Twelve Forces that will Radically Change how Organisations Work


Twelve Forces that will Radically Change how Organisations Work


The Boston Consulting Group (BCG) has recently completed research which identified 60 major trends driving radical change in organisations.  They grouped these into 12 primary forces or megatrends.  And grouped these under trends that are changing the demand for talent and trends changing the supply of talent.  The results of their research create some interesting points of view.






Six of the forces identified are having a profound effect on the demand for talent were categorize them into two groups:



  • Technological and digital productivity: automation, big data and advanced analytics, and access to information and ideas

  • Shifts in ways of generating business value: simplicity in complexity, agility and innovation, and new customer strategies







The other six forces are changing the supply of talent.  These again were divided into two groups: - 



  • Shifts in resource distribution: a new demographic mix, skill imbalances, and shifting geopolitical and economic power

  • Changing workforce cultures and values: diversity and inclusion, individualism and entrepreneurship, and well-being and purpose




Within the two major areas the trends that I found most interesting were: -



Demand for Talent



"New Customer Strategies. Boundaries between companies and consumers are fading as people, informed and enabled by the internet, become more aware and demanding. They want personalized offerings and will collaborate with companies to help develop the products and services they desire. Procter & Gamble, for example, is now getting information about the shelving of its products in major retail chains directly from individuals in the stores. The company works with Gigwalk, a startup with a network of more than 1 million paid “Gigwalkers,” who check up on product displays and availability. In this way, P&G can easily track its execution in retail stores and quickly make changes to improve performance. (Even as companies encourage customers to share information, they must protect the privacy and data of those customers.)"



Supply of Talent



"Individualism and Entrepreneurship. Independence is becoming the dominant motivator for a large section of the population, particularly for millennials (born from the early 1980s to the mid-1990s) and Gen-Zers (born in the mid- to late 1990s and after). These younger people tend to get bored doing the same kind of work for long stretches, and they are especially interested in independent careers. Empowered by digital platforms and ecosystems, many are choosing entrepreneurship and self-employment over traditional corporate employment."



The full article is long but well worth the time to read.



Comments by Mary Sue Rogers



Posted on : 2018/09/06