1、White PaperJanuary 2019Leading through the Fourth Industrial Revolution Putting People at the CentreIn collaboration with AccentureWorld Economic Forum91-93 route de la CapiteCH-1223 Cologny/GenevaSwitzerlandTel.:+41(0)22 869 1212Fax:+41(0)22 786 2744Email:contactweforum.orgwww.weforum.org 2019 Worl
2、d Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.This white paper has been published by the World Economic Forum as a contribution to a
3、 project,insight area or interaction.The findings,interpretations and conclusions expressed herein are a re-sult of a collaborative process facilitated and endorsed by the World Economic Forum,but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of it
4、s Members,Partners or other stakeholders.3Leading through the Fourth Industrial Revolution:Putting People at the CentreForewordExecutive summary1.Rethinking responsible leadership in the Fourth Industrial Revolution 1.1 Looking at leadership through a new lens by putting people at the centre1.2 Buil
5、ding transformational leadership behaviours2.Leadership in advanced manufacturing and production 2.1 The changing role of leaders in manufacturing and production2.2 Forging a multistakeholder compact for production workforce enablement2.3 Challenging established paradigms about the production workfo
6、rce3.No.1 job for production leaders:Enable workers 3.1 The changing nature of work in production3.2 Attract,enable,involve and engage the production workforce3.3 Reshape the broader enablement environment in production4.Conclusion and next stepsAcknowledgementsEndnotes5688101212121416161719212223Co
7、ntents4Leading through the Fourth Industrial Revolution:Putting People at the Centre5Leading through the Fourth Industrial Revolution:Putting People at the CentreForewordThe Fourth Industrial Revolution requires a new leadership paradigm.Turbulent times call for an approach that puts people at the c
8、entre of manufacturing and production.Leaders must transform their organizations to stay relevant and competitive amidst unprecedented change,but they must do so in a manner that guides the people in their workforce to opportunities and prosperity.How is the leadership landscape shifting?What behavi
9、ours most effectively drive organizations and society to a more sustainable,inclusive future?Putting people at the centre means investing in the knowledge,skills and mindsets required to navigate the complexities of today and tomorrow.The time to act is now.Leaders no longer have the luxury of prepa
10、ring for the Fourth Industrial Revolution.Its disruptive forces can already be felt across all organizations as unprecedented technological advances drive seismic shifts.These are amplified by associated trends,such as protectionism and nationalism,increasing environmental constraints and rising ine
11、quality.Can we adapt in time?In his article“Grappling with Globalization 4.0”,Klaus Schwab,Founder and Chairman of the World Economic Forum,states that the Fourth Industrial Revolution has introduced a new economy and new globalization that require innovative forms of governance to protect the publi
12、c good.The human condition,he proposes,is in the hands of leaders from business,government,civil society and academia and its future well-being depends on their timely adaptation to these changes.Leaders across production value chains have the opportunity to drive transformation by elevating and ena
13、bling their workforces.Manufacturing has traditionally supported economic growth and prosperity in both developed and developing countries.By putting people at the centre,production leaders can catalyse the next wave of economic growth to the benefit of over 1 billion workers.The path forward involv
14、es adopting key leadership behaviours.Crucial to this are new partnerships among businesses,governments,educational institutions and labour,and social partners,which help ensure positive outcomes for people while enabling production workers.This White Paper explores these challenges and potential so
15、lutions.Leveraging the Forums platform,production leaders have an opportunity indeed,an obligation to work together in novel ways.A new,people-centred leadership paradigm can unlock the potential of the Fourth Industrial Revolution for businesses,individuals and communities.Helena Leurent,Head of Sh
16、aping the Future of Advanced Manufacturing and Production,Member of the Executive Committee,World Economic ForumEllyn Shook,Chief Leadership and Human Resources OfficerAccenture,USA6Leading through the Fourth Industrial Revolution:Putting People at the CentreManufacturing propels the worldManufactur
17、ing has long been a benchmark of economic vitality.An essential driver of economic growth,the sector accounts for 16%of global GDP today1 and employs nearly one-quarter of the total global workforce(1.2 billion people).2 It is projected to grow globally by 4%until 2030.3Disruption and leadershipDisr
