techpenetrationneeds
industry-andcompany-
specificcontext and
consideration
▪ Clear decisions on WHOis
accountablefor WHATin
people-intelligent machine
ecosystems,andtheir
intended andunintended
consequences
In my view, this is oneofthegreatest
challenges businessesface:to set uptheir IT
infrastructurein suchawaythatit satisfies
their demands, in line with the direction work
needs to developtowardsin future.
AndrePaetzel, Director Digital Consulting, Grey Germany
WORK 2028 – TRENDS,DILEMMAS,CHOICES
10. NEED FOR BELONGING
Feeling at homein a disruptive and
episodic life andwork scheme
▪ In 2028, people will look for a sense of belonging and of
being at home – within fluid, disruptive and episodic forms
of work and life
▪ There will be limited touchpoints between
employee/collaborator and organisation, permanently
changing entities, and omnipresent blurred boundaries
11. 11
2028 FULL OF POSSIBILITIES
▪ People will feel the need to belong and be at
home– in a fluid, disruptiveand episodic form
of work and life
▪ There will be limited touchpoints between
employee/collaborator and organisations,
permanentlychanging entities,and omnipresent
blurred boundaries
▪ Global employees will benavigating with
or without acause or a community
▪ Protectionismand a senseof exclusion
will arise as results ofa global disconnect
FOR DEBATE ...
▪ Where do managers,employees,gig workers find
a senseof belonging?
▪ Who among your managers and employees will
aim for a central home or multiplehomes in which
to belong?
▪ Should organisationsbea platform for belonging?
IMPLICATIONS …
▪ Consider the need for
belongingwhenthinking
about the future of work
▪ Supportpeople’sreadinessfor
a globalvillage
▪ Identify earlywarningsignals
for unhealthy disconnect
betweenemployeesand
organisations
I think thecauseofit [protectionism
andseparatism] is somehowthe needfor
belonging,whichis essential to all people.
Whenthe entities to whichonebelongs to
aredissolving, then peopleask themselves,
wheredo Ibelong to?
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
12. A CRY FOR SOCIETAL PURPOSE
Businesses are at a junction with respect
to long-term societal meaning
Societal responsibility will decide between the life and
death of an organisation:
To have meaning in 2028, businesses will have to make
choices towards sustainable models for business and economy.
Organisations will need to re-envision:
▪ … their decades or centuries old purposes they so far
have taken for granted (e.g., move beyond a legitimate,
yet limited focus on profit)
▪ … their learned economic behavior
▪ … their societal contributions
13. 13
2028 FULL OF POSSIBILITIES
▪ Societies and businesses facea watershed
in terms of choosing sustainablemodelsofbusiness
and economy
▪ To have meaning in the societyof 2028,businesses
will be required to re-envision their decades- or
centuries-old purposes,learned economic behavior,
and societal contributions – all oncetaken for
granted.
▪ Organisations’ human-centricityis a necessityto
address societal divisions and inequality gaps and
createsustainablesocieties
▪ Yet, businesses arepermitted to pursueprofit! – as a
long term perspective
FOR DEBATE ...
▪ What role or presupposed purposes,learned patterns
of economic behavior, and societal contributionsplay
in your organisations?
▪ Can you ignore human-centricityin the decisions
and outlook of your organisation?
▪ How does your organisation balanceeffectiveness,
tech-centricityand human-centricity?
▪ Who is asking thosequestions todayin your
organisation,and who needs to ask them in the
future?
IMPLICATIONS …
▪ Identify blindersfrom
presupposedpurposes,
learnedpatterns of economic
behavior,andnarrowsocietal
contributions ANDfind,
understand,and applaud
constructiverule breakers.
▪ Reconsidertimeframesfor
your organisation’s
contributions to society.
▪ Expandthe numberof
managersandemployees
involved in deepconversations
regardingtheorganisation’s
purpose.
Increasingly, businessesare goingto haveto
havearole in societywhichis looking towardsthe
longterm, and to growtheirbusiness and‘decap’
all thatgrowthfromimpact ontheenvironment
andproofpositive social impact.
Stephen J.Pain, VPSustainable Business and Communications,
Unilever
Maybe,Ithink, leaders will bemore and more
facedwith: Whatrole doI have,whatis my
purpose?HowamI gonnacontributeto making the
world abetter place? Becauseit’s notjust ideology
anymore {…} it’s becauseit will bea necessityand
wehaveachanceto contributeto that.
