In the first part of the series, we introduced Deloitte’s personas the Social Supers and the Data-Driven Decisives. Deloitte introduces two additional leadership personas: The Disruption Drivers and the Talent Champions.
Leadership Persona: The Disruption Drivers
The Disruption Drivers are leaders who are driving technical development forward on a massive scale. Our persona David, 28 years old, founded a company in Silicon Valley together with fellow students after completing his IT studies. He is completely committed to new, groundbreaking technologies and wants to revolutionize the status quo with his disruptive products.
What started out as a start-up in a garage with big visions and a lifelong dream will become established over time. Or not.
Next time then.
David has enough self-confidence to accept the failure of a project and to emerge from the ashes like a phoenix in no time at all.
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Failure is not the end
Everywhere in the world, Fuckup Nights, in which founders talk about their failed companies, have established themselves. State of the art is to learn from failure and do better in the next project. It is not the of your career, if your business does not work out, but it’s crucial to realize the failure fast, evaluate quickly and process the learnings rapidly.
The majority of the surveyed Disruption Drivers, however, invest in advanced technologies to protect their economic position and not to become Disruption Drivers themselves. 71% of respondents in Germany said they invest in disruptive technologies for this very reason.
Leadership Persona: The Talent Champions
Prepare employees specifically for Industry 4.0
Our persona Sarina, 41 years old, is Chief Human Resources Officer at a multinational gas company. She knows that as industrialization 4.0 progresses, the demands on future employees will change. She is already trying to adapt to the company’s working environment to future requirements and is, therefore, one of the talent champions.
Which skills will be needed in the future?
The study shows that it is not so easy to define the right skills for future work requirements: 46% of those surveyed, almost half of them, do not know what skills are required by the employees to prepare the work environment for Industry 4.0.
Further results show that the company’s employees are not able to adapt their skills to future requirements. At the same time, universities also need to adapt their curricula to the requirements of Industry 4.0. At present, a rapid adaptation of the curricula is unfortunately not to be expected.
Your opinion matters!
Which persona do you see in your company? Do you feel prepared for the challenges of Industry 4.0? How are disruptive technologies used in your company? How do you prepare employees for Industry 4.0? Feel free to comment under the post or directly on the social networks. We are looking forward to the dialogue with you!
Image sources: Deloitte