18、uption is under way and leadership is no exception.Fourth Industrial Revolution trends disrupt long-established business models.Consider the growing demand for customized products,shifts and skill mismatches in production value chains,and digitization across every dimension of manufacturing.Then add
19、 localized and consolidated production supply chains,protectionism and populism,and the concentration of product demand and labour supply across geographies.4 These trends are upheaving the production landscape and its players at breathtaking speed.Leadership is no exception.For organizations and in
20、dividuals to thrive indeed,even to survive leaders must adopt new roles for themselves and their people.5 Leadership through a new lens that puts people at the centreIn 2017,the work of the World Economic Forum System Initiative on Shaping the Future of Advanced Manufacturing and Production and its
21、Future Production Workforce project focused on how shifts in production value chains affect labour demand.Considering the critical role of leadership,the agenda for 2018 was twofold:To explore leaders roles in elevating the production workforce to bring about positive outcomes for organizations,peop
22、le and communities To apply that refreshed leadership lens to the biggest challenge(and opportunity)facing production organizations:worker enablementThe scale,complexity and urgency of todays challenges call for responsive and responsible leadership.6 Starting with the Forums Leadership in the Fourt
23、h Industrial Revolution Transformation Map,this White Paper assesses how the leadership landscape has changed across six dimensions:responsibility and accountability,systems leadership,technology leadership,entrepreneurial leadership,adaptive leadership and shaping societies.The vast experience of c
24、onstituents and partners in the field was examined to understand genuine Fourth Industrial Revolution leadership.One key theme and consensus emerged:responsive and responsible leaders put their people at the centre.Bob Chapman,Chief Executive Officer and Chairman of Barry-Wehmiller Companies and co-
25、author of Everybody Matters,asserted that true leadership is the“big difference between understanding the value of the people inside an organization and making decisions that consider their needs”.This White Paper also explores key behaviours that can help leaders bridge the gap between“saying”and“d
26、oing”,while confidently navigating todays disruption to ensure tomorrows success guided by the principle of putting people at the centre(Figure 1).A new mindset and key behaviours aid in solving complex problems:how do leaders balance the delivery of short-term results with good stewardship of peopl
27、e and resources?What takes primacy:shareholder and market expectations,or long-term impact upon people,families and communities?Forging a new multistakeholder compactThe complexity of the transformation under way demands new forms of multistakeholder collaboration.To drive the next wave of economic
28、growth and promise for workers,leaders from business,government,labour unions and academia must forge a new compact.Whether filling the talent pipeline,delivering a compelling employee value proposition or protecting workers interests,each stakeholder group can contribute to building a robust and in
29、clusive ecosystem.7No.1 job for leaders:Enabling workersWhile it is tempting to point to technology as the key differentiator for organizations,people comprise the most important source of competitive strength.8 In their book,Human+Machine:Reimagining Work in the Age of AI,Paul Daugherty and James W
30、ilson explain that“organizations are quickly realizing that humans are necessary to leverage the full potential of intelligence technologies.”9Thus,responsive and responsible leaders in production make enabling workers their top priority and,so doing,accelerate growth and value for their organizatio
31、n,individuals and communities.If workforce enablement does not catch up with the rate of technological progress,G20 economies could lose up to$11.5 trillion in cumulative GDP growth over the next 10 years.This is equivalent to more than an entire percentage point from the average growth rate every y
32、ear during this period.10 Mauricio Macri,President of Argentina and host of the 2018 G20 Summit,put it simply,“The future of work will be a race between education and technology.”Executive summary7Leading through the Fourth Industrial Revolution:Putting People at the CentreThis White Paper recommend
33、s three questions for leaders to consider as they attempt to enable their workers in the Fourth Industrial Revolution:1.Is the changing nature of work in production continuously being anticipated?With skills now having a half-life of five years,11 leaders must make proactive decisions about their wo
34、rkforce today.2.Is the ability to attract and engage the best talent by tailoring development initiatives for workers improving?Global executives think only one-fourth of their workforce is ready to work with intelligent machines.Organizations increased spending on intelligent technology by over 60%
