critical capabilities & competencies of the future -...

Critical Capabilities & Competencies

of the Future

- Is Change the Only Constant?

“The call and need of a new era is for greatness. Tapping into the higher reaches of human genius and

motivation requires leaders to have a new mind-set, a new skill-set, and a new tool-set.”

—Stephen R. Covey

By Elisabeth Richard Bach, Master of ICT and Learning

Client Partner & Implementation Specialist, FranklinCovey Denmark

May 2017

Critical Capabilities & Competencies of the Future

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Table of Contents Is Change the Only Constant? .......................................................................................................................3

Basic Definitions ............................................................................................................................................3

Capability ..................................................................................................................................................3

Capability & Skill ....................................................................................................................................4

Competence ..............................................................................................................................................4

Competence and Skill ............................................................................................................................5

Capability and Results ...................................................................................................................................5

Disruptional Drivers of the Future ................................................................................................................6

Changing Leadership .....................................................................................................................................8

Leadership Capabilities of the Future .......................................................................................................8

5 Key Skills of 2020 Leaders ......................................................................................................................9

Workforce Skills & Capabilities of the Future ............................................................................................ 11

What skills will be needed most? .......................................................................................................... 11

Social Is Key to Success .............................................................................................................................. 12

How to become Capable? ...................................................................................................................... 13

The “Human Touch” ................................................................................................................................... 14

Sources of Inspiration ................................................................................................................................ 16


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The call and need of a new era is for greatness. Tapping into the higher reaches of human genius and

motivation requires leaders to have a new mind-set, a new skill-set, and a new tool-set.”

—Stephen R. Covey

Is Change the Only Constant? The smooth current of business is history. Today, turbulence reigns in what Dr. Stephen R. Covey terms

the "permanent white water world”, and navigating white water successfully must begin with effective

leadership.

But, what do we regard as critical capabilities and competencies in a future, where change seemingly is

the only constant? What and how do we need to adapt our development strategies and activities? Do

we need to adapt at all? What happens if we don’t adapt?

How do the structural, technological, and cultural changes that we already see happening around us

affect the requirements for our future leaders and employees? How does the ’mindset, skill-set, and

toolset’ of the future look like?

Working through the background materials for this whitepaper, I have come to realize that there is

another constant apart from change – and that is what I will call “the human touch”. And “the human

touch” is the very things that differentiate us from the “machines” – it is the sense of meaning, the

purpose, the unique contribution, the wisdom that can only exist and manifest through a living, sensing,

feeling, being.

Basic Definitions To create clarity and avoid misunderstandings, please refer to below definitions of the terms Capability,

Competency and Skill, as these are used in this paper.

Capability - the ability of an entity (department, organization, person, system) to achieve its objectives,

especially in relation to its overall mission.

Capability is a feature, faculty or process that can be developed or improved. Capability is a

collaborative process that can be deployed and through which individual competences can be applied

and exploited. The relevant question for capability is not “who knows how?” but “How can we get done

what we need to get done?” and “How easily is it to access, deploy or apply the competencies we

need?” TRIZ, the Russian system for inventive problem solving, has been, until recently, a negative

example of capability. TRIZ is an insightful set of principles based on patents for inventing. However, a

user-friendly process (capability) to use these principles is only now beginning to emerge.


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Abilities are the qualities of being able to do something. There is a fine line between skills and abilities.

Most people would say the differentiator is whether the thing in question was learned or innate.

“Capability” is the term that describes the quality of being capable. It is the condition that permits an

individual to acquire power and ability to learn and do something within his capacity. “Capability” is also

known as implied abilities or abilities which are not yet developed.

A person with a capability has a potential to acquire a specific ability or skill that will be helpful in a task.

The learned skill or ability adds to a person’s knowledge bank or skill set. Capabilities also increase the

functions of a person which can lead to more productivity. New skills and abilities make a person more

capable to complete a certain task or they are a more suitable candidate for a job position.

In time and practice, capabilities can develop into competence. It serves as the starting point of being

able to do something and gradually becoming more adept in performing a task.

Capability & Skill

Skill is the ability and capacity acquired through deliberate, systematic, and sustained effort to

smoothly and adaptively carryout complex activities or job functions involving ideas (cognitive skills),

things (technical skills), and/or people (interpersonal skills).

The difference between skill and capability is one of chicken and egg. Eggs are great, but it’s more

valuable to have a chicken, because then you can have many eggs. As many as you need. Likewise,

someone with many skills may find themselves unable to function in new situations, whereas

someone who is capable will always be able to adapt quickly and succeed in any environment.

