What will be the most important managerial competences in the coming years? How can new innovative organizational models be experimented with, in line with the needs of one’s collaborators? Where and how can the energy, the passion and the enthusiasm needed to sustain our new professional project planning be found? How can the barrier of resistance to change be overcome? How to pass from one person’s experience to the value of shared consciousness within organizations? A new generation of managers are called upon to become protagonists. Managers who know how to tackle new problems with new managerial tools. Managers who are capable of reconsidering types of behaviour, assessments, procedures, processes. Managers who are aware that they have to construct a new organizational culture for innovation.
From explanations to solutions
For all of these topics listed here there are an infinite number of tools and experiences, opportunities to exchange and confirm experiences. It’s time to move from explanations to solutions! The solution is in the vision and in the method. We need to bring innovation also into the management skills. We need the Design thinking approach. Observating, asking oneself questions, experimenting, comparing our experience with others, contaminating our professional knowledge; this is the road to go down.
Management as Responsibility
Nowadays it means being aware that the future of the personal and professional life of many people depends on the extent to which entrepreneurs, top management and middle managers are able to design new projects, to compete in markets successfully and also to know how to accompany change in our enterprises including the very small ones. The changes in the scenario and context have become increasingly uncertain, rapid and frequent and it’s not easy to know how best to respond to opportunities.
New challenges for new managers
In addition to the difficulties which have always been present in the life of organizations, new challenges have arisen which reflect our times: the global dimension of markets which are increasingly characterized by geopolitical changes which are difficult to understand, the multi-generational and multicultural reality which forces all organizations to rethink their management models, the need to combine efficiency with development, restoring motivation at all levels of our organizations and finally the prevalence of everyday tasks over constructive thinking for the future. These are the challenges to construct new competitiveness in our enterprises; these are the new management issues. It is indispensible to share experience when tackling this level of complexity; it’s necessary for managers to know how to make the difference.
Management as new competence
Knowledge and experience are important but there’s a risk that they are not enough. We need new managers who know how to interpret the changing face of enterprises, to conceive and construct new organizational models, to explore new solutions to manage human resources; we need people who are capable of thinking as managers and acting as leaders. Management & Leadership. Two concepts which are often confused but which express a sum of the professional skills needed today by those responsible for management.
