Leadership is now a team sport. According to Deloitte’s 2017 Global Human Capital Trends Report, more companies are organizing themselves around highly empowered “networks of teams” who can respond quickly and drive innovation. Only 26% of large companies (over 5,000 employees) are functionally organized, and only 14% of executives still believe that hierarchical job levels are effective.
You’re used to evaluating business results: analytics, post mortems, and management huddles where you’re cross examined about product, performance and profit.
Now imagine what would happen if you applied even a fraction of that dedicated reflection to understanding and developing the potential of employees – the people who drive your company’s success.
Digital isn’t just changing the way we work, it should change how we approach work. Emails, telecommuting, and data-driven reporting are just tools. If you still think, communicate, create and lead the way we did 20 years ago, then you’ll be just as irrelevant in the modern workplace as a typewriter.
If you’re tempted to resist change, think of the dinosaurs. They were the biggest, strongest creatures to ever roam the Earth, but they couldn’t adapt.
The workplace is changing, and you should too. New technologies have made some skills (and even entire positions) irrelevant. Industry disruptions have forced even veterans to rethink their strategies.
Eighty percent of companies - and 76% of conglomerates with over 50,000 employees - are restructuring their organization around smaller, leaner, and faster teams, says this Deloitte survey. Instead of being pigeonholed into a department under a hierarchy of managers, people are assigned to projects or products and rallied by a team leader.
Hiring a diverse team is just the first (and some would say, the easiest) step. The real challenge is inclusion -- creating a culture where differences are respected, and a work structure that actively engages everyone’s ideas, knowledge and approaches.