-
48%
believe that the primary business driver will be innovation.
-
58%
believe that the workforce composition will be human beings aided by technology platforms.
-
50%
believe that the distribution of rewards will be pivotal people with specialist skills commanding higher rewards.
-
64%
believe that the priority for the CEO will be to build organisational capability to remain relevant.
-
40%
believe that the role of HR will be expanded to be the guardian of the ‘organisational brand’.
In the eighth decade of independence, India stands at a fascinating crossroads. On one hand, we are in the throes of a digital revolution which is re-engineering the world of work, while on the other we continue to look for new ways to improve the economic realities of the masses.
For leaders to be effective in India in 2030, we need to link the scenario of the future to critical capabilities that will be required and the ecosystem that is need to support their development. Our white paper, titled “Reimagining leadership: Steering India’s workforce in 2030”, reflects PwC India’s commitment and hope to developing leaders who can take on the unprecedented challenge of building sustainable and ever changing organisations across India.
The ecosystem of the future
The ecosystem defining the world of work in India in 2030 is likely to comprise of three broad organisation types, enabled by the government and industry bodies. And the interplay between this network of entities will be vital for accelerating growth!
Across organisation types, we visualise the workplace of 2030 in India to witness competing forces at play!
When we tie all these data points together, it’s an interesting interplay where the workplace of the 2030 comes across as a place with competing forces that ‘s driving the four key stakeholders. While the organisation is looking for technology enabled agility and sustainability, the employee is looking ‘personal purpose and meaning in what he or she deos’. The CEO responsible for driving the agility is expected to deliver on the people capability because that’s the ultimate test of the organisation’s capability. Finally the HR as a function has to redefine itself to drive Sustainability and be the guardian of the organisation's brand.
The new learning paradigm
“Learning intelligence” is the new differentiator that organisations need to identify, incentivise and build in leaders!
The ecosystem for development
At the organisational level, sustainability of the development agenda requires creation of an ecosystem that is enabled by organisation culture and focused on individual development and career requirements. Ecosystem development entails extending the development platform beyond full time employees, as liquid workforce becomes the norm!
Capabilities for future
Success at the top-of-the-pyramid is a function of three vital ingredients which are interlinked and often codependent for impact!
