Anticipating 2030: 10 key items to get a better view of how organizations could look in 2030 and what could be the role of (Interim) Managers:
1. “Platformidable” structures
Forget the traditional pyramid, get used to the platform and transversal power. As technology authority Phil Simon describes in his book The Age of Platform, enterprises will become platforms, adaptable ecosystems which will rapidly integrate new products and services thanks to clients, partners, stakeholders, digital technologies and mutual benefits.
Independent managers who will be able to “platform” smoothly and efficiently, integrating themselves in this adaptive and responsive environment, will have an increasingly important role to play.
Plat-formidable times await them!
Sociologist and futurist Alvin Toffler invented the term in the seventies to describe people who consume and produce a product or a service at the same time. Technological breakthrough has blurred the line between production and consumption and hastened the development of prosumption. More and more customers produce big data which companies analyze and use to create other, tailor-made products and services. Prosumption will definitely gain more importance in the next decade.
As the relationship between a company and its customers will evolve in two directions, influencers from the outside will also have a positive impact on the management culture. A bright future awaits independent managers who are agile in understanding and analyzing these new types of relationships between customers and suppliers.
3. Company culture: open and friendly
Talking about “my company” in 2030? Forget it. As science writer Joel de Rosnay says, the number of people who will still be able to speak about “my enterprise” will dramatically go down by 2030. So prepare to replace the term with “our community”. And instead of giving orders from top to bottom, pyramidal relations between people within the same company, often taking the form of cooperative communities, will be guided by information exchange. In 2030 infantilizing employees will definitely be a thing of the past, as everyone will become the creator of their own path. The work floor will be characterized by horizontal, fluid relations and continuous exchange of information.
The best managers, be it on Interim basis or not, will be generous and empathic, augmented humans, not only thanks to artificial intelligence, but augmented by other humans, rewarding them with trust and respect for being creative and showing empathy.
So smile and be kind, it will boost your business.
4. Hosting talents, creating ambassadors
According to the “Fast Forward 2030“ study by the real estate service provider CBRE and Genesis, instead of behaving as “bosses”, employers are likely to become “hosts” for the next generation of employees or independent colleagues. Who, in turn, will be much more characterized by their search for happiness and self-fulfillment.
These arising new talents will build their career increasingly in terms of “customer experiences”, moving from one job to another, that is, ”consuming” work experiences.
Since the number of people working as employees will decrease, the shortage of talents will allow high profiles, talented people with a greater sense of entrepreneurship, to use their experience on a higher level.
If they feel appreciated and are given enough responsibility and positive vibes, higher profiles and managers will be more likely to behave as (temporary) ambassadors of the company they are working for or with.
Ambassadors instead of employees: admit it, isn’t that the ultimate dream of each company owner?
5. The end of traditional wage-labor
Any doubts about it?
Today, millennials already represent 30% of all independent workers. This number will definitely increase in the coming decade.
By 2030, lots of people will be multitasking, more than ever. Student and entrepreneur at the same, employees or officials who start their own, new project: there will no longer be one linear type of career but thousands of variants of careers.
American economic and social theorist Jeremy Rifkin is very optimistic about people’s ability to use co-ops to develop new economies for a better, more inclusive and more environmentally-friendly future.
To help this new generation of workers to achieve their business objectives, an increasing number of people will also play an important role as managers or coaches in organizations, working part-time and sometimes doing the job for several companies at the same time.
The good news for CEOs is: it will be permitted and even encouraged to seek help and advice from a coach. Showing one’s vulnerability will no longer be perceived as a weakness but rather a way to get closer to colleagues.
6. Bring your workplace to you
As European VoIP and mobile telephone operator Sipgate discovered, almost two thirds of companies have developed a firm strategy for new working and mobility concepts. Their primary goals are flexibility, agility, productivity and increase in employee satisfaction. According to research by Kienbaum, on the top of the list of workers’ wishes, is the ability to organize their working time independently.
Employees are asking for attractive part-time work solutions and a higher level of flexibility from their employers, allowing them to reinvent or adapt their workspace.
Today, the market maturity of many products is more than sufficient to build a secure, immediately usable and long-term digital workspace architecture.
Highly secure solutions ensure that companies no longer have to worry about data security when offering location or device-independent working.
The increasingly optimized combination of new end devices, collaboration and office solutions, operating platforms as well as management and security solutions, enable innovative workspace solutions to be tailored to the requirements of any organizations – even without in-house specialists.
BYOD, “bring your own device”, permitting employees to bring personally owned devices (laptops, tablets, smartphones, etc.) to work, also called IT consumerization, is an increasing phenomenon. In developed markets, 44% of the employees are already using their own technology at work.
The workplace of the future will be continuously reshaped depending on workers’ changing needs and personal experience of efficiency, which will be improved by the use of personal tools they are confident with.
Neuro recruitment, reading the mind of a candidate and the know how to convince him or her, will most probably gain in importance.
Collaborative hiring techniques will also become more important. Steve Jobs was a pioneer and strong defender of collaborative hiring techniques and processes. This method, together with fact- or evidence-based HR, a process in which the organization evaluates any decision or process against data, real experience, expert opinions, and/or other types of information to ensure the decision, is likely to have the desired outcome.
8. Intergenerational approach
Professor in Economics and Founding member of the Club of Brussels, Michel de Kemmeter, points out the potential of intergenerational workplaces. Whereas senior people in enterprises experience difficulties towards the agility of digital natives from generation Z, these young recruits can surely benefit from the skill of contextualization older colleagues and managers have. So, let’s mix them!
Independent high profiles will temporarily be hired to anticipate or solve problems thanks to their experience. Independent millennials with their digital agility will for their part facilitate and accelerate the never ending digital transition.
9. Keep Learning!
In the year 2030, people may be working in a job that doesn't even exist yet. In the first place, this means they need to understand how they can prepare for future roles that may emerge.
According to a report from Pearson, Nesta and the Oxford Martin School titled "The Future of Work and Skills: Predicting Employment in the US and UK Economies in 2030", human cognitive and interpersonal skills will be the most important requirements in the future workplaces, despite the rise of AI and automation.
These skills will have to be improved by continuous, lifelong learning. This learning will partly be the individual responsibility of the employees, while organizations will also help their people develop their skills with tools such as “spocs”: small private online courses.
10. Enernet and the age of the Symbiotic man
In 2030, the Enernet will have killed the Internet. TechCrunch, the American online publisher focusing on the tech industry, describes Enernet as a dynamic, distributed, redundant and multi-participant energy network built around clean energy generation, storage and delivery and serving as the foundation for smart cities. This will change our lives. These technologies will drive dramatic change and force us to rethink our cities, but also the shape of organizations; the work floor.
In this new digital ecosystem, all activities will be connected, and the interaction of human actions with this ecosystem will be closer than ever. In his book The Symbiotic Man: A New Understanding of the Organization of Life and a Vision of the Future, Joel de Rosnay forecasts the emerging age of the symbiotic man.