Leadership Development in the 2020 Workplace: How to Adapt to Globalization, Demographics, and Social Technologies

Leadership Development in the 2020
Workplace
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Workplace
Speaker: Jeanne C. Meister
Founding Partner
Future Workplace

Moderator: Mike Prokopeak,
Vice President, Editorial Director,
Chief Learning Officer Magazine

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Workplace

Mike Prokopeak
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Chief Learning Officer magazine

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Workplace

Jeanne C. Meister
Founding Partner
Future Workplace

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Leadership
Development In The
2020 Workplace
Jeanne Meister
Partner, Future Workplace
Future Workplace
jeanne@futureworkplace.com

Sponsored by Blackboard

For more information,
please email
ProEdInfo@blackboard.com
or call 888-719-6123

Copyright, 2010 Future Workplace

Leadership Development In The 2020 Workplace
Available Now on Amazon
Research Conducted:
2,200 Panel of Working Adults
Segmented By Generation
Survey of 300 Leaders of HR/Talent
Management
50 plus Personal Interviews

Buy On:
800CEOREAD

http://800ceoread.com/book/show/97
80061763274-The_2020_Workplace


AGENDA
1. Three Trends In The 2020 Workplace
2. Impact On Leadership Development &
3. What Are Forward Thinking
Companies Doing?
4. What Can You Do Now?


Revolutions are
happening faster and
faster.
2010
2020
1990
Information
1980 Internet
Revolution
Revolution Participative
1880 Computer Revolution
Revolution
Industrial “The information revolution will empower
Revolution individuals and democratize everything…” –
- Steve Jobs, Apple


Three Trends:

 Globalization BY 2020: global access to markets
and talent will reshape business

 Demographics BY 2020: five generations will be
working side-by-side in organizations

BY 2020: social media will connect
 Social Technologies employees, customers, and partners
for immediate communication


Globalization Changes the World Globalization
Top 15 Changes for Headquarter Offices
2005 to
Country 2005 2006 2007 2008 2009 2009 change
United States 219 197 184 169 181 17%
GLOBALIZATION Japan 43 60 49 39 49
Financial Times Top Fifteen UK 33 36 41 35 32
Country Headquarter in the
Global 500 Locations over China 8 11 16 35 43 438%
the last 3 years.
Canada 22 22 23 24 27
France 28 30 32 31 23 18%
Germany 19 19 20 22 20
Australia 8 8 11 11 14 75%
Spain 9 8 12 14 13
India 5 4 8 13 10 100%
Switzerland 12 11 12 12 10
Brazil 5 8 7 11 9 80%
Netherlands 9 8 10 8 8
Italy 12 11 8 7 7 42%
Russia 4 8 8 13 6

IBM: Building Global Citizenship Globalization
Skills With Corporate Service Corps


In 2009 500 CSC Participants Went to 12 Globalization
Countries IBM Designated as High Growth
Brazil China Egypt Ghana India Malaysia

Nigeria Philippines Romania Turkey Vietnam South Africa


Will there really be
five generations in
the workplace?

15

QUICK POLL: What Generation Are You? Demographics

Traditionalists Born: prior to 1946

Baby Boomers Born: 1946-1964

Generation X Born: 1965-1976

Millennials Born: 1977-1997


Demographics

Working side by side in 2020
5 GENERATIONS

90m

MILLENNIALS
70m

???
BABY BOOMERS
50m

GENERATION X
TRADITIONALISTS

30m

GEN 2020
10m

>1946 >1964 >1976 >1997 1997 - ?

© 2010, Future Workplace Copyright, 2010 Future Workplace

• The median age in the US is 36.7 while in Demographics
emerging markets…
Median age: total: 26.3 years
male: 25.3 years
female: 27.3 years (2009 est.)
Today
Generation 2020 0

