Five messy shifts directors need to be across

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    Keep these movements in mind when you’re in planning and governance meetings.


    Presented by University of Sydney

    We’re used to thinking about the world in terms of predictable trends and unfolding megatrends. In the Sydney Executive Plus 2025 Skills Horizon report, which covers what leaders need to know next, we saw deep fractures and complexities that manifested in five messy shifts.

    Over the coming decade, these shifts will alter the business landscape and the wider world — so it’s essential key decision-makers are aware of them.

    1. The values shift

    Organisations face unprecedented diversity. Genders and generations with differing and changing values and expectations bring new fault lines. The implications are both subtle and profound for leaders, with the key challenges being maintaining cohesion, fostering productive work communities and balancing the needs of stakeholders inside and outside the firm.

    2. The technology shift

    From people to products to processes, tech touches every aspect of business. It’s also more powerful, democratised, open-ended and undefined than ever — everyone is in R&D now. Tech fluency is a leadership advantage. Avoidance is not an option.

    3. The accountability shift 

    Sustainability, decarbonisation, regulation, the unstable geopolitical environment. These are problems of scale that require a switch of perspective to the systems level. Because we now operate in the provenance economy, where counterfeit goods are produced/exported, leaders must be aware of the full scope of their supply chains. 

    4. The trust shift

    The foundations of trust — those taken-for-granted principles, institutions and norms of the past — are shifting. This puts the spotlight on the role of businesses and their social licence to operate. Trust will be a differentiator, although it has to be earned continuously — and at scale.

    5. The energy shift 

    The energy transition will likely be slower, more fragmented and more complex than many expected. Adoption is uneven and a coherent common narrative about direction, progress and impact has failed to emerge. Overall, we’re in for an inelegant transition, but this also presents an opportunity to lead the way.

    These shifts will bring complexity, uncertainty and risks for individuals, businesses and governments. They’ll also spawn more ideas, innovation and creativity. While the future may be messy, it’s also filled with opportunity for those across the shifts who are prepared to upskill accordingly.

    Find out more about the five shifts and the skills that organisations need to navigate them in The 2025 Skills Horizon report. 

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