Global Compact International Yearbook 2016

innoVAtion
Top 10 Skills
in 2020
1. Complex problem Solving
2. Critical thinking
3. Creativity
4. people Management
5. Coordinating with others
6. emotional Intellegence
7. Judgment and Decision Making
8. Service orientation
9. Negotiation
10. Cognitive Flexibility
in 2015
1. vomplex problem Solving
2. Coordinating with others
3. people Management
4. Critical thinking
5. Negotiation
6. Quality Control
7. Service orientation
8. Judgment and Decision Making
9. active listening
10. Creativity
go basis for budding entrepreneurs. The spaces are actually
working social incubators where, for example, a computer
whiz meets up with a graphic designer. … Think Steve Jobs
and Steve Wozniak.
First, though, we need to flip any mismatched expectations;
we have to help people realize that striking out on your own
is not a necessity but an opportunity, and that the risk can
be managed. Individuals should feel confident operating at
whichever scale they feel comfortable – small and local, or
dynamic, scalable, and global; fully independent or collaborating
with a larger corporation.
Lessons from the world’s most valuable companies
Corporations, meanwhile, will have to abandon their traditional
hierarchies and structures. Take the world’s two most
valuable companies, Apple and Google: Their strength does
not come from making things but from the collaboration
within the huge ecosystems they have created. Think Nike, too.
They are designers and marketers supported by collaborative
companies and individuals.
So to survive, corporations have to reinvent themselves as
conveners of collaborators. That is their new template. They
have to morph into collaborative ecosystems – with their
own rules and community ethos – in which individuals can
plug in their skills. The collaboration economy can be our
new model of work. This may require companies to change
their business models; or it could be as simple as introducing
dynamic and flexible procurement systems.
I will make no bones about it: The transition to this collaboration
economy will not be easy. It cannot be. The three fault lines
– technology, talent, and demographics – have ruptured, and
the disruption brought on by this tectonic shift is simply too big.
But I am an optimist at heart, not least because, during my
entire career, I have met so many people who were able to
turn their lives around simply because they were given the
right template and mentoring.
It is now our job to spot the opportunities in the disruption
and equip people not just to cope but to thrive beyond jobs
and beyond corporations.
Rick Goings is Chairman and Chief Executive Officer of Tupperware
Brands Corporation. He served as a petty officer in the US Navy
during the Vietnam Era. Following this, he founded the fire detector
distributor Dynamics, Inc. After his sale of the company, he worked
in various positions with Avon, including President of Avon USA.
In 1992 he joined Tupperware Worldwide as the CEO. This article
was originally published by the World Economic Forum’s Agenda.
Global Compact International Yearbook 2016 35