Millennials 36% 58% vs 70%
USA Emerging
Generation X 22%

Baby Boomers 38% -7%

Traditionalists 4% -4%

0% 20% 40% 60%


Demographics

2020

Generation 2020 7% +6%

Millennials 50% +6%

Generation X 20%

Baby Boomers 22% -9%

Traditionalists 1

0% 20% 40% 60%

© 2010, Future Workplace Copyright, 2010 Future Workplace

In Just Two Years … Demographics

20

Demographics
Email Is So Yesterday

3/3/2011 Copyright, 2010 Future Workplace
21

Diverse Communication Needs Demographics

Traditionalists Baby Boomers Generation X Millennials
Hub & Spoke Hyper Connected,
Communication Guarded through
Style
Formal through specific transparent, Eye-
hierarchical channels
channels catching; fun
Chunk it down but Wired, Seamlessly
Detailed; prose-style
give me everything, Online, some f-2-f, connected, In
Delivery writing, prefer print,
print, f-2-f and some games, Constant Search &
f-2-f
online Find Mode
Relevance to my Relevance to the
Relevance to what Relevance to now,
Context security; historical bottom line and my
matters to me today and my role
perspective rewards

Accept Traditionalists Independent, self- Collaborative, Rarely
Problem-Solving Hierarchical
“hierarchy” Reliant Individually

Immediate, On-
Peer/Manager Annual or Biennial, Demand, Constant
Feedback
Annual & formal Monthly or Weekly
Less Formal need for mentoring &
coaching

Formal and Go Seek Input &
Self-Made, Inform The
Decision Making through proper Involve The Team Agreement From one’s
Team
channels “network”
Frequency Of
Communication
In digestible amounts As needed Whenever Constant

QUICK POLL: Is Your Organization Demographics
Piloting Social Learning In 2011?
(Note social Learning is defined as learning that leverages a host
of social media tools inside the enterprise such as an internal
social network, blogs, wiki’s, online video sharing, threaded
discussions)

 Yes
 No
 Yes In 2012
 Want To But Trying To Get Buy-In


Social
Technologies

2008 2011
Web 2.0 playing Predicted over next
a major role in three years, they would
learning likely use Web 2.0 in
function learning function

Web 2.0 Relationship Model
“Groundswell”
9% 87%
Creating Connecting Collaborating Reacting Organization Acceleration
Blogs Soc Nets Wiki Forums Tagging Crowdsource
User Gen Virtual Open Source Ratings MashUps RSS
Podcasting Online Comp Basecamp Reviews UniqueSearch Widget


Benefits & Barriers Of Social Learning Social
Technologies
(Based Upon Social Learning Boot Camp
Attendees & Consulting Clients)

• 5 Top Benefits • 5 Top Barriers
(Increased) – Confidential Leaks
– Collaboration – Confusion on Usage
– Peer-to-peer learning – Lack Of Client
– Knowledge sharing Understanding
– Productivity – Decreased Productivity
– Meet Development – Pass Along Wrong Data
Needs


Social
www.socialmediagovernance.com Technologies


QUICK POLL: What Do You See As Top Social
Technologies
Three Workforce Related Issues Facing
Your Company

 Inability to rapidly develop skills to address current/future business needs
 Lack of leadership capabilities
 Employee skills not aligned with current organizational priorities
 Inability to collaborate/share knowledge across the organization
 Inability to attract qualified candidates
 Inability to build an engaged/motivated workforce
 Unable to deploy/realign resources against new opportunities
 Inability to retain key employees
 Labor costs higher than competitors
 Difficulty in modifying staffing levels due to local labor regulations


Growing Importance Of Leadership Social
Technologies
Development


Think About This As You Explore Social
Technologies
Leadership 2020

 5 Generations In The Workplace
 % Employees Work Outside Of USA
 % of Employees Have A Remote Manager
 % of Employees Are with Current Employer Under 5
Years
 % Of Employees Report To A Leader From A Different
Generation
 #1 Reason Employees Leave Their Job Is A Poor
Relationship with Their Immediate Manager


Leadership 2020 Model:
Being This Kind of Leader… Requires These Management Behaviors

Collaborative • Inclusive decision making
Mind-set • Genuine solicitation of feedback

Developer of • Mentors and coaches team
People • Provides straight feedback

Digitally • Uses technology to connect to
Confident customers and employees

Global • Has a diverse mind--set
Citizen • Prioritizes social responsibility

Anticipates and • Builds accountability across levels
Builds for the Future • Champions innovation


Collaborative Mindset

“Being a successful
collaborative leader is
about delivering results
across boundaries.”

