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What organisations need to survive in 2030

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Last Thursday (3o May), BRIDGE Partnership launched the first session of its “The Purpose Journey” series, titled ‘Surviving and Thriving in 2030’ and attended by Human Resources.

The event featured a talk by Futurist Benjamin J Butler, where he challenged the minds of the audience with thought-provoking news headlines from 2030 – for instance, “First US lawsuit against AI”, and “World Economic Forum drops the term industrial – we are now an ecological civilisation.”

These headlines were meant to illustrate just how different the world, and organisations, would look in 2030 with the vast changes brought about by technology and other advancements.

One of the points also highlighted that despite robots taking over many roles, the job market will still look “rosy” in that year.

Soon after Butler’s talk, a fireside chat took place between Butler and Carla Henry, Managing Director of BRIDGE Partnership, Singapore and Australia, highlighting some of the key elements that organisations should be thinking about for 2030, and iterating that “purpose is critical to our future.”

Butler commented that organisations “need to be aware of trends, looking across different sectors and fields – you don’t know where future shocks are going to come from”.

He added: “Leaders will need to be working on themselves, developing the skills of the future, such as creativity, imagination, emotional intelligence and intuitive intelligence.”

One of the other key takeaways of the discussion was also that in a future empowered by technology, humility and being human will be even more important – leaders will need to be comfortable with not having all of the answers. It is also important for leaders to be coached and to constantly seek feedback in order to find and cement their true purpose.

Henry affirmed: “Organisations do not transform unless leaders transform.”

The futurist mindset – what does it mean?

For one, Butler shared that having a futurist mindset means being adaptive and resilient in the face of change. Leaders must also be willing to hold and evaluate multiple possible current realities, and businesses should operate with an understanding that more than one reality can be evaluated simultaneously.

Further, leaders must be conscious of how they can use foresight, hindsight and insight to have more choices, as well as be empathetic to others and their views.

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