35、in 2016-2017,yet only 3%planned to significantly increase the investment in training the following year.12Figure 1:Leadership in the Fourth Industrial Revolution:Six dimensions of leadership and supporting behavioursSource:World Economic Forum,Leadership in the Fourth Industrial Revolution Transform
36、ation MapLooking at leadership through a new lens1 Inspire with empathy and vision2 Innovate with purpose3 Advocate humanity,trustand transparency4Collaborate across the ecosystem5 Orchestrate for agility and growth6Embrace social responsibilitySix dimensions of leadership in the Fourth Industrial R
37、evolution:Transformational leadership behaviours that support people at the centre:1 Responsibility and accountability2 Systems leadership3 Technology leadership4 Entrepreneurial leadership5 Adaptive leadership6 Shaping societiesPeople at the centre3.Is the broader enablement environment and ecosyst
38、em being reshaped for the production workforce?67%of people want business leaders to take the lead on policy change,instead of waiting for government.13The goal is to help production leaders make decisions that put people at the centre and enable their employees in turn,unlocking new levels of organ
39、izational growth and individual prosperity.8Leading through the Fourth Industrial Revolution:Putting People at the CentreDisruption and leadershipIn the era of Globalization 4.0,the Fourth Industrial Revolution is coinciding with the re-emergence of protectionism and nationalism,increasing environme
40、ntal constraints,the threat of massive workforce displacement and rising inequality.15 Organizations and nations are not immune to the disruptions brought about by these ongoing trends,and leadership is no exception.Leaders face dual responsibilities in this context.They must navigate their own pers
41、onal transformations in uncharted territories while guiding their people through uncertain paths into the future.Joseph Press,Global Innovator and Strategic Adviser at the Center for Creative Leadership,describes the challenge leaders face in the Fourth Industrial Revolution:“Business models that ca
42、rried companies to the top of their industries are burning,set aflame by technology,demographic change,globalization,and other disruptive forces.For organizations to survive and thrive,their leaders must be adept at adopting new roles,crafting new identities,and finding new meaning for themselves an
43、d those they lead.”16This is especially important for leaders in manufacturing,because it is the backbone of many economies.In the United States alone,for every$1.00 spent in manufacturing,another$1.89 is added to the economy,where it has the highest multiplier effect of any economic sector.17 Addit
44、ionally,a new study published in the Cambridge Journal of Economics makes the case that manufacturing jobs precede prosperity.It notes how all rich countries today(other than oil producers and off-shore banking havens)have had,at some point,a large share of jobs in manufacturing typically more than
45、18%of the workforce.The authors imply that,while it may be possible to achieve prosperity without a large number of factory jobs,no examples exist of large countries having done so.18Therefore,leaders in manufacturing possess a unique opportunity to forge new social contracts through both global and
46、 local multistakeholder partnerships.These new social contracts will enable leaders to successfully navigate the Fourth Industrial Revolution to ensure an inclusive and just transition into the future for all.But what type of leadership is required to elevate the workforce and influence positive out
47、comes for organizations,their people and broader communities?1.1 Looking at leadership through a new lensby putting people at the centreThe Leadership in the Fourth Industrial Revolution Transformation Map was produced by the World Economic Forum in November 2017 as a dynamic knowledge tool.It was d
48、esigned to help understand the issues and forces driving transformational change across economies and industries,as well as global issues and the Forums System Initiatives.It explored six dimensions,which remain highly relevant.However,given the increasing complexities leaders face today,the underly
49、ing narrative warrants a fresh look.Some expectations are shifting,and a bridge must be built to the more tangible behaviours leaders can apply to navigate the future.1.Rethinking responsible leadership in the Fourth Industrial RevolutionThe world is experiencing an economic and political upheaval t
50、hat will continue for the foreseeable future.The forces of the Fourth Industrial Revolution have ushered in a new economy and a new form of globalization,both of which demand new forms of governance to safeguard the public good.Whether it will improve the human condition will depend on whether corpo