Transcript National Assembly October 2004

TDA Conference 2007
Organisational
Development for 2020
John Vines
Chief Executive
Association of Professional Engineers,
Scientists & Managers, Australia
APESMA
A VISION FOR 2020
The New Labour Market
The Changing
World
• Steadily shortening
working life
The New Global Economic Order
> Retirement disappears
> New generation of old
workers
• Baby Boomers dominate > Three generations in the
workforce
workforce
• 1997 crash puts Asia on
back burner
> China and India emerge as
massive economies
• Emergence of low cost
economies
> Offshoring takes off, whole
economy affected
People, Flexibility, Creativity
The Changing
Workplace
• Focus on asset utilisation and balance sheet
management
• Workplace flexibility driven by structural reform
>
Focus on human optimisation
>
• Industrial, rule driven logic dominates
• Removing the barriers for women
>
>
Workplace flexibility becomes key to attracting and
retaining staff
People and creativity logic emerges
Taking accountability for outcomes for women
The Expert Steward
The Changing
Mindset
• Obsession with shareholder value
>
Serving all stakeholders
• 'Cult' of the CEO
>
'Cult' of the top team
• Generalists dominate
>
Experts dominate
• Dramatic remuneration increases
>
Managing substantial personal wealth
Intellectual property resides with The Boston Consulting Group, Inc. 2006
© Innovation & Business Skills Australia Ltd 2006
THE NEW WORKING LIFE PROFILE
2000
2020
Income
Income
Pension
40-45 years
working
15-20 years
retired
Age
Working Life
Working Life
25-30 years
working
Age
25-30 years
still working
Intellectual property resides with The Boston Consulting Group, Inc. 2006
© Innovation & Business Skills Australia Ltd 2006
THREE GENERATIONS IN THE
WORKFORCE
Generation
‘Y’
‘X’
Baby Boomers
Born
1981 - 1997
1961 - 1981
1946 - 1961
Defining Experience
The Dot Com boom and bust
The ‘greed is good’ 80s
Under 24
24 - 44
Age Range:
2005


Attributes and Concerns

2005

Entrepreneurial aspirations
Expect success
Strong social conscience
IT fluent, native speakers




Age Range:
2020
23 - 39


Possible Attributes and
Concerns 2020

Entrepreneurial focus
Self managed careers and
lifestyles
Some ‘let down’ as working life
fails to meet high expectations
Flower Power
prolonged good times
44 - 60
Transactionally motivated
Expect to change jobs for career
advancement
Naturally collegiate
Early adopters, IT literate




39 - 59



Idealistic
Highly social
Largely traditional views of
corporate loyalty
IT a learned language, for
some
Over 60
Moving into senior management
ranks
Inclusive management styles
Challenged in managing multi
generational workforce


Phasing down work
commitment, but not retiring in
the traditional sense
Potentially continuing to
dominate executive and board
ranks
Intellectual property resides with The Boston Consulting Group, Inc. 2006
© Innovation & Business Skills Australia Ltd 2006
EXECUTIVES' CURRENT ASSET
MANAGEMENT FOCUS
Physical Assets
Finances
People
In the next decade, executives will
need to pay more attention to the
management of this key asset
Intellectual property resides with The Boston Consulting Group, Inc. 2006
© Innovation & Business Skills Australia Ltd 2006
TRANSITION IN LEADERSHIP PROFILE
Leader
Expert
Cross Industry
Hire
Overall Skill Level
Job For Life
1950
1980
• Deep
knowledge of
the business
• General management
skills, rather than
deep expertise
• Single
company
career
• Moves between
companies and
industries
2000
2005
2020
• High order
communication
and collegiate
management skills
• Deep industry or
subject expertise
• Holds senior role
for substantial
period
Intellectual property resides with The Boston Consulting Group, Inc. 2006
© Innovation & Business Skills Australia Ltd 2006
EXECUTIVE DEVELOPMENT NEEDS
The Landscape
•The
•The
•The
Changing World
Changing Workplace
Changing Mindset
Business Impacts
•
Executive Development Needs
•
•
Three generations in the
workplace
Longer, later working life
•
•
•
Workplace flexibility
People businesses
Talent optimisation
•
•
•
•
•
Serving all stakeholders
Top team focus
Personal expertise matters
Personal wealth
•
•
•
•
•
•
•
Generation-specific leadership
and management skills
Career planning beyond 50
Managing flexible
environments
Managing people businesses
Optimising people's
performance individually and
in teams
Understanding, aligning and
balancing stakeholder needs
Leading teams
Building and maintaining
personal expertise
Wealth/work and life choices
Intellectual property resides with The Boston Consulting Group, Inc. 2006
© Innovation & Business Skills Australia Ltd 2006
Further IBSA Initiatives

Graduate Certificate and Diploma of
Organisational Learning & Capability
Development (Endorsed by NQC in August 2007)
 Search Conference on Innovation (June 2007)
 Further research on Management/ Leadership
related issues
 www.ibsa.org.au