Leading differently in a changing global landscape
- The world is going through a period of unprecedented change and disruption.
- We have also observed shifts in our geopolitical realities and seen growing urgency in response to climate change.
- Young global leaders share their thoughts on how to navigate these uncertain times.
The COVID-19 pandemic has rocked our communities, devastated our economies, and even changed the way we work and our relationships with each other. We have also observed shifts in our geopolitical realities and seen growing urgency in response to climate change. Today more than ever, leaders need the skills and tools to navigate uncertain circumstances and pivot their strategies.
In collaboration with the University of Cambridge’s Judge Business School, 40 young global leaders completed a week-long executive education module. Drawing inspiration from their personal leadership journeys, these young leaders explored how they could manage teams in extreme circumstances, deal with unpredictability, and even unleash their creativity to lead more responsibly.
As leaders continue to navigate uncertainty, we asked four of our young global leaders to share their thoughts on how leaders need to lead differently to respond to our changing global landscape.
“Rebuilding societal trust and restoring system stability”
Arvan Chan, Senior Vice President and Chief Operating Officer, International, Centene Corporation
Workers are burning out, inflation is widening income inequality, and infectious and chronic diseases disproportionately affect underserved communities. As future leaders, we have the opportunity and the responsibility to define and execute new strategies capable of adapting to nonlinear uncertainties, restoring confidence in society and restoring stability to the system.
As we transition to a future of platforms, not products, industry boundaries will disappear. Therefore, it is critically important that our new business models are inclusive, that our “ageless” workforce is diverse, and that our big data and AI have ethical safeguards to ensure a more inclusive future for all.
“Build the resilience teams need to thrive”
Matthew Guilford, Co-Founder and Managing Director, Common Health
Leaders need to move the subject of uncertainty away from the risk committee and put it at the forefront of the organization’s strategy and implementation. At a time when people are hungry for a vision of a post-pandemic world, leaders have a responsibility to provide perspective on what they think the future holds.
But they must also take steps, every day, to build the resilience their teams need to thrive if the environment changes in a “non-linear” way. Empathy – with customers, employees, partners, and even competitors – is an essential enabler for this type of creative thinking.
‘Requalify, develop and motivate teams to have a holistic impact’
Raju Narisetti, Director, Global Publishing, McKinsey & Company
As Volatility, Uncertainty, Complexity and Ambiguity (VCUA) soars – from the continued fallout from the pandemic, the war in Ukraine and headwinds from the global economy – resilient leaders and organizations need to move from an “or” mindset to an “and” mindset. This means redoubling efforts to accelerate sustainable and inclusive growth to create impact on stakeholders and the ecosystem, creating value for customers, suppliers and the environment.
It is also about embracing technology to drive agile digital transformations within our organizations while continuing to build and strengthen our existing human capital and future workforce, reskilling, upskilling and motivating our teams to have a global impact.
The YGL community is made up of more than 1,300 members and alumni, including government officials, business innovators, artists, educators, technology developers, journalists and activists.
The mission of the Young Global Leaders Forum is to create a vibrant global community of exceptional people with the vision, courage and influence to drive positive change in the world.
In line with the mission of the World Economic Forum, they seek to stimulate public-private cooperation among these unique players to demonstrate entrepreneurship in the global public interest.
Representing more than 100 nationalities, the Young Global Leaders are united by the belief that today’s pressing issues provide an opportunity to forge a better future across sectors, generations and borders.
Visit the YGL website at: https://www.younggloballeaders.org/
“Communicate, leverage creative ideas and collaborate”
Claudia Vergueiro Massei, Head of Executive Office and Transformation, Motion Control, Siemens AG
With so many parallel crises all over the world, it is increasingly imperative that leaders embrace new leadership tools and take action to transform today’s VUCA world into a super VUCA (vibrant, unreal, caring, amazing). Here are three change ideas that can make a difference in the future:
- Paying more attention to how we communicate with others: Delivering your message considering the benefits of ensuring the psychological safety of individuals, enhancing confidence in the abilities of others, and fostering harmonious performance in the workplace. within the team. It’s also important to explain how each step along the way helps the team get closer to their end goal (and, if not, avoid the step altogether).
- Leverage creative ideas: In a world of increasing demand and increasingly scarce resources, investing in frugal innovation (doing more with less) is paramount. Creativity is key to finding solutions to maximize use/minimize cost, such as circular economy and shared assets. It’s important to demystify that “innovation should lead to unique ideas” – in most cases, innovation is incremental or adaptive.
- Collaborate within ecosystems: no player can tackle the complex issues of our world alone, partnerships are therefore a response to personalize solutions or to react more quickly and save time. However, the main challenge in building ecosystems is to bring stakeholders together. This can be done by offering them reasonable and attractive value – allowing them to capture more value than they create, for example.