Revolutionary shift for leaders

We are faced with challenges such as simulation of new technologies, new multi-generation workforce and accelerated pace of organizational change.

Despite new approaches such as blended learning and 70:20:10 and widely adopted in our industry, there is no clear path to success – until now. Earlier this year, The Transforming Curve is a game-changing model of maturity, born of decades of unbiased research into the Towards Maturity around L&D.

The Transformation Curve highlighted the journey of L&D that passes to reach its full potential. It does this by identifying the four stages of maturity that will fit most L&D departments, and it provides some clarity on what is required to move through the stages.

A counter-intuitive mindset

The report has an insight that I have found to be particularly eye-opening, and possibly most challenging – L&D needs to adopt a counter-intuitive mindset to progress and succeed in reaching goals and objectives.

So, what does an intuitive mindset look like?

Suppose your current strategy and approach is working really well, you are enjoying success, and it has led to some real business benefits.

Towards maturity data shows that the way you are at this point of success, you should let yourself work so well and adopt a new approach and strategy, otherwise you will remain stable and the success you are experiencing It will soon fade away.

Adopting this counter-intuitive mindset will get used to doing something – by definition it is against common sense and therefore against human nature. It also requires a big leap of faith. This is where towed maturity data comes in, it can provide the need to reassure you, and can also be used as a tool to back-up your strategy and approach when presenting to the board .

An important step to success

An intuitive mindset can be the key to preparing L&D for a successful future. Ultimately, when you think about it, it makes sense for every industry to be a little more intuitive.

With the Fourth Industrial Revolution, a lot will change. One of the expected changes will be the organizational structure. Skilled employees will undoubtedly be needed because levels that are not economical to change. New technical functions will require multiple roles to ensure services.

But organizational agility will present a crisis for middle management. While visionary leaders looking at the big picture will still be necessary, much planning will be done below-the-top and fed by artificial intelligence. Decision making will be more on the ground level in real time.

Will the traditional middle manager role be required if operational communication, direction and control are dramatically reduced?

Thoughtful companies will replace the middle-management layer with problem-solving teams, which make technologically competent technologies, sound communicators, solutions oriented and creative in rapidly changing circumstances.

The most important challenges

The most important challenges will be to change and remodel the role of leaders. Now those at the top are meaningless; The past is gone, the future is evolving, history is no guide to the future. It is clear that leadership and cultural challenges will replace a very slow bureaucracy.

The senior leadership team will have to negotiate with operations units that are currently at several levels below them. They will be dynamic, forward-looking, highly communicative, questioning, listening to the people they see at this stage but not talking to them.

As Colonel Stanley McC Christ suggests in his book ‘Team of Teams’, “The temptation to lead as a chess master must give way to an approach as a gardener, controlling each step of the organization. Enabling rather than directing. “

These new leaders will provide an infrastructure and innovation that will result in a transition towards self-organization.

It will be in the form of a wave of changes in technology, operations, market and skills requirement, affecting the organization which is still rapidly evolving with rapidly evolving competition in rapidly changing market demands and rapidly changing products Required to withstand brainpower. 

I agree that some politicians are waking

I agree that some politicians are waking up in Parliament. Pensioners Secretary Esther McVey said teen employment is important if Britain is to provide more flexible domestic workers after Brexit.

This was a result of reports from immigration consultants that British workers were considered less laborious and were far more absent than European immigrants. Some employers worried that young British workers were not ambitious or sufficiently flexible. He said that we were in record numbers employing British people, and nine out of ten are British.

What is the way to start a blog. I must admit that such statements are disappointing but not surprising. How could it be otherwise leading to a classical education structure with our secondary schools and not a progressive society at the Fourth Industrial Revolution? Yes, we need a general education but what is teaching?

History can be a great example of employment preparation. The author has done 15 O ‘level social and economic history in grammar school from 1715 to 1914. No mold around kings and queens. I understood how ideas of industrial law, employment practices, social services, UK economics and taxation emerged.

This was the foundation of my employment.

This was the foundation of my employment. I often wonder how people lack understanding of the foundations of industry and social services.

The current technological base of businesses moving at an accelerated pace, should have the ability to react fluidly to young people to change. For that, we need to adequately prepare learners for the 4IR, or risk the entrepreneurial spirit and ambition that makes the UK internationally competitive and culturally vibrant.

The industry needs to play its role. We sponsor students for degrees and apprenticeships, and at both levels, learners start with A levels and GCSE subjects that are necessarily related to Aadhaar in order to obtain the necessary skills and qualifications.

When in a manager, management and general training I used to run sessions understanding industry ‘for sixth formers in my schools and company visits for teachers. In general, teachers did not honor our professional engineers for recognition and master’s degrees and Ph.D.

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