A favourite film from 2014 was Guardians of the Galaxy, a tall tale of five disparate heroes saving worlds from total destruction.
In the same year, PWC released Megatrends (2014), a study of five disparate forces set to – if left untrammelled – reconfigure our organisations (and destroy some along the way). Not a movie, but an evaluation of our evolving globe over the next 15 year and the threats – and opportunities – organisations will face.
Now a (kind of) sequel, Megatrends (2015) has been released, created by HAY, which again looks forward to 2030. What worldwide powers will we face? And, without a superhero in sight, how do we meet them?
Both PWC’s Megatrends report and HAY’s snappily titled book, Leadership 2030: The Six Megatrends you Need to Understand to Lead your Company into the Future anticipate a fast-changing world. Both agree on the defining forces of:
- Globalisation
- Technology
- Environmental change
- Social change (for HAY, Individualism and value pluralism)
- Demographic change (PWC combines this with Social Change in one megatrend)
PWC chooses Rapid Urbanisation as its final megatrend whilst HAY opts for Digitisation. So far so mega. But how can organisations prepare to face shift on such a scale?
It’s all about agility. All the Megatrends authors advise that organisations will need to invest to maximise success within this new landscape. Action should include:
- Understand how the megatrends will change your world – employees, consumers, markets, partners, supply chains and technology will be different, so how will your operating environment adjust?
- Review and amend strategy – Considering the different operating environment, how will you steer your organisation to success? How will your organisation look? How will it act?
- Build leadership capability – immediate (line) managers – not Executives – shape employee resilience and organisational understanding; but the organisational needs to foster their capabilities in readiness
- Run scenario planning – strengthen your teams’ readiness for change by working through potential future scenarios and planning responses; as in sport, working through different tactical approaches builds aptitude
- Enhance employee engagement – building a deep connection between your employees and the organisational strategy will enhance future thinking, resolve and commitment
- Augment collaboration – provide the platform and direction for deeper relationships and greater cooperation across your organisation, overcoming past silos
In a shifting world, winning organisations will prepare, react and adapt better than their competitors. With the right steps today, organisations can face the megatrends with greater confidence. Not so much super powered, as megatrend ready.
Tim is the Founder of Starboard Thinking, the consultancy which builds Performance through Organisational Engagement. For the previous 5 years, Tim has been Global HR Director of Pentland Brands, leading their global people strategy across a portfolio of lifestyle and performance brands (including Canterbury, Speedo, Berghaus, Mitre, ellesse, Lacoste & Ted Baker). The work he has led has been recognised by a number of awards, including:
• Great Place to Work 2014 (Large Employers): UK Top 10 & Europe Top 20
• Great Place to Work 2012 (Large Employers): UK Top 20
• CIPD 2014: Overall Winners
• CIPD 2014: Employee Engagement Award
Tim has 20 years of international business experience, leading business transformation (double-digit growth, mergers, acquisitions & IPO) in global organisations across premium & lifestyle brands, FMCG and retail. He lived and worked in Asia-Pacific for 5 years, leading generalist HR within spirits & wines portfolio Maxxium. On returning to the UK, Tim joined Diesel as UK & Eire HR Director, prior to moving to Pentland. He has also worked for Waterstone's, and began his career as a Grad with M&S. Tim has an MA from Lancaster University, is studying for an MSc at Ashridge, and is a Fellow of the CIPD. He is a failed actor, occasional goalkeeper, learner guitarist and father of three.
- Tim Pointer