David Archer & Alex Cameron

Copyright, 2010 Future Workplace 31

uCern - Realize the Potential of the Network…

 uCern is…
- Cerner’s collaboration network for
uCern Member Organizations
associates, clients, and partners where
healthcare and IT intersect
 uCern has…
- Discussions, blogs, videos, wiki
documentation, and social networking
 uCern’s vision… Current Stats:
- Leverage mass collaboration to reduce •Over 4,250 communities covering every topic our clients and
associates care about
time between DISCOVERY and •Over 26,000 members including over 18,000 clients
ADOPTION •3601 Videos , 99,096 Discussions 45,448 Documents, 112,816
Wiki pages


Developer Of People
“People
development is
directed at
employee, team &
community”
Brian Schipper, SVP HR, Cisco


Developer Of People: Cisco: CCMP

 Self, Team, Community Focus
 Training, Activities, Assessments, Points based
 Leverage Quad technology platform
 Integrated solution to support other corporate initiatives;
Rewards, Talent Connection, Collaboration


Digitally Confident
• Leverages technology to accelerate speed of
decision making and business impact

1) Digitally proficient with technology: computer,
blackberry w/ Bluetooth, web casts, Twitter, Yammer,
FourSquare etc.

2) Leveraging the speed of technology to generate growth
(ie: shorter period of time for great ideas to spread like
a virus)

3) Utilizes and leverage social networks (Facebook
LinkedIn, Twitter, Yammer, )


Digitally Confident

Web 2.0 usage

Study of 743 Companies who
say they will leverage the web for
learning & development

9% use the web today

87% will use by 2011


Global Citizenship
• Global citizenship: Understand
how to conduct business in a
foreign country, develop an
increased cultural intelligence and
a deeper appreciation of
relationships between business &
society, as defined in The 2020
Workplace: How Innovative
Companies Attract, Develop &
Keep Tomorrow’s Employees
Today


Build A Global Mindset: www.globesmart.com


Champion Innovative Thinking :A Cisco TelePresence
Meeting

http://www.cisco.com/en/US/solutions/ns669/images/tps_3000_large.jpg


QUICK POLL: How Likely Do You Think It Is That
Leaders Will Be Rated On A Tool Like YELP?

 Yes, Likely Now
 Yes, In Five Years
 Never


Every
Person Will
Have a
Reputation
Score …

starting
with
leaders

3/3/2011
www.futureworkplace.comCopyright, 2010 Future Workplace 41

Who Would You Rather Work For?
Now You Can Rate Your Peers


What Can You Do NOW?

 Understand Trends
 Clarify Implications To Your Markets
 Identify Next Practice Benchmarks
 Build & Recruit For Leadership Competencies 2020
 Introduce social tools in pilots and low-risk situations
 Get to know some Millennials! Consider reverse
mentoring with one.
 Review your HR programs for Millennial friendliness.
 Open up to allow peer-to-peer feedback


Social Learning Boot Camp
Details at www.sociallearningbootcamp.com
 The Social Learning Boot Camp, March 7-9, 2011
- An Executive Education Programme Taken Directly From Chapter 6: Of The 2020
Workplace book
- Partner Is IESE Business School,165 West 57th Street, New York, NY

- Experience and use the iPad during the workshop
- Learn from peers and subject matter experts what works in
re-inventing Learning & Development
- Build a business plan for a Social Learning Pilot
- Be Part Of An On-going Community Of Organizations Re-
Inventing Learning & Development

- Email Us: info@futureworkplace.com
-


Let’s Continue the Dialogue…
Jeanne Meister
jeanne@futureworkplace.com
@jcmeister

www.futureworkplace.com
www.2020workplace.com/blog
http://www.facebook.com/the2020workplace
http://www.sociallearningbootcamp.com

Sponsored by Blackboard

For more information,
please email
ProEdInfo@blackboard.com
or call 888-719-6123


Question & Answer

Jeanne C. Meister
Founding Partner
Future Workplace

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Leadership Development in the 2020 Workplace: How to Adapt to Globalization, Demographics, and Social Technologies

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