ChrisShern, Director Henley Denmark
WORK 2028 – TRENDS,DILEMMAS,CHOICES
14. I. CRUCIAL TRENDSIN SHIFTING SOCIETIES
II. TRENDSAND TRANSITIONSFOR 2028 ORGANISATIONS
III. TRENDSAND TRANSITIONSFOR 2028 WORK
IV. TRENDSAND TRANSITIONSFOR 2028 LEADERS
V. ENABLING AND KICKING OFF YOUR ACTIVITIES
14WORK 2028 – TRENDS,DILEMMAS,CHOICES
15. SIZE DOES NOT MATTER
Organisations' setupand transition
capabilities arethe nameof the game
Organisations as fluid people-tech eco-systems, co-creating
organisms, with breathing boundaries and structures, organized
in cells and communities
Large organisations will…
▪ … either develop these features with small scale-up activities
and trust in organisational/individual capabilities, reward
proactivity – and thereby survive
▪ … or remain inflexible and stuck in 20th century beliefs with a
ballast of rigid organisational structures and routines – and
thereby disappear
Start up–Scale up–Step up: Fast maturing SMEs step up –
towards clear decision-making processes, gig involvement with
sense of accountability, and a mutually demanding value
proposition for new recruits and partners
16. 16
2028 FULL OF POSSIBILITIES
Classic predictions about thefutureof
organisations’ setup:
▪ Fluid companies of people-tech eco-systems,
breathing boundaries,cell organisation,flatter
structures,ad hoc supplier networks, holocracies,
hybrid units,community-based organisations,co-
creating customers, organisationas host to
freelancers for safetyand predictability, partner
model as a model for all
Growing and Large-scaleorganisations will havea
choicebetween beauty and beast:
▪ Beauty, by nurturing small scale-up activitiesand
their people: making a leap of trust,rewarding
proactivity,giving liberty as motivation,allowing
access to finance and support,etc.
▪ Beast,wheresizeand dominanceleave
organisationsstuck in 20th centurybeliefs,routines,
patterns,and ballast
Start up–Scaleup–Step up
▪ Fast-maturing Start-upsand SMEs challenged to step
up – towards(un)clear decision-making processes;
gig involvement with (in)sufficient accountability,a
demanding value propositionfor employees and the
SME
FOR DEBATE ...
▪ Big vs Small:how large do organisationswant to be?
▪ Identification with the organisation or its cause?
▪ How to increase the appetitefor decision-making
and accountabilityin start-ups and SMEs?
IMPLICATIONS …
▪ De-ritualizing symbolsand
routines of big organisations
▪ Bringingdecisions and
conversationscloser towhere
the expertiselies
▪ Organisationalgrowthalong-
side growthinaccountability
and fluidity –keepingthe
causealive –Re-evaluationof
organisational competencies–
sheddingandpreventing
ballast
▪ Integrationand collaboration
betweenbigand small
organisations
Are we,as acorporation,with all ourrelics
andbaggage,really at adisadvantage
compared to theagile start-ups? Can‘twe
gain an advantagefromourinheritance,
separate fromall stifling structures?
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
17. SCREWED-UP FAILURE CULTURE
Everyoneproclaims a culture of proper
failing, only few succeed
▪ A deep identity change is needed for a culture of suitable failing
▪ Successful organisations will walk the talk of suitable failing,
beyond glossy communicationand shallow implementation
▪ Top management re-enforces experimentation and genuine
mistakes, to achieve real improvement
▪ Lifelong learning, failing, un-learning, and experiential work are
integral elements of progress and attractiveness
18. 18
2028 FULL OF POSSIBILITIES
Thoseorganisations who succeed will walk
the talk of properlyfailing
▪ Top management encourages and reinforces
experimentation and allows for genuinemistakes in
order to achieve real improvements
▪ Businessesharness synergized insightsbyenabling
collaborative,cross-function activityand participative
explorationand decision-making
▪ Businessesattract and retain young talent through
experiential work and highlyprioritized,flexible
working patterns.
▪ Lifelong learning,failing and un-learning are integral
elements of progress and development
FOR DEBATE ...
▪ For years, organisationshavebeen aware
of the above – but it rarely works!
▪ How about throwingsuperficiallyembedded
learning cultureconcepts in thebin?
▪ To changecultureand allow lifelong learning,which
hard and sustained steps areneeded?
▪ Is a learning cultureonlysomething that is nice to
have? Will a cultureof proper failing and
collaborationsurvivea downturn in the economic
landscape?
IMPLICATIONS …
▪ Wanted! Adeepidentity
changein organisations–
redefining the organisation’s
attitude tolearning,
experimenting,and failing
▪ Spacefor pioneering activityin
collegiate systems–
encourageandendorseoutlier
thinking
▪ Trusting employees’intentions
and capabilitiesin
experimenting–a challenging
endeavor!
▪ Focus onidentification of
hurdles andoutstanding cases
for tangible,company-specific
steps
Thestructureofthe organisation,whatit
supportsandsanctions[could poseahurdle].
Theeagernessto experiment plays abig part,
andit starts with school.[…] Making mistakes
is supposedtoformapartoflearning. How
am I supposedtolearn, if I am notallowed to
make mistakes oncein awhile?
SilkeLuinstra, founder of „Augenhöhe“, film producer,
consultant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
19. ANALOGUE AS TWIN OF DIGITAL
A deep divide on how to build
durable work relationships
The view on building strong and trustworthy
work relationships is divided:
▪ A face-to-face position: real interactions to get to know each
other – labels digital encounters as lacking whole-person
connections
▪ A virtuality position: tech-based, non f2f digital interactions to
get to know each other’s data, which tells all about a
collaborator’s purpose and attitude – labels f2f as a
romanticized, out-of-touch activity
▪ The mediated option: Holographs, Virtual Reality, Hyperloops
are familiar intermediaries.
