Last week I did a Megatrends session for a group of about 22 mid level, high potential leaders in a household name, global PLC.
We covered the introduction to and discussion about Megatrends and then went into personal purpose and vision. The group then aligned their individual purpose and vision to future organisational roles and formed teams based on common purposes. These teams then created projects that they would work up into a pitch over two months for a “Dragons Den” type presentation to senior execs.
The beauty of these sessions with relatively younger leaders – in their mid to late 30s – is that they are more concerned about the future than the past. Whereas senior executives, typically ten to 15 years older and more concerned with the past than the future.
Many of the organisations we work with have enjoyed relatively stable, high margin businesses for decades, centuries in some cases. In stable, high margin situations the requirements for “leadership” are low, and “management” is a far more important skill, to keep the whole process ticking along without too much drama.
The implication of the Megatrends is new competition requiring new approaches and serious margin compression. Quite suddenly leadership is required and the people at the top, who have been successfully managing the business for years, have limited experience of it.
Kodak or Blockbuster are good examples, ten years ago, of the effect of a marketplace revolution when digitisation was impacting the entertainment sector. After years of profitability their management was ill equipped to deal with a revolution. Except that ten years ago they only had one revolution to deal with.
This time we have three (see Megatrends).
Part of the adjustment for senior management is to rapidly pass responsibility for defining the vision and future to those who will be running the company when it happens.
Precisely as in last weeks Megatrends session, the younger leaders are the ones defining the future. It is now up to the senior managers to have the courage to enable those visions to progress, even if it means cannibalising some of their own legacy products, services and systems.
Beyond this letting go of control and legacy there is also a need to shift to a far more responsive way of working that mimics the new competitors and accelerates product development and deployment, while also taking advantage, where relevant, of the legacy assets that the business has that the new competitors don’t.
Holos offers three main approaches for clients: Ensurance, Fix and Megatrends.
Ensurance includes a cultural audit that can identify where the organisation is most at risk from a crisis of culture and the leadership and cultural development to ensure against the kind of incidents we see so many corporations getting embroiled in.
Fix is the the leadership and cultural response to crisis if it happens, how does the organisation rehabilitate itself with staff, suppliers, customers and regulators to rebuild trust and reputation.
Megatrends is the adjustment outlined above to prepare leadership and culture for a future which is different from the past.
Holos has a wealth of specialist leadership and culture coaches and consultants with decades of experience working with a huge variety of leaders. Holos can help you or your organisation to upgrade it’s leadership to flourish even in a challenging business environment.
Holos believes that change is easy and this is true when the right process is followed. We all know from our own experience that some changes have been easy and others have been hard. What Holos has done is to distil the essence of what makes change easy into a process and it is that process that we bring to our clients.
For any organisation that needs to engage it’s culture with change, whether it is because of innovation, competition or regulation, Holos can help to make that change easy.
To help make using Holos easy we offer inspiring standalone sessions on Megatrends, Leadership, Culture and Change that give organisations a chance to see us in action and helps to get a wider process started.
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