Watch out. Times of transition bear the phenomena of tipping points.
The Global Peter Drucker Forum, taking place in Vienna on November 5 and 6, 2015, is building up such a critical mass of ideas, theories, people and networks in new and different management thinking which has the capacity for a paradigm shift. This year’s theme is
In the run-up to this event a nicely featured blog series builds up momentum. From Charles Handy who explores how technology dissects our actions, to Steve Denning seeing the internet finally forcing management to care about people, or to Dambisa Moyo asking if technology may create potential unrests in the developing world. Find an overview in the recent newsflash.
When it comes to …
… managing in the Digital Age …
Walt McFarland puts forward four observations:
- Managing workforce engagement is not about technology. It’s about leading people better—and differently
- Great leadership from the C-suite does not guarantee workforce engagement
- Leadership at the line is most “engaging” when it balances the technical and personal aspects of the workplace.
- Great leadership at the line demands new behavior from leaders and team members
We hear again about Gallup’s 2013 Global Workforce Study which found that only 13% of people in 142 countries reported are engaged in their work. What seems to be a shocking fact could turn out to be indeed a very good starting point for change. A lot of room to improve.
The best change leaders are passionate and courageous, not merely intellectual. They help people to make sense of the changing environment. To reframe threats into opportunities for personal development. Which are in turn opportunities to shape the future of the organization.
Self-engagement is key. In any aspect. For the satisfaction of people as well as for the success of an organization in turbulent times. Which in turn …
… implies people focused management!
Mac Farland concludes, “The digital age … can foster a renaissance for human achievement in organizations. The digital age can enable greater human innovation, creativity, and complex problem solving power than ever before. It can enable greater connectedness, collaboration, personal impact—and ultimately more meaning in work for tens of millions. It can enable all of this only if effectively led. Let’s build a generation of leaders who are technically excellent and people focused.”
Voilá. Here again. The calling for a humanistic management movement.
See also my blogpost on people focused management at the Drucker Society ‘s blog: A Quest for an European Humanistic Management Movement.
The topic Agile World and the Digital Enterprise we will also discuss in our Workshop in Vienna on September 24, 2015, Details here.