20. 20
2028 FULL OF POSSIBILITIES
The face-to-faceposition:
▪ Ongoing need for f2f interactions – getting
to know each other for durable and strong
relationships.
And: Digital encounters are porous relationshipsand
lack whole-person connections
The virtuality position:
▪ Tech-based,non f2f, digital interactions – getting to
know each other’s data,which
tells us all about a collaborator’s purposeand
attitudeand allows a strong relationship that
is worthyoftrust
And: Face-to-faceencounters area romanticized,out-
of-touch activity
▪ Or we will see themediated option – Holographs,
Virtual reality, Hyperloops,Robotsas familiar
intermediaries?
FOR DEBATE ...
▪ Does your organisation address theoverlystretched
promiseand romanticized view of f2f?
▪ How will the socialization ofemployees work without
f2f?
▪ Can we facilitatea network of regional mini-’Valleys’
– localized pools ofagglomeration and workspaces
for socializing and innovating?
▪ Can we go directly from Forming to Performing – in
virtual team-building? Is Storming and Norming a
thing of the past?
IMPLICATIONS …
▪ Pushhardfor the bestof both
worlds:define the true
contribution of f2f as an
element of digitalspacesand
work
▪ Identify the value of digital
workrelationships to abolish
ritualized, emptymeetings
▪ Monitor centrifugalforcesof
digitalrelationships for
purpose-richness,shared
commitmentandengagement
On theotherhand,there is aneed for
physicalcontactpoints to strengthen human
interaction. Part ofmy observationshave
been thatregular touchpointsin real life are
essential forteams to performeffectively.
SebastianHopp, Director of Opportunities, innogy
WORK 2028 – TRENDS,DILEMMAS,CHOICES
21. I. CRUCIAL TRENDSIN SHIFTING SOCIETIES
II. TRENDSAND TRANSITIONSFOR 2028 ORGANISATIONS
III. TRENDSAND TRANSITIONSFOR 2028 WORK
IV. TRENDSAND TRANSITIONSFOR 2028 LEADERS
V. ENABLING AND KICKING OFF YOUR ACTIVITIES
21WORK 2028 – TRENDS,DILEMMAS,CHOICES
22. Work is all or nothing
Unlocking new understandings
of work
The path to new meanings of work in society
is a path of controversies about:
▪ The level of life-work integration
▪ The variety of places of work
▪ A work-income(dis-)connect
▪ Work as a place of belonging or of pure transactions
▪ Work as a positive personal stretch or life necessity
▪ New gig-work, by choice or forced insecurity
23. 23
2028 FULL OF POSSIBILITIES
Contentious pathwaysto new meanings of work:
▪ Life: Work and non-work are indistinguishable
and inextricable,by choiceOR Life will be protected
from work – for healthyboundaries
▪ Places:Work happens everywhereAND co-located
work with defined benefits
▪ Income:The work-incomeconnectionhas
disappeared AND there was never a consensus
on societal basic income
▪ Identityand Belonging:Purpose-rich and meaningful
work facilitates a personal life
purposeand a focus for belonging OR work as
a pure transaction in gig relationships,without
personal attachment to a cause
▪ Loyalty:High-speed loyaltyand high-speed
disconnect from tasks and organisationin
support of own purpose
▪ Attitude:Work and stretch at work as fun
OR work as a necessityof life
▪ Distribution:Employment down AND concentrated
organisationalassetsup
▪ Agency: New work as freely chosen OR new work as
forced upon one due to insecurity?
FOR DEBATE ...
▪ Is the aim to keep work and life separatea lost
battle?
▪ Do organisations accept that peoples’lives intrude
on work – as they expect work to intrude on private
life?
▪ What is the roleof societyand regulation in defining
new meanings of work? IMPLICATIONS …
▪ Throughintense debate,
reinvent the meaningof work
– for employees,your
organisation,collaboratorsand
society,along the lenses of …
life, place,income,identity,
belonging,loyalty,attitude and
agency…
Thelines between workandlife are blurring
more and more. Thesearespheres whichwe
wouldstill like to keep separate, at least in
Germany […] I think it will beincreasingly
impossible to achievethis. Wehaveonlyone
brain: sowhenItake awalk,I will also think
aboutwork-related things.
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
24. TECH-DRIVEN RADICAL TRANSPARENCY
Jump-startto govern everything-
everywhereinsights at work
Organisations face a balancing act between demands for control,
transparency, collaboration, trust and needs for data protection
and security
Contradictions of new, tech-driven work engagement
We will see an era of radical transparency
… about information, data, behavior and decisions
… among employees, managers, peers and external collaborators
… where evidence of people’s contributions, value and
problematic perceptions is completely transparent in the
organisation
25. 25
2028 FULL OF POSSIBILITIES
We will seean era of radical transparencyof information,
data, behavior and decisions among employees,
managers, peers and external collaborators
▪ With transparent sources to giveevidence
about people’s contributions,valueand problematic
perceptions
▪ Where meetings or digital debates are
recorded and accessiblefor all
▪ Where demands for Control-Transparency-
Collaboration-Trust arebalanced with those
for data protection and security
FOR DEBATE ...
