the manager of the future
DESCRIPTION
We are standing at a turning point that leads to a dramatically different world created by technology. Progress has already provided many gadgets that influence today’s organizations. With the much-cited second machine age ahead, work as we know it today is likely to change. Consequently, a different set of skills and competencies will be required of managers. In this session we will attempt to develop scenarios of future management development.TRANSCRIPT
The Manager of the Future
Interactive session at ESMT’s Annual Forum 2014
Dr. Kirsten B. Fischer ESMT Campus Berlin, July 3, 2014
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#esmt2050
3 Megatrends have impact on the way enterprises are operating in the future
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2nd machine age*
- Moore‘s Law - Digitization - Innovation
(Re-) Urbanization**
- Mobility - Health/ Infrastructure - Community Services
Demographic Change
- Smart seniors - Young job nomads
Sources: * Brynjolfsson, E./McAffee, A (2014): The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, W.W. Norton & Company ** UNO Report on urban concentrations 2007, Illustration of The Guardian Trendspot #57, Zukunftsinstitut, Frankfurt
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Top alignment of flags
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Frame (not to be filled)
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#esmt2050
Trends on the market for skilled knowledge workers
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maintain innovative capability for quick market response:
mix of fluid & cristalline intelligence
market structure changes towards a
demand market: shift of negotiation
power from employer to employee
new criteria of job attractiveness:
1. personal challenge
2. purposeful tasks
3. excellent colleagues
life expectancy of 90+:
abundancy of „smart seniors“ willing to work part-time beyond their
60s
universal availability of ICT leads to
„dematerialized“ office work
new work relations:
1. share of permanent contracts drops from
80% to 30-40% 2. number of
independent persons/ „e-lancers“ rises
Sources: Malone, T.W./Laubacher, R.J., (1998): The dawn of the E-Lance Economy, HBR, Vol.76, No.5, pp.145-153 Jánszky, S.G./Abicht, L. (2013): 2025 So arbeiten wir in der Zukunft, Berlin/Wien, Goldegg Verlag
Bottom alignment of Source and
Notes
Top alignment of flags
(e.g. "example" etc.)
Frame (not to be filled)
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#esmt2050
Two likely scenarios of future organizational designs
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Fluid Organi-zations**
objective: attract the best, foster „best ideas“ & innovation
small team of admin staff; specialized independent
project workers
change as a rule: permanent onboarding & release of personnel
„crowd“ recruiting based on web portals & recom-
mendation by others
heterarchy***: neither network nor hierarchy
Caring Companies*
objective: retain valuable talents
„corporate life“ culture: (family) values, loyalty
sabbaticals, lifetime working time accounts, flextime, lifelong L&D
support re: child care, care for the elderly,
finance, housing etc. Sources: * Spath, D. (Hg.2012): Arbeitswelten 4.0, Stuttgart, Fraunhofer Verlag ** Kakihara, M. (2004): The rise of the fluid organization? Jánszky, S.G./Abicht, L. (2013): 2025 So arbeiten wir in der Zukunft, Berlin/Wien, Goldegg Verlag *** Stephenson, K. (2009): Neither Hierarchy nor Network: An Argument for Heterarchy
Bottom alignment of Source and
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#esmt2050
What kind of leadership is required in a fluid organization?
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facilitator
innovation coordinator
people developer
change officer
scout/developer of competencies
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…
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lead in a subtle, almost invisible way
provide counsel encourage people
offer experience/ insight (not imposed)
eliminate organizational/ cultural barriers
provide recognition & reward
Roles
Styles
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Thank you!
Dr. Kirsten B. Fischer
Head of Open Program Counseling
Head of Business Development DACH
[email protected] +49 2235 406-240
ESMT European School of Management and Technology
Campus Berlin Schlossplatz 1 10178 Berlin
Campus Schloss Gracht Fritz-Erler-Str. 1 50374 Erftstadt
[email protected] www.esmt.org/executive-education