**“The significant problems we have cannot be solved at the same level of thinking with which we created them.”

—Albert Einstein**

Over the course of this blog series, we’ve examined several trends, such as evolving technology, demographic changes, and globalization, that are rapidly forcing organizations to rethink how they will move their businesses forward. Each of these trends on their own would be difficult for organizations to address, but unfortunately, they are occurring simultaneously.

More importantly, because of the complexity, breadth, and depth of these trends, organizations will need to develop a long-term effective human capital strategy that supports the organizational strategy. In addition, organizations will need strong leaders who champion human capital issues.

The LEADER Factor

Indeed, strong leaders throughout the organization are necessary to successfully address these challenging trends. By leader, I mean the following:  

• Learning—from a macro-organizational perspective

• Engagement—for the entire workforce, not just the top and bottom 20 percent

• Adapting—a systemic and comprehensive approach to agility and flexibility

• Development—from a micro or individual perspective

• Environmentalist—macro perspective looks at incoming workforce (corporate , educational, and government roles); micro perspective looks at the internal culture

• Relationships—leader-employee exchanges that foster trust and loyalty and increase retention, job satisfaction, and productivity.

An Organizational Plan 

In particular, one leader—be It the Chief Talent Development Officer or the Chief Human Resources Officer—will work in partnership with functional executive co-sponsors to move human capital efforts forward. This leader, or human capital champion, will present to an executive team comprised of the CEO and executive staff a “State of the Organization.” 

Next, the leader will need to charter teams of high-potential staff from all levels within the organization who commit to a one-year rotation. These teams develop recommendations and plans that address each of these trends from an organizational perspective. There will be individual teams to address: technology changes, four generations in the workplace, aging workforce, changing demographics, employee engagement, leadership development, and organizational change. Of course, plans will need to have metrics and milestones so the organization can track whether the effort is gaining traction. 

Bottom line: The global workplace as we know it is changing. These changes have major implications for organizational leaders and their workforce. How they adapt and proactively engage in these changes will position them for success—or failure.