It’s painfully obvious that our current playbooks for leadership and entrepreneurship are in desperate need of an update. Our current models have stopped working — and we need to find better ones if we want to stay successful in the future.
Here are three predictions on the future of leadership and entrepreneurship.
It’s undeniable that AI and automation will change many of the jobs we know today. Some of those jobs will be simplified, others enhanced, and some will be made obsolete by machines.
In the short term, we will see a couple of lucky winners who managed to understand and adopt quicker than others. But sooner rather than later, AI and automation will be standard components in many industries. This will be the new default — and then merely a commodity.
More important is that we keep in mind: not everything will be done by machines! And in the mid and long term, how companies deal with the stuff that remains will ultimately determine their success.
These tasks will rely heavily on soft skills: high-quality collaboration, communication, and continuous learning.
This has two important consequences:
In short, companies need to create an environment where humans can thrive. They need to create great workplaces, with great cultures.
Remote work offers a number of strong benefits.
These benefits are widely accepted — and extremely valuable. But in reality, remote work offers much more:
But here comes the best part: these benefits available to any organization. You don’t have to give up your office to become better communicators or develop more polished processes. But remote teams excel in these areas, simple because they have to.
To put it another way: remote work is not about “office -vs- no office”. It’s about the principles behind it. And these are valid for any organization — just as the benefits that result from following them.
Emails, chats, text messages, and so many meetings… Bestselling author Cal Newport calls it the “Hyperactive Hive Mind”: our constant state of frantic busyness.
We’re permanently stressed and merely reacting to the never-ending demands that are placed on us by others (who, by the way, are just as stressed and busy as we are).
Working (and living) like this comes at a hefty price:
It’s quite possible that, 20 years from now, we will look back on the first quarter of this century and shake our heads in disbelief: How could we ever be so careless to underestimate these “new” technologies? How could we overlook that — despite all their advantages — they also come with serious downsides and dangers?
We desperately need to evolve our understanding of “productivity” — beyond our current “industrial age” model. We need a departure from our constant (and toxic) state of busyness. We need to make time for doing actual, valuable, meaningful work again.
And we need organizations and leaders to take charge: if they want their teams to win — to be both successful and healthy in the long run — they will have to protect their time and attention and help them focus on the right priorities.
We’re at an interesting point in time. It’s painfully obvious that we have exhausted our current models of leadership and entrepreneurship. They’ve reached and surpassed the peak of their usefulness.
But luckily, the solutions are already on the horizon:
The organizations that embrace and implement these solutions will be the ones that are successful in the future — and the present.