▪ Transparencya chance to spot real and
hidden contributors?
▪ They know all about me… how do I remain relevant
as an employee/contributor?
▪ How to address therisk of manipulation?
By whom?
▪ What is the case for selectivesharing or for radical
transparencybetween organisations?
IMPLICATIONS …
▪ Co-createprinciplesand ethics
for dealing withradical
transparencyinan
organisation’seco-system
▪ Identify blinders,realhurdles
and businessopportunities of
radicalinformation-sharing
betweenenterprises
Oneexample I am thinking ofis [ahedge
fund][…], and theyhaveaculture, whichis
really aboutradical transparencyand also
algorithms […] What theydois theyvideotape
everymeeting andanybodycanwatch any
meeting with anyotherperson,nomatter how
painfulthatmeeting is.
David Day,Professor, Claremont McKenna College
WORK 2028 – TRENDS,DILEMMAS,CHOICES
26. EPISODIC LOYALTY
People andorganisations as temporary
life companions
We see an era of episodic loyalty, where organisations, employees
and collaborators connect to engage in/disengage from/re-engage
in cycles of defined duration
… Internal episodic loyalty: regularly changing identification
following tasks, projects or roles
… External episodic loyalty: staying outside the organisationbut
regularly engaging in mutual identification inside its boundaries
27. 27
2028 FULL OF POSSIBILITIES
Episodic loyalty:
▪ Over the courseof employees’careers,
organisations,employeesand collaborators
will go through numerous,temporallydefined cycles
Internal and external episodic loyalty:
▪ Internal:Staying insidean organisation but changing
mutual identification whileundertaking new tasks,
projects,roles
▪ External:Staying outsidethe organisation
overall but regularly embarking on mutual
identification insideits boundaries
FOR DEBATE ...
▪ How much loyalty/identification do both
organisationsand employees invest in the
partnership?
▪ What will serve as employees’anchor for loyalty:the
organisation,overlapping purposes,themeaning or
the societal contribution ofthework?
▪ What will serve as organisations’ anchor for loyalty
and how can they reflect,communicateand act
upon this with clarity?
▪ How to balance episodic loyaltywith organisations’
long-term activities and the need for knowledge-
retention?
IMPLICATIONS …
▪ Organisations,employeesand
collaboratorsneedto
understand,accept,and
engagewiththe cyclicalnature
of episodicloyalty
▪ Organisationsrequirea
functioning mechanismfor
constructivelyengagingin,
disengagingfrom,andre-
engagingwithemployeesand
collaborators
▪ Organisationsshould consider
employeesasorganisational
alumni
I amnowsettled with acolleague whohas
know-howwhichcannotbetied downfor15
years, as heis likely goingto move onto
anothergig within aspaceofsix months.
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
28. I. CRUCIAL TRENDSIN SHIFTING SOCIETIES
II. TRENDSAND TRANSITIONSFOR 2028 ORGANISATIONS
III. TRENDSAND TRANSITIONSFOR 2028 WORK
IV. TRENDSAND TRANSITIONSFOR 2028 LEADERS
V. ENABLING AND KICKING OFF YOUR ACTIVITIES
28WORK 2028 – TRENDS,DILEMMAS,CHOICES
29. THE GOOD, THE BAD AND THE UGLY
Transparencyandimmediacy drive
democratizedinformationand decisions
Leadership transparency:
… tech perspective: digitizationand platforms will demolish
leadership privacy at work and reveal leadership activities,
decisions and contributions
… people perspective: Since many, if not all, people will be involved
in leadership and , therefore, have access to leadership realities
Leadership immediacy:
▪ Proximity between managers and employees due to inclusion of
many people
▪ Immediacy will be elevated by social-tech
OF LEADERSHIP
30. 30
2028 FULL OF POSSIBILITIES
Leadership transparency
▪ A tech perspective:
Digitization demolishes leadership privacy
at work – social platforms reveal activities,decisions
and contributions in leadership processes.What
leadership actuallydoes and means becomes public
▪ A people perspective:
Many or all people in organisationsbeing involved in
leadership means more peoplewith access to
decisions,information and sense making
Leadership immediacy
▪ Proximitybetween managers and employees
is the new context for leading and engaging
▪ Solution and decision focus allow for the deep,
rapidly increasing inclusion ofmany people
▪ Immediacyis elevated by social-tech multi-channel
access
FOR DEBATE ...
▪ How can managers, employees,and organisations
benefit from leadership transparencyand intimacy?
▪ Will we still seedifferent forms of gatekeeping and
hierarchal dynamics? How can we ensure
constructivesharing?