Some of the most driven people in the world spend their lives honing the skills they possess. Sharpening

and sharpening until those skills become truly useful tools that can change the world around them for

the better.

Even more useful than skills, however, is general capability. Being capable means that one is able to

make things work. It means that if something needs to be done, it gets done, regardless of whether the

person responsible for it has the necessary skill to do so at first. That skill is learned, because it needs to

be.

Competence - a cluster of related abilities, commitments, knowledge, and skills that enable a person (or an

organization) to act effectively in a job or situation.

Competence starts from a person’s capabilities. In a sense, competence is the proven abilities and

improved capabilities. Competence is the quality or state of being functionally adequate or having

sufficient knowledge, strength and skill. Competence is another word for an individual's know-how or

skill.


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“Competence” is the state or quality of an individual’s work. A person and his work can be evaluated as

competent if the performance is considered as “satisfactory,” but not “outstanding.” Competence can

also be applied to the improvement or development of a one’s abilities and skills for the benefit of the

person and the group or institution that he or she represents. The improved skills and abilities are

applied to tasks or jobs.

Competence can also result in an increased quality of work or performance. In return, the work and

performance will produce more satisfying and favourable results from other parties like clients, bosses,

and other important people.

Competence and Skill

Skills are the proficiencies developed through training or experience. Skills are usually something that

has been learned. So, we can develop our skills through the transfer of knowledge (being the theoretical

or practical understanding of a subject).

Competence indicates sufficiency of knowledge and skills that enable someone to act in a wide variety

of situations. Because each level of responsibility has its own requirements, competence can occur in

any period of a person's life or at any stage of his or her career.

Capability and Results In FranklinCovey we define capabilities as one of two cornerstones in creating a winning culture. The

other is results, as illustrated below.


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Now, the importance in tying the capabilities to the winning culture of the organization lies in the fact

that “nearly everything about your organization – including your strategy, products, and systems – can

be replicated, except one thing: the effectiveness of your people. Culture is the ultimate competitive

advange” (Bob Whitman, CEO, FranklinCovey.

That places the development of your leaders and your employees side by side with the results you wish

to make as an organization. More often than not, the result orientation does not include the people

development side, but sadly stagnates looking at facts, figures, flowcharts, projects, strategies etc. And

to become a truly successful company, you will need to also take an interest in developing your

workforce and prepare them for the future.

Great cultures — the kind that become a competitive advantage — don’t just happen. They are a

deliberate creation. They require a framework for implementing a common language and approach.

They require deep personal effectiveness in every role. They require leadership at every level, with

clarity around the organisation’s key goals and top priorities, and a process for executing these

priorities. They require trust and loyalty among (and beyond) the team.

“The only sustainable competitive advantage that will long endure is the core competency of a high

trust, principle-centered organisational culture of committed people aligned to a common vision. Your

competitors will copy your marketing, your product, your systems, your structure, your strategy, but they

cannot duplicate the unique advantage of trust, esprit de corps, and performance of your people.” Dr.

Stephen R. Covey

Disruptional Drivers of the Future Drivers are in this context defined as disruptive shifts that will reshape the landscape of the future

workforce.

The impact of technological, demographic, and socioeconomic disruptions on business models will be

felt in transformations to the employment landscape and skills requirements, resulting in substantial

challenges for recruiting, training and managing talent. Not anticipating and addressing such issues in a

timely manner over the coming years may come at an enormous economic and social cost for

businesses, individuals and economies and societies as a whole.

Although each driver in itself is important when thinking about the future, it is a confluence of several

drivers working together that produces true disruptions. The six drivers shown below emerged from the

research of the Institute for the Future (IFTF) as the most important and relevant to future work skills.


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According to the WEF report on the Future of Work and Skills (2016), business leaders are aware of

these looming challenges but have been slow to act decisively. Just over two thirds of the respondents

believe that future workforce planning and change management features as a reasonably high or very

high priority on the agenda of their company’s or organization’s senior leadership. However, many of

the respondents are also acutely aware of the limitations to their current planning for disruptive change

and its implications for the talent landscape. Currently, only 53% of CHROs surveyed are reasonably or

highly confident regarding the adequacy of their organization’s future workforce strategy to prepare

for these shifts.

The main perceived barriers to a more decisive approach include

➢ A lack of understanding of the disruptive changes ahead,

➢ Resource constraints

➢ Short term profitability pressures

➢ Lack of alignment between workforce strategies and firms’ innovation strategies.

