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As pharmacy leaders what trends do we need to be watching and planning for? Leadership 2030 The Six Megatrends You Need To Understand To Lead Your Company Into The Future by Vielmetter and Sell offer some suggestions drawn from research conducted by the Hay Group. As with all of my posts I am selecting those that I think pertain to us to stimulate your thinking. You may want to read the entire book for a more complete analysis.

• Globalization 2.0
  • Goods, people and capital will flow in multiple directions not just from West to East thus traditional trade patterns will be disrupted
  • Emerging middle classes in most countries
  • The burden of complexity will intensify and contextual thinking will be critical
  • Pharmacy implications Increased pressure to provide higher quality pharmacy services demonstrated by measurable outcomes at lower costs will continue to increase. Drug therapy will be more complex, costly and individualized per patient. How can we position pharmacists to maximize their knowledge?
• The environmental crisis
  • Results from a complex web of factors such as the changing climate due to global warming and the growing scarcity of natural resources
  • Calls into question the very fundamentals on which economic prosperity and development are based
  • Requires radical change and transformational change execution by leaders
  • Pharmacy implications The traditional medicine production methods will have to change with perhaps more just in time customized products prepared on site.  Genomics and geriatrics will influence
• Individualization and Value Pluralism
  • With more money in their pockets, people find they can leave behind the economic strictures of the past with their priorities moving up through Maslow’s hierarchy of needs as they look to improve other aspects of their lives such as self actualization
  • Will stimulate an ever expanding array of products and services to satisfy increasing varied tastes and knowledge
  • Will skew the internal landscape for organizations through changing expectations of employees
  • Pharmacy implications Leaders will need to engage each employee in meaningful work and lead through participation.
• The digital era
  • We are now “always on” at home and at work
  • Virtualization is disrupting power relationships between companies, customers and employees
  • Changes the nature of all professional and personal relationships
  • The workplace is fragmenting as work can be done anywhere
  • Pharmacy implications Leadership will need to “go remote” and get a grip on managing loose-knit teams. Leaders must foster a sense of unity, engagement and collaboration among disparate people who may rarely meet and ensure that there is effective decision making in these groups.  Because of this transparent world leaders will need to have high levels of openness, sincerity and integrity, which mean consistency of values, words and deeds.
• Demographic change
  • Primarily a combination of three concurrent phenomena; population growth, aging societies and increasing migration.
  • The war for talent will intensify and workforces will diversify demanding effective leadership as leaders display exceptional sensitivity to their employees needs and abilities
  • Pharmacy implications.  Pharmacy Departments must be the employer of choice in their local market place as well as nationally.  Programs such as residencies, student precepting, staff mentoring, and growth and development opportunities will enhance the ability to attract and retain the best pharmacy talent.
• Technological convergence
  • Advances in scientific disciplines such as nanotechnology, biotechnology, IT, cognitive science and robotics will drive major innovations in healthcare
  • Societies will debate the ethical boundaries of technological advances
  • People will grasp the opportunity to enhance their knowledge and capability
  • Pharmacy implications. Leaders need to learn to live with uncertainty and ambiguity, keep abreast of progress, foster new forms of collaboration, dismantle boundaries, promote and manage new knowledge, constantly innovate,  and employ flatter organizations versus hierarchies.
• Leadership in 2030 will call for individuals who choose not to see themselves as heroes, as headlines, and who do not put their egos first but rather focus on and concern for others.  These leaders see themselves as just one integral part of the whole organization, grasp of the, relational, contextual and shared nature of leadership
  • Effective leaders will understand that the key source of their power is other people so they will empower and develop those around them
  • Ideal competencies of the 2030 leader
    • Inner strengths such as ego maturity, intellectual curiosity, emotional openness and empathy
    • Values, ethical standards, and concern for diversity
    • Strategic business thinking, conceptual awareness, and stakeholder recognition
    • Need to begin to think differently about how they will operate and think outside the box

Thoughts?