Much has been written and discussed about the future of work, by all types of experts, in the last two years, ever since the pandemic caused major shifts in workplaces and boardrooms. But very little has been said about the new skills needed for leading the future of work beyond managing the immediate turbulence.
Almost a decade ago, my esteemed colleague Rita McGrath, currently the No.1 global thought leader on innovation, had written about competing in a world where competitive advantages are transient (The End of Competitive Advantage). The rapid advancement in technology, COVID-19, the Ukraine war, trade barriers, and politics are all accelerating the pace of change. And to top it all off, the way we used to work has undergone massive transformation. Do we want to go back to the old working style with its highly stressful work environment, time-consuming travel, imbalance between life at and away from work, and so on, or do we want to live in 15-minute cities where we can transit between both work and personal lives within just a short walk?
With the WFA (Work From Anywhere) and hybrid formats that are in vogue now, leaders are finding it tough to juggle work commitments, performance reviews, and empathy, among other things. CHROs are finding it easier to adapt a blanket three-daysat-office on alternate days, citing team meetings and collaboration, but in reality there seems to be a trust deficit and skill deficit – a lack of trust in employees to deliver work if allowed consecutive days of work from anywhere; and a lack of competence or inclination to identify and implement the right metrics to assess employee deliverables irrespective of where he or she works from. What
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How Digital Transformation Can Power The Great Reset
Technology has the potential to serve as the key enabler of change between digitalising administrative tasks and fostering human connections
The Crypto Meltdown Of 2022
FTX implosion: A setback, but not the end for the crypto market
Govern Pre-IPO Unicorns to Create Value; Not Valuation
Billion-dollar startups always make the headlines. But is there true value behind those eye-catching valuations? How can proper governance be implemented for these much-hyped companies?
On change and change management
The best way to end the year, especially such a disrupted one as 2022, is by laying the groundwork for the year to come. Michelle Yong, Head of Resourcing at Shell, offers some insights on change management to bring us forward into 2023
The Great Reconnection: A paradigmatic moment for employers and employees
This year has not been a good one for employee retention. The Great Resignation, originally thought to be a US phenomenon, has emerged in Asia now. But is there a way to turn it into the Great Reconnection?
Lessons Managing in leadership: a global hybrid team
What takeaways can we draw from the pandemic? Fatima Koning, Chief Commercial Officer at IWG, shares what the last five years have taught her about managing a global sales team across 120 markets in the hybrid model
Eight HR trends that we saw throughout 2022
As companies manage their workforces in a dynamic era, HR departments have continually adapted and adjusted, and never more than this year as digital acceleration and workplace evolutions came together
One way to turn the tide of employee retention
There's a surprising link between skill development opportunities and job satisfaction. Here are some ways of boosting skilling and thereby talent retention
A key focus for L&D going into 2023 should be business alignment
Venkat Subramaniam of Degreed believes that learning is core to business success and organisations need to invest in the right processes and technologies to adapt to continuous change
WOMEN IN LEADERSHIP CAN BE GAME GHANGER FOR INCLUSIVE FUTURE OF WORK
BREAKING FREE FROM THE STEREOTYPES IN THE INSURANCE SECTOR, PAMELA THOMSON-HALL SHARES HER JOURNEY OF BEING A CHAMPION FOR WOMEN AND BRINGING ABOUT A CHANGE IN A MALE-DOMINATED INDUSTRY