In this new environment, business model change often translates to skill set disruption almost

simultaneously and with only a minimal time lag. Our respondents report that a tangible impact of many

of these disruptions on the adequacy of employees’ existing skill sets can already be felt in a wide range

of jobs and industries today. Given the rapid pace of change, business model disruptions are resulting in

a near-simultaneous impact on skill sets for both current and emerging jobs across industries.

If skills demand is evolving rapidly at an aggregate industry level, the degree of changing skills

requirements within individual job families and occupations is even more pronounced. Even jobs that

will shrink in number are simultaneously undergoing change in the skill sets required to do them. Across

nearly all industries, the impact of technological and other changes is shortening the shelf-life of

employees’ existing skill sets (Executive Summary: The Future of Jobs and Skills, WEF 2016).


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Changing Leadership In direct continuation of the drivers of the Future, new requirements and responsibilities are being

installed upon our role as leaders.

So, what are these requirements and responsibilities, and how do they differ from what we do and know

today?

What may set the individual or leader apart is the ability to adapt and innovate, a keenness for learning,

and zero tolerance for complacency.

There are a number of things expected to change by 2020, including increased longevity (longer life

spans), the heightened role that technology and computation will play in our personal and professional

lives, and intensified globalization. Simply put, the world is finding ways to do things better and to get

more out of it. If we are optimistic, we can expect to live in an “improved” society by 2020.

For leaders, however, it is important to realize that this improvement begins right now at this moment,

not five years later. When the skills of 2020 demands people to own a wider sense of social intelligence,

computational thinking, cross cultural competency. In addition, it requires leaders to be capable of new

media literacy, virtual collaboration, and transdisciplinary work — the learning curve begins now.

Those we deem worthy of leadership are those who are “one step ahead”, and who are “leading the

way”. They are the ones who are willing to take risks and able to adapt to change, and in doing so,

become role models for those who wish to follow.

Leaders in today’s world must have a solid knowledge of both the past and a future, and secure

understanding of where they themselves fit in between or bridge the gap. The world is expanding, and

people need to grow along with it — as the world becomes better, so must we.

Leadership Capabilities of the Future The only competitive advantage your organization has is its culture, and your culture is ultimately

created by the behavior of your leaders and your employees (who are influenced by the behaviour of

your leaders). At FranklinCovey, we’ve learned that the very best leaders bring both great character

(personal and interpersonal effectiveness) and competence (ability to achieve results) to their

leadership style, at whatever level of the organization they work in.

Looking at the Capabilities of the Future, we will thus examine both the character traits and

competences needed for our leaders to be truly great.

Mumford, Zaccaro, Harding, Jacobs, and Fleishman have argued that leadership can be understood in

terms of knowledge, problem-solving skills, solution construction skills, and social judgment needed to

solve organizational problems.

The strategic revolutions in today’s rapidly changing business environment clearly mandate a new

leadership framework. To capitalize on developing trends and drive future success, organizations must

begin building leadership strength now in the four leadership success quotients: agility, authenticity,


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talent, and sustainability. But the formula for achieving leadership success is a moving target. The

leadership success quotients will evolve. Nevertheless, complacency is not an option. Global trends are

hitting faster, harder, and wider, with results that can be both exhilarating and devastating for

companies, industries, and entire regions. The winners of tomorrow will be those organizations with

strong leaders who demonstrate agility, authenticity, connectivity to their talent, and sustainability.

They will use their skills to remain at the ready, anticipate and harness the power of change, and stay

ahead of the shifting business environment.

The Institute for Corporate Productivity have recently summed up what leadership capabilities people

will need in the future (I4CP, 2017).

Social Capabilities Organizational Capabilities Personal Capabilities

Boundaryless Relationship Builder

Omni-Channel Thinker Envisioner

Conscientious Connector and Communicator

Purpose-Driven Collaborator Globally Minded

Data Interpreter Developer of Talent (self & others)

Culturally Agile

Advocate of Informed Risk-Taking

Talent-Planning Architect Mindful

User of New Media Divergent Talent Manager

5 Key Skills of 2020 Leaders Today’s leaders are already facing challenges and changes that are rapidly transforming where, how,

and with whom they do business. Leaders who are adapting their strategies are merely keeping pace

with change. A more strategic view of agility is about leaders anticipating trends and proactively

defining innovative strategies. To anticipate and seize opportunities to drive business success, leaders

will need to demonstrate a different set of behaviors. Organizations need to start now to build a strong

leadership pipeline that demonstrates the right competencies. Because of the shrinking talent pool,

organizations must build their own leadership pipeline from within.

