We´re talking of projects that seek new, effective and sustainable solutions to complex societal problems, often overlooked. Dimensions such as education, employability, lifelong training, social exclusion, health and active ageing, environmental sustainability or circular economy.
First, what is a strategy? I would say that’s choosing where to go, what to do and… what not to do. A corporate strategy must answer four major questions: where do we compete? What unique value do we bring to the market? What resources and key-capabilities we’ll have to deploy? How do we sustain competitive advantage over time?
What will be the “structures” for the future of work? The “corporation” that we inherited from the 20th century followed simple assuptions: all employees working on a full-time contractual basis; a strict professional role and respective job-grade, evolving over time; a specific workplace and a daily schedule; a hierarchical subordination to a supervisor.
Corporate world is changing. The ongoing work-models disruption, social-cultural generational expectations, the focus on wellbeing and the increasing scrutiny on ESG practices are demanding new perspectives and mindsets from leadership and top management teams.
What is the work model you practice here? How many days do I have to go to the office per week? Is it a general rule or flexible for each team?
What is the most scarce and decisive resource for any leader? Many will say “time”. Based on recent researches, I would answer “focus” or “attention”. Daniel Goleman states that mastering our focus, in a world in which we are bombarded by stimuli and distractions , is the key to professional success and achievement.
All over world, organizations are looking for “agility” – whatever that means. In fact, to face volatility and uncertainty, agile is the new mantra. Some are performing “trial & error”, with some project teams, following the agile and scrum manifesto guidelines. That´s good. But, in most cases, not good enough.
Leadership capabilities are essential for all organizations. Leaders are enablers that deliver vision, context, challenges and support (the “what” and “why”) and provide resources so that people can perform their work (the “how”).
Times are changing. The ongoing digital revolution, the cultural pressure of the new generations (millennials and the emerging generation Z) and this new era of exposure and transparency (inherent to people and organizations) came to disrupt the business processes and work models.
For more than two decades we’ve tallked about the mandatory culture-fit in the corporate world. As we all know, this means that every employee should be characterized by a set of values, principles and behaviors strictly aligned with the corporate culture.