The “next economy” has arrived. It is global, knowledge intensive and fast changing, requiring high quality leadership and management. Here are twelve specific challenges for leaders looking toward 2001 and beyond.
Leveraging Rapid Change
The game is not managing or coping with change, but leveraging the rapid change all around us so that we move in preferred directions.
Creating Learning Organizations and Communities
Organizations with people who learn continuously will do the best.
Moving Beyond Continuous Quality to Sustained Innovation
Continuous improvement will matter more than ever, but continuous innovation in product and service will also be a competitive advantage.
Managing Interconnectedness
More stakeholders must be included in more decisions and old boundaries dissolved.
Globalization of All Business
Of more than 40 million U.S. business it is estimated that fewer than a half-million export goods and services. This is not sufficient for a global age.
Restructuring for the Long-Range and Global Quality Standards
Toyota reports 40,000 improvement suggestions per year. Sony has a 200 year vision. World consumers will expect the best quality, and it takes a long-range effort to produce to that standard.
Re-Training for Knowledge-Based Work
An increasing percentage of U.S. jobs may require scientific, technical and/or advanced thinking skills. All jobs require the learning of new knowledge, continuously. We under train our workforce today.
Taking Seriously a Multi-Cultural Society
Leaders must step up to the challenge of creating a common culture of opportunity and success for all sectors of the society. This requires innovation but above all commitment.
Environmental Stewardship
Economic success and caring for the environment go hand-in-hand, and make good business besides. A sustainable economy makes sense.
Expensive Mature Workers with Differing Expectations
The first baby-boomer turned fifty years of age in 1996, and from that moment on someone is turning fifty every 8 seconds in the U.S. Even younger workers have differing expectations about family and work life, for example.
Maintaining and Promoting Balance
Seeking balance in one’s personal life is of increasing concern. Balance, or integrity, is a discipline for learning organizations.
Sustaining Hope and Vision in the Midst of Turmoil
Fast but uneven economic growth, companies disappearing, and increasingly rapid product development cycles heighten uncertainty. Leaders must sustain hope and vision by calling attention to the possible, and empowering people to see their capacity.