IMPLICATIONS …
▪ Preparepeoplefor
transparent,public andvisible
leadershipthinking and
activities
▪ Facilitate management
meetingsas publicarenas that
everyonecanattend or watch
▪ Preparepeoplefor immediacy
and tosee directleadership
accessasanopportunity
And with visible, I mean youcan’t hidein
theofficeanymore. I think the leader will sit
much more in thebusiness andbemore
visible and accessible. He/shewill betheone
whocreates theright teams and theright
focusratherthanproviding expertknowledge
andinfluence.
Tommy Olofsen, MD Crew Management, OSM Maritime
WORK 2028 – TRENDS,DILEMMAS,CHOICES
31. GIG LEADERSHIP
Rotating and episodic leadership
involving the many
▪ Managers, employees and collaborators rotate episodically in
taking the helm of leadership, driven by complex organisational
purposes and tasks, and based on complementary qualities
and capabilities
▪ Interim status will be permanent: interim and gig leadership will
be permanent solutions with multiple and diverse actors (co-
leadership, people-tech ecosystem leadership, and peer-to-peer
leadership)
▪ This can take even longer than the next decade!
32. 32WORK 2028 – TRENDS,DILEMMAS,CHOICES
2028 FULL OF POSSIBILITIES
▪ Leadership rotates episodicallyin the spacebetween
managers, employees and collaborators
▪ Complex purposes and tasks of organisationsand
people’s complementaryqualitiesand capabilities
drive who is taking the helm of leadership during a
given episode
▪ Interim status is permanent: interim and gig
leadership are part of thepermanent nature
of multi-directional leadership
▪ New forms and spaces of leadership:Multipleand
diverse actor leadership, co-leadership,people-tech
ecosystemleadership,leadership in which everyone
engages,peer-to-peer leadership
▪ Expansion ofthe sphereof influence of personal
leadership via digital technologyand networks
OR the other position:Not much will changein
leadership – instead we will see therise of
disciplined activity
FOR DEBATE ...
▪ Who has theability to movein and out of leadership
roles rather than sticking to a singleleader role?
▪ What about leadership with more
diverse people and diverse appearances?
▪ Will we see willingnessto takeon accountability
beyond a ‘gig’ when decision-making is fluid and
rotating? IMPLICATIONS …
▪ Use rotating leadership,as a
placefor identifying and
experimentingwithleadership
talent, skill and expertise
▪ Allow employeesto
experimentandsucceedin
multiple, diverseandinclusive
leadershipconstellations
▪ Rotating leadershipis hard
work:enableit and makeit
work
▪ Develop newwaysof
assessingleadershipsuccess
and promotionof decisionsfor
rotation
[...] andthis contradicts all previousmanager
socializations. A manager is supposedtobein
controlandplan. All ofasudden,wegetinto
this differentstream ofthings,wherehecannot
dothis anymore... hecan puttheboatinto the
water, butatthe same time, hasto let it goand
trust his colleagues to steer it well.
Markus Väth, co-founderHumanfy Think Tank
This is also the greatestchallenge: to bea
totally committed leader, butto also beable to
sayIhavethe sovereigntyto step back.
A study participant
33. LEADING HYBRID WORK FORCES
Preparingleaders to guide
people-machine ecosystems
▪ Managers, employees and collaborators move to leading new
entities: people-tech ecosystems and digital arenas which
consist of people and artificial intelligences, robots, machine
learning, cognitive computing and social platforms
▪ Rise of a new generation of input gatekeepers around data,
decision-making criteria and algorithms
34. 34
2028 FULL OF POSSIBILITIES
▪ Leading involves theuseof technologyas
a platform for celebration and critique
▪ Managers, employees and collaboratorsface
the task of leading people-tech ecosystems
and digital arenas
▪ Leading eco-systemsmeans leading their interfaces
and the interactions within them between people
and artificial intelligence,robots,machinelearning,
cognitivecomputing and social platforms
▪ There will either be a new generation of input
gatekeepers (data,decision-making criteria,
algorithms) or thedemise of the information holder
FOR DEBATE ...
▪ Can technologyactivelylead and/or follow?
▪ Who is accountablefor tech-AI-initiated interventions
and decisions?
▪ What is the demand for compensating for
the lack of a socio-emotionalsidein robot-AI
environments?
▪ How does a robot show empathy/
socioemotionalengagement?
▪ Will we need to inspire and motivate
robots and can weconvincethem “to go
the extramile”?
IMPLICATIONS …
▪ Identify a set of company-
specificleadershipand work
principles for people-tech
ecosystems
▪ Use organisation asa
navigatorfor leadingpeople-
techecosystems
▪ Define accountabilities in
people-robot-AIsystems
▪ Consider the decreased
sourcesfor empathyand
socioemotionalengagement
They[hedgefunds]usea lotofAI in the
trading schemes that theyinvent.Now,people
arestill a big partofthat, butthealgorithms
augment alot ofthehard-nosedhuman
decision-making.
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
35. TOP MANAGEMENT AS
The Central Hub is….
