Chances of 2 people in 70 having same birthday? Managing Risk in Banking and Financial Services

Compliance is Dead. How to build trust. Reputation of banks and financial services. Compliance Risks

Life's too short to do things you don't believe in! Why passionate belief in the true value of what you are selling or doing is the number one key to success. Secret of all leadership and marketing - keynote for 1100 people in Vilnius October 2021

Why you can't innovate on Zoom or Teams meetings - Innovation means breathing same air, in same room

Why the key to rapid innovation is team diversity - survey global CEOs. Innovation keynote speaker

Future Manufacturing 5.0. Lessons from personal life for all manufacturers. Manufacturing Keynote

Future of Manufacturing: diagnostics; predictive analytics, little data and cybersecurity. Keynote

Manufacturing 5 0: The truth about robots, robotics and automation. Future of Manufacturing Keynote

Manufacturing 5.0 - why Manufacturing 4.0 not enough. Agility and Innovation: Manufacturing Keynote

Future of Manufacturing 5.0 - hyperconnected, sustainable factories and supply chains + human beings

80% of sales are won or lost in 3 seconds - Future of Marketing Keynote Speaker - Pardavimu formule

Trust is the Most Important Thing You Sell. Reputational risk - leadership, health, retail keynote

Future of Energy Industry - how to solve HR talent crisis - HR trends keynote speaker - Futurist SLIDES

Futurist Keynote Speaker: Posts, