Michael Illert, Partner Competences for Future Leaders “Youth to Business Forum”
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Michael Illert, Partner
Competences for Future Leaders
“Youth to Business Forum”
Agenda
Key challenges for corporates
Key skills needed to face the challenge
The education system
Key challenges for corporates
The ever changing market, with ever growing competition,
both happening at ever increasing speed is THE challenge of the corporate world.
The challenge
Changing market
– Global supply chain
– In- and out-sourcing
– Near- and off-shoring
– Employment market
Growing competition
– Internet as a game changer
– Global logistics available to everyone
– Employment market
Ever growing speed
– Product life cycle
– Employee life cycle
Michael Illert, Partner
Key Trends to Succeed
We all heard it a million times…
Corporate success is dependent on…
70 % People and Culture
20 % Processes
10 % Tools
What I believe in…
Corporate success is dependent on…
Engagement & Leadership
Agility
Resilience
What is engagement
Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being.
“This is about how we create the conditions in which employees offer more of their capability and potential.”
David Macleod
Key Points
– Attitude
– Behaviour
– Outcome
Significant gaps in employee engagement
Source: Aon Hewitt European Best Employer Survey
Best Employers
Average Employers
What is 'agility'?
The organisation’s capacity to gain competitive advantage by intelligently, rapidly and pro-actively seizing opportunities and reacting to threats.
The ability of a business to adapt rapidly to changes in the business environment in efficient, productive and cost-effective ways.
Dr. Linda Holbeche 2014
Key Concepts
– Organisation-wide, integrated
– Competitive advantage
– Intelligent & innovative, rapid, proactive, efficient and effective
– Customer-driven
– Strategic and operational
Barriers to agility
Bureaucratic cultures and structures
Mindsets: short-termism, risk-aversion, politics, top-down leadership etc.
Skillsets – dealing with complexity etc.
Rigid cultural practices and routines – little support for experimentation and learning
Motivation for change – cost-cutting vs. innovation
Implementation gap – lack of capacity to act
Neglecting the human aspects of change – undermines employee engagement and trust
An unbalanced employment relationship and a disengaged workforce
Dr. Linda Holbeche 2014
What is resilience?
‘Resilience’ is about robustness of systems. The capacity for resisting, absorbing and responding, even reinventing if required, in response to fast and/or disruptive change that cannot be avoided.
Dr. Linda Holbeche 2014
Key Concepts
– Anticipation
– Involvement & shared purpose
– Renewal
– Learning & leveraging knowledge
– Risk management
– Networks
– Employee engagement and wellbeing
Agility and resilience = adaptive capacity = change-ability
A resiliently agile organisation is able to anticipate and respond swiftly to changes in the marketplace.
It does this through an organisational culture and structure that facilitates change within the context of the situation that it faces.
Resiliently agile organisations require a learning mindset in the mainstream business and underlying lean and agile processes and routines to drive innovation.
Dr. Linda Holbeche 2014
Charles Darwin
It is not the strongest of the species that survives, nor the most intelligent that survives.
It is the one that is most adaptable to change.
Michael Illert, Partner
Are Universities up to the challenge?
What skills do we require?
Engineering skills
Scientific skills
Management & Leadership skills
Do Universities meet expectations of the corporate world?
No clear answer, depends on specific area of specialisation
– Generally happy with education from a technical / scientific perspective
General concerns about
– School like education
• Conceptual thinking
• Independence
• Independent and confident approach of new challenges
– Internships
• Due to course structure internships tend to be around 8 weeks now rather than the preferred 3-6 months
These concerns stem from the need for (people) leaders to face unchartered territories of the ever changing (corporate) world
Can (and should) universities actually deliver that?
Michael Illert, Partner
What Employers look for…
What should you have on your CV? What do companies miss?
Focus (applications, internships, education)
Soft skills & social skills
Language skills
Realistic self-assessment /image
Commercial thinking
Interest in the specific role or industry
International experience
Intercultural experience
Practical experience (internships, jobs, apprenticeships, voluntary work)
Proof of independence such as having financed your university education yourself
Responsibility
Personality, be true to yourself and don‘t do things just for your CV
Michael Illert, Partner
A forgotten issue
The “Time – Grade – Volume – Dilemma”
Generally happy with education from a technical / scientific perspective
– This is achieved through traditional time intensive study and measured by grades
Strong need for (people) leaders to face unchartered territories of the ever changing (corporate) world
– This is achieved through work and engagement during university years, measured by personal meetings and psychometric assessment
– (May have an) impact on grades
The corporate world does not struggle with the amount of graduates coming through and applying for roles, they struggle with the average quality and fight for the very view super stars
– An easy way to reduce volume before manually reading CVs is to reject application depending on grades
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