Also kind of reflects parts of my present status in some ways.
No I don't mean it like that.
I mean I'm not superficial (you at the back keep quiet).
Forward thinking? Yes, I am but I do prioritise Now.
Plan ahead but work as hard as you can in the present.
There is one saying I express to people that I made up during a telephone conversation years ago. It goes, "The one thing you can always be sure about the future is that you can never be sure about the future."
You can make sketches about the future but... there will be unexpected things cropping up. This is a similar perspective expressed by the American businessman Peter Guber. On LinkedIn and Awaken.com he recently published an article entitled 'There's No Such Thing As Career Planning':
He gave three pieces of useful advice under the headings 'Opportunity is always lurking; 'You don’t always need experience, but experiences'; and 'You never know who knows who'.
For several years I've followed those views. OK, for the last few years I've been distracted by writing my PhD... but having said that my varied experiences during my now completed doctorate do come under the second advice Guber gave.
But do these three pieces of advice get applied on a bigger scale to businesses?
Well, sometimes/kind of/perhaps/no/yes.
For many of them major changes are happening. Some changes can make their businesses more competitive. Several businesses try to ignore changes or only superficially address a few of them:
"This is the way things are done."
"Change can cost too much."
"Yeah, we're on board with changes. We have a website."
"We don't want those kind of people working here."
"I'm sure everyone in this company is looked after."
"Yeah, bullying can happen but that's life."
"We''ve got an E&D Manager so we're OK."
"Well, it's obvious. Women working is just a hobby for them."
"E&D? Don't have the time. We're too busy."
I'm sure you can think of other remarks...
The Change Management concept has been around for a few years but it's rarely understood or embraced. Superficially it can be clearly comprehended:
1 - Recognise business changes.
2 - Identifying and developing the needed changes within the company.
3 - Effective employee training.
4 - Gaining employee support for the changes.
Easy to write these steps but to identify them and then to actually action them...
Think about the book Enhancing the Effectiveness of Organizational Change Management by Julien R. Phillips. It was written ... 30 years ago. It was 10 years before his thoughts were recognised within many Human Resource bodies but how often has it been applied...
On 22nd Mar. 2013 I gave a talk at a university education department. I used PowerPoint (of course) and talked about sexism; racism; UK legal matters ethics; therapy; and interviews/surveys. I interested and entertained audience present. UK universities are having to embrace greater ethical awareness and connections with non-academic communities. It could be argued that universities are companies and that the changes that they are being compelled to undertake involve the 4 steps within Change Management.
Will the 2010 book Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership by Dean Anderson and Linda Ackerma be effective for various organisations in less than the years it's taken for the book by Justin Phillips?
The one thing you can always be sure about the future is that you can never be sure about the future.