Unlocking the DNA of the Adaptable Workforce
Only 14% of those responding to the IBM 2008 Global Human Capital Study "believe their workforces are very capable of adapting to change."
(The photo is from Gen Y consultant Peter Sheahan)
The key skills IBM projects for future organizations are:
The root challenge falls back on leadership and old models of leadership. Current leaders are too often insulated and only look within familiar circles for talent. Leaders are often too busy and unaccessible to potential leaders as mentors. That inaccessibility hides their potential as role models.
This condition makes relevant two famous quotes:
Einstein: "The significant problems we face cannot be solved at the same level of thinking we were at when we created them."
Gandhi - "We must become the change we wish to see."
Leaders must look outside their organizations to allow new paradigms to influence them and their company. The harder but essential truth is that leaders must also become the change they wish to see. This provides new light on "commitment from the top" as a key to organizational change.
75% of respondents cite their inability to develop future leaders is a critical issue. The consequence of this reality is more work and pressure at the top of the organization. This pressure creates its own vicious cycle of becoming more insulated and trapped into the same habits that feed the current model.
Organizations that have broken this cycle have developed a "systematic approach to identifying future leaders from around the globe, providing individuals with a wide range of opportunities... and matching potential leaders with mentors..."
"Leadership development is a process that needs to reach far down into the organization, tap high-potential individuals early... and provide them with the core skills they need..."
This again becomes a whole organization competency - not just the domain of part of the organization: HR, R&D, the executive team etc.
Where does your organization fit as an adaptable culture?
Are leaders pressed to the max and unable to look for rising leaders and mentor new talent?
Does your organization readily look outside its traditional talent pools to bring fresh insight and skills or travel down the same well worn paths?
If you see yourself as a potential leader how can you help your organization see that potential contribution and then map a course of developing and mentoring your talent?
Only 14% of those responding to the IBM 2008 Global Human Capital Study "believe their workforces are very capable of adapting to change."
(The photo is from Gen Y consultant Peter Sheahan)
The key skills IBM projects for future organizations are:
- Predicting future skill requirements.
- Effectively identify and locating experts.
- Collaboration across their organizations (organizational, time and culture boundaries).
The root challenge falls back on leadership and old models of leadership. Current leaders are too often insulated and only look within familiar circles for talent. Leaders are often too busy and unaccessible to potential leaders as mentors. That inaccessibility hides their potential as role models.
This condition makes relevant two famous quotes:
Einstein: "The significant problems we face cannot be solved at the same level of thinking we were at when we created them."
Gandhi - "We must become the change we wish to see."
Leaders must look outside their organizations to allow new paradigms to influence them and their company. The harder but essential truth is that leaders must also become the change they wish to see. This provides new light on "commitment from the top" as a key to organizational change.
75% of respondents cite their inability to develop future leaders is a critical issue. The consequence of this reality is more work and pressure at the top of the organization. This pressure creates its own vicious cycle of becoming more insulated and trapped into the same habits that feed the current model.
Organizations that have broken this cycle have developed a "systematic approach to identifying future leaders from around the globe, providing individuals with a wide range of opportunities... and matching potential leaders with mentors..."
"Leadership development is a process that needs to reach far down into the organization, tap high-potential individuals early... and provide them with the core skills they need..."
This again becomes a whole organization competency - not just the domain of part of the organization: HR, R&D, the executive team etc.
Where does your organization fit as an adaptable culture?
Are leaders pressed to the max and unable to look for rising leaders and mentor new talent?
Does your organization readily look outside its traditional talent pools to bring fresh insight and skills or travel down the same well worn paths?
If you see yourself as a potential leader how can you help your organization see that potential contribution and then map a course of developing and mentoring your talent?
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