▪ … guardian of being essential to the organisation’s purpose
▪ … guardian of human-centricity and humanity
▪ … responsible for pulling together disparate organisations
▪ … responsible for destroying what the organisation is good at
▪ … responsible for taking risks for long-term activities
▪ … responsible for enabling people to flourish and learn
CENTRAL HUB
Transitioning into the nurturing nucleus
of an organisation
36. 36
2028 FULL OF POSSIBILITIES
The central hub…
▪ Serves through noiseand distractions as the
guardian of purpose/clarity/essentialityand of
accountabilityto thestakeholder
▪ Is the guardian of human-centricity and humanity
▪ Pulls together and coordinates increasinglydisparate
organisations
▪ Makes decisions within asea of datathat provides
onlylimited insights
▪ Destroyswhat the organisation is good at in order
to help the organisation re-invent itself
▪ Takes risks courageouslyfor long-term action and
to remove roadblocks
▪ Enables by shaping conditions and systems for
people to flourish in and allowing lifelong learning
▪ Transforms to asense of collectivecontributions and
achievements in top management teams
OR the other position:Not much will changein
leadership – instead we will see therise of
disciplined activity
FOR DEBATE ...
▪ Who is part of the central hub? How porous are the
central hub’s boundaries? What will be the fluid size
of an effective central hub?
▪ When do people progress to thecentral hub from the
people-tech eco-system?
IMPLICATIONS …
▪ Thereis a needto identify
learning needsfor true
leadershipand the leadership
strengthsof the organisation’s
centralhub
▪ The centralhub/top
managementteamsmust
embrace thefact they are
developingand learning
entities
▪ Must changeclimate in the
centralhub –createcomfort
withnew waysandelementsof
hub leadership
So I interviewed agentleman whowasa
prominent CEOin Danishbusiness [...] he
stoodup atthe sales conference-instead of
saying ‘This is whatwe’regoingto do andthis
is ourvision’[...] hestood upandsaid ‘You
don’tworkforme. I workforyou[...] weare
goingto figurethis outtogether.
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
37. LEADING FOR RADICAL
Employees, managers and collaborators in people-tech eco-systems
or episodic, rotating leadership constellations face dual demands
from human centricity
▪ Demand for multifaceted complex capacities: Leadership in
networks of relationships and as an enabler with judgment and
cross-boundary capacities
▪ Demand for evolving personal qualities: Leadership with deeply
seated attributes and self-directed, generative and survival
qualities
HUMAN-CENTRICITY
Embodying multifacetedleadership
capacities and deep personal qualities
38. 38
2028 FULL OF POSSIBILITIES
Employees,managers and collaboratorsin people-tech
eco-systems or episodic,rotating leadership
constellationsfacedual demands from human centricity
Demand for multifaceted complexcapacities:
▪ Leadership in simultaneouslystableand fluctuating
networks ofrelationships(e.g.adapting to
permanentlychanging patterns of relationshipsin
people-tech eco-systems)
▪ Leadership as an enabler - listening and facilitating
inclusivedecision-making (e.g.approaching
leadership as care for individual humans;but
motivation is not the task of a leader: peopleneed
to motivatethemselves)
▪ Judgment and cross-boundarycapacities (e.g.fast
decision-making with limited information and a sea
of data)
Demand for evolving Personal qualities:
▪ Leadership with deeply seated attributes
(e.g. vulnerability as well as resilience)
▪ Leadership with self-directed,generative
and survival qualities (e.g. personal purpose,
lifelong learning,digital confidence)
FOR DEBATE ...
▪ How do we deal with new recruits who bring
unsuitableprimary and secondaryeducation
and limiting,non-explorativevaluesets?
▪ Will organisations seea separation
between scientific/technologicalpeople
and judgement/decision-making people?
IMPLICATIONS …
▪ Investmentin deeppersonal
qualities withinthe reality of
collective leadership– without
returning toleader-centric
development
▪ Needtoexplore the nature of
human-centriccomplex
capacitiesspecifictoyour
organisation
▪ More time and spacefor
connecting andallowing
(accidental)collaboration
▪ Reformof the societalsystem
throughgenerativelinks with
education
Leadership and personaldevelopment go
handin hand.To beatrue leader, youhaveto
beabetter human being andto beabetter
human being youhaveto bea genuine
individual. Youhaveto haveenormous self-
insight. […] Ithink it wasmuch easier [in the
past] to getby being agoodmanager, a
strongmanager, andin the futuretherewill be
noneed formanagers.
David Day,Professor, Claremont McKenna College
WORK 2028 – TRENDS,DILEMMAS,CHOICES
39. LEADERSHIP DEVELOPMENT
Towardsdisruptive, uncomfortable and
transformativedevelopment
Novel foci for leadership learning with
▪ Whole-person development
▪ Emphasis on collective and multi-level leadership learning
▪ Long-term and cross-career, episodic, non-linear, disruptive
leadership learning and unlearning
Novel constellations for developing leadership capacity
▪ by leadership learning for all employees
▪ in episodically rotating constellations and people-tech
ecosystems
▪ in gig workers
UNLEARNED
40. 40
2028 FULL OF POSSIBILITIES
Novel foci for developing leadership capacity
▪ Whole-person development that embraces
human-centered leadership
▪ Emphasis on collectiveand multi-levelleadership
learning
▪ Long-term and cross-career capacity building
with episodic,non-linear,disruptiveleadership
learning and unlearning
▪ Multifaceted leadership capabilities and deep
structuresofpersonal qualities in the center
Novel constellationsfor developing leadership capacity
▪ Developing all employees throughout theentire
work-life– not as a special privilege for the top
▪ Developing episodicallyrotating constellations
and people-tech ecosystems
▪ Developing gig workers despiteepisodic
work relationshipsand loyalties
FOR DEBATE ...