In 2020, employees will expect five principles to resonate strongly in their workplaces:

1. “Collaboration” – This calls for interwoven work, internally and externally.

2. “Authenticity”– Core values and transparency demonstrate genuineness.

3. “Personalization” – Employees want tailor-made career paths.

4. “Innovation” – In a changing world, new thinking enables sustainability.

5. “Social connection” – Workplaces will be based on sharing and forming a community.

Leaders can’t afford to merely function in supervisory roles. They must act as a hub for rapidly cycling

activity in all areas of the company. Effective leaders live in the day-to-day environment of operational

execution and thus must be integrated with management. As one study notes, leadership involves

leading from within, fitting into the group, and exerting influence—not imposing views.


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Thus, leadership skills are more useful when developed holistically, not in isolation. How do these

trends create change in the future leader? The characteristics of what it took to be a great leader in the

past—integrity, customer commitment, and vision—will be retained, says Marshall Goldsmith.

However, "five different qualities will be added: global leadership, cross-cultural appreciation,

technology savvy, building alliances and partnerships, and sharing leadership."

According to a poll of over 2,000 transgenerational employees, the most desired skills in a leader

include those mentioned by Goldsmith as well as prioritizing the development of people and

anticipating the future and building institutional capability to address it. These factors have been

integrated into these five key skills:

1. Collaborative mindset.

We need leaders who have a collaborative mindset, work comfortably in a networked environment,

cooperate with competitors, deal across cultures, and navigate complex markets. Since employees list

honest feedback as one of the most desired skills in a leader, new protocols are being created to

provide a continuous stream of real time and instant feedback.

New forms of mentoring include group-, reverse-, micro- and anonymous mentoring. Team based

leadership options, such as collaborative councils and boards, facilitate cross-team functionality.

Leaders seek and consider input from all employees. 2020 leaders will factor in the input of various

thoughts, experiences, and skills and deploy them for fast, productive results.

2. Team development.

Younger generations consider work an integral part of their lives. Thus, they need their job to be

fulfilling and hold the promise of advancement. On top of the open feedback loop they want from

bosses, they also want career guidance, relevant training, learning opportunities, and to feel part of a

community. A leader with a collaborative mind-set spends time on building rapport and trust. Focusing

on the individual will be the key to retaining employees, as the 2020 leader forges teams that rise to the

challenge of networked leading.

3. Tech savvy.

The 2020 leader needs to be conversant in the technology of the newest generation of workers. They

will need to use social technologies as a means of keeping all the outlying components of the company

in a real time, two-way information loop. Social media tools invite transparency, inclusion, and instant

communication to address changing market situations. Beyond being digitally confident, they must seek

new means of revolutionizing their company’s technical proficiency.

4. Globally focused and culturally attuned.

As companies become more global, they’re exposed to how the economic policies and governance

strategies of countries affect other nations. Leaders need to be competent at working with foreign

governments. Since their employees will be working with people from different cultures, they’ll need to

leverage the unique skills of all and create cohesion. Our intertwined destinies call for leaders who can

build companies that focus on the triple bottom line: people, planet, and profits.

http://www.humanresourcesiq.com/talent-management/articles/actionable-impact-getting-employee-engagement-righ/


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5. Future-facing.

Scanning the marketplace, identifying trends, and building new skill-sets will ensure long-term viability

and sustainability. Competitiveness requires innovation proliferation—creating a culture of ongoing

invention, creative thinking, and multiple-horizon thinking—the ability to rationalize the distribution of

resources and effort across the present and future to balance incremental and bold moves.

Leaders who can take collaboration to a new level in building their teams, and who can use the digital

tools to their greatest effect, will direct their companies into a dynamic future. (Meister & Willyerd, “5

New Skills Needed for Leadership in 2020”)

Workforce Skills & Capabilities of the Future Same as our leaders, our workforce too is influenced by the changes in work and learning environments.

On average, by 2020, more than a third of the desired core skill sets of most occupations will be

comprised of skills that are not yet considered crucial to the job today, according to our respondents.

Overall, social skills— such as persuasion, emotional intelligence and teaching others—will be in higher

demand across industries than narrow technical skills, such as programming or equipment operation

and control. In essence, technical skills will need to be supplemented with strong social and

collaboration skills (Executive Summary: The Future of Jobs and Skills, WEF 2016).

