scaffolding the corporation for the 2030

in still many corporations, young arrivals would, after a time, come to realise that the only way to make a career is to work up the ladder towards management. Yet not everybody can be or ought to be a manager. This is not new hence unfortunately many who today are shouldn’t be.

In the down of AI, many jobs that today still exist and busy thousands of people, (e.g. moving data from one excel sheet to another, from one database to another) will be one day no more. When a text line will suffice for AI to do all we need with data. And those people who have been shifting cells and making graphs for the last fifteen years won’t have it easy to still be able to add value to their organisations. Yet we find them in ageing swarms in our offices nowadays.

At the same time, we loose young talent because they see no ladder other than the management one. But eventually they would see themselves fitting in the role of an specialist, however no career scheme is today set for those.

Come the time of AI, will be those specialists who will be able to add value to their organisations, and will be those we regrettably miss, and even more regrettably we let go of them when we could have kept them, and grow them inside and in time.

Now more urgently than ever it is time to build the scaffolding of what our organisations will be in 2030. Otherwise we will find ourselves where now traditional banks start to find themselves: rapidly rendered inefficient by FinTech.

A career path moving toward specialisation that will grow towards mastery and end in a position not of management, but of organisation core competences, strategic growth and newcomers nurturance for a new generation of mastery.

This builds into an organisation with less people but more specialised and thus expensive people. Yet those organisations who choose to save money on their people and not foster specialisation, will soon have to close entire divisions out of asphyxia and with a high social cost. Still we have time to make a choice for the future, foster talent and be agile.

the stone and the rope

visiting an art exposition is an event that often struck something hidden in the back of our minds. Things are shaken that normally lie back dormant in a quiet pool. This time was a paintings exposition by Gabriele Münter in the Lenbachhaus art gallery in Munich.

The progressive theme-sorted display of paintings makes me reckon how much iteration, experimentation and discovery is visible behind those works. Makes me imagine how exciting a life of devotion to art can be, yet surely not exempt of hardships. Or for that matter, a life devoted to writing, or photographing or any creative undertaking.

At some point one ends reflecting on himself. “And how well I fare in this sense?” To come to maybe saddening thoughts. Thoughts of one’s own creativity being crippled by the almost unmovable machinery of industry and corporations. One would wish that one’s life would be like Gabriele’s—a continuous slope of experimentation and learning and of improvement of one’s work and the enhancement of coworkers and the world around. However often one sits on a nimble boat over fetid waters of politics and power-grabbing, a place where creativity would be rather seen as something that could go wrong and topple the statu-quo.

One would have a vision of corporations as rotting in the inside, not visible immediately but crumbling in the long run. We often see this increasing gap in creativity when we do travel from the splash of new ideas in the internet economy with the somber rudeness of corporation processes and tools. Sometimes we ever manage to put some patches but still the core is old and crumbling. Generation changes are too spaced. Fear of failure is deep rooted hence not trying is better than failing. Willing to ignore that failing is the antechamber of success. All for the short term. Now and here. This month, this quarter, just this status report.

“Let’s solve this now, and later we will think of a better solution. “ how often we hear those words. And we know that the truth behind them is that there will never be a later and that we will be again in the same situation in the near future, with only the old yellowing and cracking solution of old at hand. A thin sheet of gloom tell us that the next time we will be in a yet more precarious situation and that the old solution may not be enough this time.

Would be too easy to put all the blame on those who have to take decisions. Even if their own lack of imagination will doom entire teams or divisions, they are only the result of an industrial policy with a deep reformation announced one century ago and well due now. Erich Fromm confirms the common traits of the predicaments of the humanists of the beginning of the nineteenth century:

  • the need to aim the industry for the good of humankind instead of for its own sake,
  • to account for the environment in the industrial exploitation of resources,
  • that solidarity should prevail among people,
  • that the aim of any activity must be oriented to maximize the well-being of humankind,
  • that not maximum consumption but reasonable consumption is desirable
  • and ultimately that the individual needs to feel a contributor to the whole.

These, ring today with ever more remarkable actuality and urgency.

the utility attitude axis

In the space of people characterisation, there is an axis I name it the utility attitude axis.

In the region around zero, people are followers. The more you move towards the, say positive direction, people tend to be more creative and not only follow but also feedback or adventure in small endeavors.

Emerging from the followers section you enter the creatives. Those are types of people who create new ways to do things, often inspired by those people in the far end of the axis;  entrepreneurs and visionaries.

Moving back from zero towards the negative direction of the axis, you would have those people who are followers but sometimes lag a bit behind. And even further, those who are not able to follow and will proceed undisturbed all along a direction that, at some point in their lives, was set.

If you allow me an analogy, imagine the entrepreneurs and visionaries as scouts ahead of the way, the creatives making the path, the followers improving it, following it, following it a bit askew on the bushes along the side of the path, and finally the bromides moving outwards in a tangential escape line.

Now, any group or Organisation should see that is made of a balanced number of members with respect to their attitude—I do not mean skills here, but attitudes. You want to have a few visionaries, some more creatives, and the bulk of followers. Ultimately, no deadheads.