▪ Is your organisation readyto nurturewhole-person
learning and people-tech system development?
▪ Which new foci and constellations for leadership
learning are most pressing?
▪ What drivers and hurdles are there to developing
leadership in gig workers with episodic work
relationships?
▪ How can managers experienceperiods of late
career second- or third-timebusiness adolescence?
▪ What happens to whole-person development
in crisis?
IMPLICATIONS …
▪ Embedlong-termepisodicand
cross-career,non-linearand
disruptiveleader-shiplearning
and unlearning into work
▪ Build human-centered
leadershipand lead people-
techsystemstodevelop
leadershipin the entire
organisation
▪ Facilitate all-organisation
leadershiplearning – Impact,
time and finance
I think abig trend is moving awayfromleader-
centric notionsofleadership and its development
to more distributive, shared,collective. It’s one
whereeveryonehas to takeresponsibility for
being aleader whenneeded,evenif theycannot
betheleader. {…] so howdoyouprepareforthat
[…] becausewherethings arelagging is that
development is still very20th century.[…] I think
therehas to bemore collective intervention.
A study participant
WORK 2028 – TRENDS,DILEMMAS,CHOICES
41. I. CRUCIAL TRENDSIN SHIFTING SOCIETIES
II. TRENDSAND TRANSITIONSFOR 2028 ORGANISATIONS
III. TRENDSAND TRANSITIONSFOR 2028 WORK
IV. TRENDSAND TRANSITIONSFOR 2028 LEADERS
V. ENABLING AND KICKING OFF YOUR ACTIVITIES
41WORK 2028 – TRENDS,DILEMMAS,CHOICES
42. 42
UBIQUITOUSDIGITIZATION…
▪ Balancingindividual responsibilities,collectivesupport,and
accountabilityfor transitioning into new,technology-driven work.
INFORMED DISORIENTATION…
▪ Move beyond generalizations:tech penetration needs industry- and
company-specific context and consideration.
NEED FOR BELONGING…
▪ Define meaningful touchpoints for episodic employees andpartners
and support people’s readiness for working in a global village.
A CRY FOR SOCIETAL PURPOSE …
▪ Identify blinders from presupposedpurposes,learned patterns of
economic behavior,and narrow societal contributions– in broad
debates about an organisation’spurpose.
… FOR SHIFTING SOCIETIES IN 2028
SIZE DOES NOT MATTER…
▪ Identifying and integratethespecific best in both big and small
organisations.
SCREWED UP FAILURE CULTURE …
▪ Wanted! A deep identity change– Redefining the organisation’s
attitudeto learning, experimenting,andfailure.
ANALOGUE AS TWIN OF DIGITAL …
▪ Pushing hard for the best of both worlds bydefining the true benefit
of F2F in digital spaces and work.
… FOR ORGANISATIONS IN 2028
WORK 2028 – TRENDS,DILEMMAS,CHOICES
KEY IMPLICATIONS…
43. 43
… FOR WORK IN 2028 … FOR LEADERSHIP IN 2028
THE GOOD, THE BAD AND THE UGLY
OF LEADERSHIP …
▪ Prepare people for transparent and
visible leadership practice with high
immediacy and direct leadership
access
GIG LEADERSHIP …
▪ Use rotating,episodic leadership to
identify leadershiptalent and new
ways of assessingleadership
LEADING HYBRID WORK FORCES …
▪ Identify company-specific principles for
leadership and work in people-tech-
ecosystems – define accountability in
people-robot-AI systems
WORK IS ALL ORNOTHING …
▪ Re-invent meanings ofwork for employees,
organisations,collaborators and society
along the lenses of life, place, income,
identity, belonging,loyalty,attitudeand
agency.
TECH-DRIVENRADICAL TRANSPARENCY…
▪ Co-createprinciples and ethics of dealing
with radical transparency in an
organisation’seco-system.
EPISODIC LOYALTY…
▪ Organisations requirea functioning
mechanism for constructivecyclesof
engaging,dis-engaging,and re-engaging
with employees andcollaborators.
