The increasing complexity and interdependency of business environments make the task of leadership in a global interconnected world ever more challenging.
Future of work trends describe a workforce that is increasingly diverse, dispersed, digital, and dynamic (WEF, 2020). Research on human capital trends also show that employees and organisations are more overwhelmed than ever (Deloitte, 2017). Stress, burnout, loneliness, isolation and informational overload are now mainstream concerns.
The Covid-19 pandemic has only accelerated these shifts, pushing companies to fast track the adoption of technologies and remote working but also magnifying the human consequences of new ways of working. Broader challenges such as income inequality, climate change, health, migration and poverty put additional pressures on both governments and businesses to contribute to a sustainable future for both people and the planet.
Additionally, there is a need to engage new generations of workers. Millennials and Gen Z will make up about two thirds in the next decade. 84% of millennials say they have experienced burnout at their current job and nearly half of millennials say they have left a job specifically because they felt burned out (Deloitte, 2015; Open Access Government, 2018). However, a recent 2020 Deloitte report shows that Millennials are also a resilient generation with “resolve and a vision to build a better future”. Thus, despite facing unprecedented health and economic disruption, there is a strong sense of personal responsibility to take action and have a positive impact on their communities and society.
Across generations, people are increasingly seeking purpose-driven careers and expecting companies to be authentic and accountable to their values and actions (Gallup, 2016; Deloitte, 2017). According to the recent 2020 Edelman Trust Barometer, 80% respondents stated that they need to trust companies to do the right thing by taking care of their people, communities and the environment; and 78% stated that there is a need for businesses to step up to do so.
These trends are forcing a reset in thinking about how business and leaders operate and to whom they are responsible, with a recalibration from a shareholder to stakeholder-centric business model. Intergovernmental and international organisations are also increasingly advocating approaches such as “conscious capitalism”, B corporations and a triple bottom line of profit, people and planet.
From trend to imperative
Within the business world, a number of writings observe that shareholders are getting serious about sustainability and observe a growing trend towards implementing environmental, social and governance (ESG) agendas by investors and pension funds (McKinsey 2014; Stanford Social Innovation Review, 2018; HBR, 2019). According to a 2018 global survey by FTSE Russell, more than half of global asset owners are already implementing or evaluating ESG considerations in their investment strategy. Recent reports on business performance during Covid 19 also show that companies with ESG risk profiles outperform those with lower ratings (Barrons, 2020).
Purpose-driven organisations – those with a higher organisational purpose beyond financial growth with sustainability at their core – witness higher market share gains and grow on average three times faster than their competitors, all the while achieving higher employee and customer satisfaction (Deloitte, 2019). Employees of companies with a clear purpose also show higher passion and motivation (HBR, 2019), thereby impacting engagement.
In light of the global issues we are facing, the trends toward sustainability and purpose will soon become imperatives, defining what leadership and sustainable organisations of the future should look like.
Leadership for the Future
We believe that sustainable high performing organisations are those with a higher purpose beyond financial growth and whose mission and values give its people a sense of meaning and engages their support. We believe the leaders we require have the ability to reflect and act on things morally, responsibly and systemically. Such leaders ‘know themselves’ and have an understanding of interrelationships, and know how to work with others, while focusing on superordinate and unifying goals aimed at the long term.
More specifically, Leadership for the Future requires a shift in mindset and encompasses sustainable and conscious practices related to the following areas:
At KDVI, we focus on supporting the human side of Leadership for the Future. We believe that this is the time to renew clarity of purpose and sense of meaning. We believe that trust, the willingness to be vulnerable and the deepening of relationships are the fuel for model leadership and effective stakeholder management. Organisations that have the capabilities to reflect, change, adapt and connect are the beacons in a chaotic, global, virtual world, helping us to move collectively towards a more fair, equitable and sustainable future.
Thinking about purpose and leadership in 2020 and looking ahead to the future, we invite you to reflect on the following questions:
Read further on the Future of Work
The purpose of this paper is to provide our clients with an understanding of our approach to organisational change and culture transformation. First, we describe the underlying challenges that organisations face, where change is the norm rather than the exception. We then propose that, by addressing both manifest and underlying factors, KDVI’s interventions go beyond a simplistic quick fix. Next, we provide an overview of the theoretical foundations of KDVI’s approach to organisational culture transformation, which lead to six concrete change principles that guide our work. We then map these principles into a general roadmap for a culture transformation programme in terms of phases and timelines. In the final section, we highlight the specific change levers that make KDVI’s approach unique.
The 4th Industrial Revolution, or age of rapid technological advances, is changing the way people work with disruptive impact on business, global economy and broader society (WEF, 2020). Future of work trends generally describe a workforce that is increasingly diverse, dispersed, digital, and dynamic. The Covid-19 pandemic has only accelerated these shifts, pushing companies to fast track the adoption of technologies and remote working. But what are the human consequences of these new ways of working, and how do they align with aspirations for the future of work?
Crisis forces people and companies to adapt and change. Covid-19 is particular because of its global impact; consequences are magnified both personally and collectively. Large scale disruptions can expose our fault lines and vulnerabilities and push us to challenge and question existing mindsets and behaviours. While traumatic, it can also elevate and bring to the fore different leadership behaviours.
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