Supporting the future of work

Successful and continuous transformation of the workforce involves 3 broad phases that at first might seem common.

Scouting: Looking at the future needs, the company needs to identify the most important skill gaps. Then assess the organization's readiness to deliver.
Shaping. To redesign work for the demands of a more digital future, creating upskilling programs together with employees, and developing the infrastructure to enable the deployment of talent.
Shifting: Moving the organization's suite of talent-related activities onto a bigger scale.

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Getting practical about the future of work

mckinsey.com

TOPICS IN THIS IDEA

Leadership

The hidden value of organizational health--and how to capture it

For the past decade, we've been conducting research, writing, and working with companies on the topic of organizational health. Our work indicates that the health of an organization is based on the ability to align around a clear vision, strategy, and culture; to execute with excellence; and to renew the organization's focus over time by responding to market trends.

mckinsey.com

Organizational Health

According to a decade long research, the health of an organization is based on alignment with a robust strategy, deep-rooted culture, and a clarity of vision.

The health of an organization ca...

Better Health = Better Performance

Extensive Data studies have found a link between the health of an organization and its performance.

Robust health is crucial to an organization's long term success.

The Four Organizational Recipes

Companies aligned with one of these four organizational recipes are more likely to be healthy and to deliver strong, sustained performance than those following random management styles:

Leader Driven
Market Focused
Execution Expertise
Talent and Knowledge-based

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Rebecca L.

@rebbll82

Leadership disrupted: Pushing the boundaries

Leadership development continues to be a significant challenge for companies around the world, as the transition to the new digital organization creates even larger leadership gaps. High-performing leaders today need different skills and expertise than in generations past, yet most organizations have not moved rapidly enough to develop digital leaders, promote young leaders, and build new leadership models.

deloitte.com

The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.

Skills Needed In Digital Leaders

Work together, complement each other, and function as a team.
Able to operate on and enable environments that are more dynamic, team-centric, and connected.
Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
Understand how different business functions, industries, and technologies come together to form solutions.
Comfortable and competent with risk-taking.

Demographics And Leadership Destiny

Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies.

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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