What skills will be needed most? Based on the drivers presented in the beginning of this article a number of future work skills —

proficiencies and abilities required across different jobs and work settings – have been defined by the

Institute for the Future (IFTF).

The gap between the skills people learn and the skills people need is becoming more obvious, as

traditional learning falls short of equipping students with the knowledge they need to thrive, according

to the World Economic Forum report “New Vision for Education: Fostering Social and Emotional

Learning Through Technology”.

Today's job candidates must be able to collaborate, communicate and solve problems – skills developed

mainly through social and emotional learning (SEL). Combined with traditional skills, this social and

emotional proficiency will equip students to succeed in the evolving digital economy.

Policy-makers, educators, parents, businesses, researchers, technology developers, investors and NGOs

can together ensure that development of social and emotional skills becomes a shared goal and

competency of education systems everywhere.

http://www.weforum.org/reports/new-vision-for-education-fostering-social-and-emotional-learning-through-technology

http://www.weforum.org/reports/new-vision-for-education-fostering-social-and-emotional-learning-through-technology


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Social Is Key to Success The network will play a more important role in skill development in 2016. Organizations that leverage

their networks will outperform those with an internal skill focus. There are two reasons for this. (Steven

Forth, 2016).

Speed of skill evolution:

New skills are appearing every day. Top-down approaches to skill management are bound to fail (the

old world of corporate competency models is dead). It is the people developing the skills and the clients

demanding new services that are driving the agenda. You need to have connections out into your

networks to know what skills are going to drive your business. This does not mean that an

organizational view of skills is unimportant. It is more critical than ever before.


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Connectedness of skills:

Complementary skills and connector skills are critical getting the most out of your skill base.

✓ Complementary skills are those that, when used together, is more than the sum of their parts.

✓ Connector skills are those skills that connect two or three independent skill clusters. They are

critical to innovation.

How to become Capable? Unfortunately, it’s incredibly difficult to teach capability. Skills can be trained and made into textbooks

and tutorials, but being capable requires unpredictable life experience. It requires that a person go out

into the world and test themselves against anything that comes their way. This doesn’t mean that one

needs to travel far or meet a million people, but it does mean consistently breaking free from one’s

comfort zone so that boundaries can be pushed and bent and eventually expanded. Without the

unfamiliar, there can be no push.

It’s important to work hard and learn new skills any chance you get, but don’t neglect becoming more

capable along the way. It may not be a structured climb, but it’s certainly a valuable one.

Thinking about the skills gap, it is important to understand the difference because the way we obtain

knowledge, skills, and abilities can vary. And if we’re an organization trying to figure out how to solve

the skills gap that exists within our workforce, then we have to link the right solutions.

For instance, if the issue is knowledge, then maybe we can create an in-house library that employees

can check out books on the topics. But if the challenge is skills, the answer might be training. And if

abilities need to be improved, is it possible to develop personal action plans that give employees the

opportunity to refine their abilities.


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An analysis of 213 studies showed that students who received SEL (Social and Emotional Learning)

instruction had achievement scores that averaged 11 percentile points higher than those who did not.

And SEL potentially leads to long-term benefits such as higher rates of employment and educational

fulfillment.

Good leadership skills as well as curiosity are also important for students to learn for their future jobs.

The “Human Touch” Looking at the facts and findings that I did during my research for this whitepaper, one thing stands out

as my main take away: what we need as leaders, as employees – as human beings – to succeed and

thrive in the world of tomorrow, is strong social skills.

Our ability to interact, communicate, reflect, respond, and empathize is what makes us the most

important key elements in any successful endeavour. We cannot and should not compete against the

digitalization and what that brings to the table in terms of machines’ ability to process knowledge and

information in less than split seconds, computing answers to complex problems faster than any human

would ever be able to, etc.

“But the keys to the kingdom are changing hands. The future belongs to a very different kind of person

with a very different kind of mind – creators and empathizers, pattern recognizers and meaning makers.

These people – artists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers – will

now reap society’s richest rewards and share its greatest joys.” (Daniel Pink)

I recently attended a most inspiring talk by professor Jennifer Jordan from the International Institute for

Management Development at IMD on the topic of Wisdom, and it dawned upon me, that wisdom must

be what we should strive for in the future – rather than perhaps merely focusing on acquiring

knowledge and skills (much of which can be replicated to some extent know or in the future).

