On Nov 15 I spoke at the Teneo Talent in the Cyber-Age seminar in Istanbul on the topic of 'The future of leadership development: massive, meta and other methods'. Below are the slides.
This was of course not the first conference on future trends and their implications for HR, and it won't be the last. Here is how it typically goes: you get together and discuss the forces that change the world (demographics, technology, globalisation, etc), then you predict what that means for FutureWorld (volatile, different power equilibriums, etc) and then you all think about how to get there and go back to good old work. Been to a similar event?
I've done a bit of the same: stated how the 'VUCA' (volatile-uncertain-complex-ambiguous) is different from the age of the 'Organization Man', predicted from that if certain practices would become more or less important in such a world and what the trends ahead were. (Hint: it is in the 3 M-words)
Now here is an experiment you can do next time on such a gathering: get 15 or more senior people together and give them a flip chart on what needs to change in the future. Within a reasonable amount of time (let's say 20 min) you will have a pretty good list of what needs to change. They know. We know. Knowledge is thus not the problem and seminars and speakers not the solution. So I ended with an open question: what will stop us? What will stop us in HR from starting to change towards these future trends? Or better: how will we set our own change journey in motion?
I do not have the unique answer, but I think the answer is not that different from what stops individual leaders to change to more effective habits. Change is hard and uncomfortable. Change takes time and repeated attention. And change rarely succeeds in isolation. So knowing that, what will it take?
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