TOP MANAGEMENT AS CENTRAL HUB …
▪ Createclimatechangein thecentral
hub towards leadership strengthsand
being a learning entity
LEADING FOR RADICAL
HUMAN-CENTRICITY…
▪ Invest into deep personal qualities and
multifaceted leadership capacities,
whilechanging society via generative
links to education
LEADERSHIP DEVELOPMENT
UNLEARNED …
▪ Embed long-term,cross-career,
episodic, non-linear leadership
(un)learning – towards human-centricity,
leading people-tech system as a
capacity of entireorganisations
KEY IMPLICATIONS…
WORK 2028 – TRENDS,DILEMMAS,CHOICES
44. EDUCATIONWITHLIMITATIONS
▪ Subject-specific versus targeting complex
capabilities and deep personal qualities
▪ Education stuck in 1905
▪ Responsibility,judgement,risk and room
for mistakes underrepresented in
curriculum
REGULATION
▪ Lack of regulatorysupport for new flexible
natureof work, organisation and leadership
NATURE AND SPEED OF CHANGE
▪ Increased pace of changein relevant
environments
▪ Urgencyof needed transitions
▪ Radical,eruptive changeon a regular
basis – need for constant reinvention
44
… THAT HOLD YOU BACK ON YOUR TRANSITION TO 2028
BEWARE OF EXTERNAL
HURDLES …
WORK 2028 – TRENDS,DILEMMAS,CHOICES
45. 45
… THAT HOLD YOU BACK ON YOUR TRANSITION TO 2028
LIMITED DIGITAL KNOW-HOW AT THE TOP
▪ Business with lack ofdigital acumen
WHAT TO INVEST IN AND WHEN
▪ Investmentin tech with limited evidence for
success
▪ A bias towards excessivedatacollection
rather than data exploration
SUSTAINED RIGID MIND-SETSAND VESTED
PERSONAL INTERESTS
▪ People in power prevent transitioning and
progress to safeguard own benefits
▪ Oncein position,young leaders fall in love
with power and protectivebehavior that
prevents fluid structures
▪ Leadership as a prerogativefor positionsof
power
BARRIERS AT THE TOP
▪ Low risk and conservativebusiness
thinking
▪ Limited developmental orientation
▪ Lack of letting go at thetop
▪ Lack of persistencein trend
implementation – dipping in and out
TALENT AND CAREERPATTERNS
▪ Huge differences in individuals’
preferences for self-leadership and
decision-making.
▪ Identifying high potential based on present
and past, not on futureexpectations
▪ Rigid, risk-aversestructures prevent
identifying and nurturing innovativetalent
▪ In-industry search versus outside-industry
talent
ROBUSTNESSOF RIGID CULTURE
▪ Lack of critical employees
▪ Higher levels of obedience
▪ Lack of support for outliers
▪ Sustained emphasis on status/titles
PROHIBITIVE STRUCTURESAND
INCENTIVES
▪ Incentives that simulateand reward
stagnation
▪ Gap between existing ways ofworking and
what actuallyworks,results in disengaged
workforce
THE LURE OF PAST AND CURRENT
SUCCESS
▪ Overly treasuring thegolden legacy
▪ Routineof short-term goal settingfor
immediatereturns
BEWARE OF INTERNAL HURDLES …
WORK 2028 – TRENDS,DILEMMAS,CHOICES
46. STARTING CONNECTED AND
GENERATIVE CONVERSATIONS
Who do you need to share trends and insights with
immediately?
!________ !________ !________
Who do you need to start a conversation with from your
team and sounding board?
!________ !________ !________
MOST STRIKING?
What are your reflections?
What is the most striking trend – within the current
frame of your organisation?
!___________________
!___________________
What is the most striking trend – which sounds foolish
for your organisation?
!___________________
!___________________
Which factors are driving the trends?
!____________________
!____________________
What effects will the trends have?
!____________________
!____________________
TO EXPLORETAKE PRIORITIESIN TURN
The highest priorities, as you rank trends personally.
Why?
!________ !________ !________
The lowest priorities, as you rank them personally. Why?
!________ !________ !________
THE ONE!
If you could experiment with one trend, which would it
be and what would be your first thoughts for action?
!________________________
THE CONNECTIONSYOU SEE.
If you were to draw a map, which trends and actions
would be connected? Visualize steps you can take
towards a sustainable transition towards 2028.
GETTING STARTED WITH ACTIONS
FROM YOUR OWN INSIGHTS2028
WORK 2028 – TRENDS,DILEMMAS,CHOICES 46
47. CONNECTING WITH STUDY PARTNERS
WORK 2028 – TRENDS,DILEMMAS,CHOICES 47
Peter Kalkanis
Deutsche Telekom
HR Digital & Innovation
Peter.Kalkanis@telekom.de
LinkedIn
Martin Wilckens
Deutsche Telekom
HR Digital & Innovation
Martin.Wilckens@telekom.de
LinkedIn
Karla Blanke
Detecon International
Company ReBuilding
Karla.Blanke@detecon.com
LinkedIn
MarcWagner
Detecon International
Company ReBuilding
Marc.Wagner@detecon.com
LinkedIn
Prof. BerndVogel
Henley Business School,
University of Reading
Henley Centre for Leadership
bernd.vogel@henley.ac.uk
LinkedIn
Obiageli Heidelberger-Nkenke
Henley Business School,
University of Reading
Henley Centre for Leadership
obiageli.heidelberger-nkenke@reading.ac.uk
LinkedIn
Dr. Reza Moussavian
Deutsche Telekom
HR Digital & Innovation
Reza.Moussavian@telekom.de
LinkedIn