Below is an illustration of the journey from data to wisdom (source: Kenneth Mikkelsen, FutureShifts. In

my interpretation, wisdom being illustrated by the data evolving into connected insights and the ability

to manoeuvre fast and safely between a myriad of connected insights selecting the right ‘answer’ to a

given challenge. The latter only being possible through a complex, intensive and conscious strive for

wisdom.


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In addition, knowing what your purpose is, what your unique contribution is (to your team, job, family,

organization – well, the whole world), is also proving to be crucial to your future work life success, in my

opinion. Because, like wisdom, your unique contribution is exactly that: unique – it is something that

only you can bring to the table. And in terms of motivation – of both yourself and others – knowing and

communicating your unique contribution will be of huge importance.

©FranklinCovey Co.

In FranklinCovey we have worked with your unique contribution for many years – it is an integral part of

several of our programmes in leadership and personal development. And it somehow seemed both a bit

surprising and logical at the same time, that my research on the capabilities and skills for the future

would take me ‘back to my roots’ so to speak, in terms of discovering, that what we have focused on for

so many years is indeed more relevant than ever, when looking for areas to develop yourself, your

leaders and your workforce in preparation for the future.

“Today, the defining skills of the previous era – the ‘left brain’ capabilities that powered the

Information Age – are necessary but no longer sufficient. And the capabilities that many once

disdained or thought frivolous – the ‘right brain’ qualities of inventiveness, empathy, joyfulness,

and meaning – increasingly will determine who flourishes and who flounders. The era of ‘left

brain’ dominance, and the Information Age that it engendered, are giving way to a new world

in which ‘right brain’ qualities ‐ inventiveness, empathy, meaning ‐ predominate.” (Daniel Pink)


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Sources of Inspiration - Jane Hart, Centre for Learning and Performance Technologies (C4LPT)

- ”6 Disruptive Drivers” (2014), Dilip Mukerjea

- “A Whole New Mind: Moving from the Information Age to the Conceptual Age” (2005), Daniel Pink

- “Wayfinding in Times of Change” (2017), Kenneth Mikkelsen, FutureShifts

- “14 Future Leadership Capabilities to Plan for Now” (2017), Institute for Corporate Productivity

- “Being digital - Embrace the future of work and your people will embrace it with you” (2015),

AccentureStrategy

- “A Whole New Mind: Moving from the Information Age to the Conceptual Age” (2005), Daniel Pink

- “Humanizing work through digital” (2016), Colin Sloman and Robert J. Thomas, Accenture

- “Workforce of the Future - Humanizing Work through Digital” (2015), Accenture

- “Building a Winning Culture: A Top Priority For Leaders” (2016), Franklin Covey Co.

- “Capitalizing on Capabilities” (2004), Norm Smallwood and Dave Ulrich in Harvard Business Review

- “Buy, Build, Borrow, Redeploy, or None of the Above - New Options for Closing Talent Gaps” (2015),

Dr. Mary B. Young, Principal Researcher, Human Capital, TCB for The Conference Board, Inc

- “Future Work Skills 2020” (2011), Institute for the Future for the University of Phoenix Research

Institute

- “Global Human Capital Trends 2014 - Engaging the 21st-century workforce” (2014), Deloitte

Consulting LLP and Bersin by Deloitte

- “Is digital creating a workforce capability crisis?” (2015), EY GM Limited

- “Stimulating Wisdom from Organizational Learning” (2017), Jennifer Jordan, IMD

- “Looming Productivity Crisis: The Need to Future-Skill Your Workforce Now” (2016), ATD

International Conference

- “The 2020 Leader: Whole Brain® Thinking Required” (2011), Lori Addicks, President Larkspur Group

- “The 2020 Workplace - How Innovative Companies Attract, Develop, and Keep Tomorrow's

Employees Today” (2010), Jeanne C. Meister and Karie Willyerd

- “The Future of Jobs - Employment, Skills and Workforce Strategy for the Fourth Industrial

Revolution” (2016), World Economic Forum

- “New Vision for Education: Fostering Social and Emotional Learning through Technology” (2016),

World Economic Forum in collaboration with The Boston Consulting Group

- “What Capabilities Will Be Critical in the Digital Age for CHROs?” (2016), Michelle Zeng, Cornell

University

- “2020 Vision: future trends in leadership & management” (2014), the Institute of Leadership &

Management

- “Our future world Global megatrends that will change the way we live” (2012), Stefan Hajkowicz,

Hannah Cook, Anna Littleboy

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