FUTURE MANAGEMENT PRACTICES
One of the conclusions that we can highlight from Deloitte´s Global Human Capital Trends report is that the actual business practices of corporate planing, organizational structure, job design, goal setting, and management were developed in the first industrial age. This implies a clear need of change and evolution, where companies should focus more heavily on career strategies, talent mobility, and organizational ecosystems and networks to facilitate individual and organizational reinvention.
The thing is that the problem is not simply reskilling or planning new and better personal careers. Instead, organizations must look at leadership, structures, diversity, technology, and the overall employee experience.
Here we highlight 4 of the challenges from the report completed by different experts in the field:
- How we redesign the organization and its leadership for the future.
As Yves Morieux from Boston Consulting Group shows in this insightful talk, too often, an overload of rules, processes and metrics keeps us from doing our best work together.
https://www.youtube.com/watch?time_continue=2&v=t__NoFstCmQ
- Working in teams will become the norm and building and how we build a new management system to empower and engage the teams.
Patric Lencioni, expert in teamwork tells us about the five disfunctions of a team to achieve high performance results.
https://www.youtube.com/watch?v=6sqvWEI1CVg
- How we design the employee experience for engagement, productivity , and growth.
Vinet Nayar, former CEO of HCL Technologíes anfd author of acclaimed management book “Employees First, Customer Second: Turning conventional management Upside Down” talks us about people experience and growth.
https://www.youtube.com/watch?v=cCdu67s_C5E
- How we build a culture of continuous learning, adaptability, growth, and personal development.
The concept of 60 year career and half life skills are forcing companies to rethink the way they manage careers and deliver learning and development opportunities, which has become a radical change. The changing nature of a career implies lengths of 60 to 70 years, an average tenure in a job of 4,5 years and a half-life of a learned skill of 5 years. As Lynda Gratton and Andrew Scott affirm in their work The 100 Year Live , Employees expect employers to help them continually reinvent themselves, move from role to role, and find their calling over time.