non-profits

Future of Work: What do Longer Lives Mean?

My grandparents were born not long after the Civil War and lived into their mid-60s to mid-70s. My parents and their siblings lived into their late-70s to mid-90s. The Boomers have made ‘60 the new 40′ and millennials are likely to see passing 100 years old as pretty routine.

Have you thought at all about what this means for business? For your own future?

I suspect many people have not. When I speak about longevity, current audiences are almost as likely as those 15 years ago to assume they will retire in their 60s. Investment companies regularly report that retirement savings are not adequate for living beyond 10-12 years of retirement.

A recent book, THE 100-YEAR LIFE: LIVING AND WORKING IN AN AGE OF LONGEVITY by Lynda Gratton and Andrew Scott, offers ideas and insights for our future. Businesses which begin to adapt now will have an advantage. Longer lives also mean different patterns of working and education. Yet most of us still build our business practices around some three-stage life notions of education in youth, 30-40 years of work, and then retirement.

The recent Great Recession brought some changes as more people worked into their late 60s and mid 70s. Retirees returned to the workplace in temporary, seasonal, and lower-skilled jobs. Today there are more people working past 55 and into their late 70s than at any time since before WWII.  But companies have not fundamentally changed their practices.

No-one can really save enough to retire for 30 – 40 years in a 35 – 45 year work life, especially now that pensions have become so rare. One of the early illustrations in the book is a scary look at this point. Someone born in the early 1970s, […]

By |March 19th, 2018|culture, non-profits, Smart practices|Comments Off on Future of Work: What do Longer Lives Mean?

Culture – Fad or Real?

‘Culture’ is again a hot topic in the business world. Studies show it has significant effects on success and growth. Yet few smaller organizations focus on creating an effective culture.

Whether you consciously planned it or not, your organization has a culture. And when you try to do something new, you see the negative effects often. But the positive aspects of culture can help you succeed if you develop them.

When I do organizational assessments, a common result is a divergence between what executives say they have as a culture and what their practices actually are. Too often, basic practices and policies have simply been borrowed from other organizations but are wrong for this organization’s needs and goals.

Perhaps you never consciously tried to create a culture. Or the culture you originally developed is not what you now need. Or worse, the culture you thought you had created is not what you actually have. Aligning your culture, your policies, and your actual practices is critical for success. As you look forward, take a look at your existing culture and practices.
* Are they what you want?
* Are they what you expected?
* How do you know if your answers are truly correct?

Will the existing culture support your strategic and business plans? If not, what are you going to do? How?

More from a pioneer on the importance of culture: http://en.wikipedia.org/wiki/Edgar_Schein

By |September 30th, 2013|culture|0 Comments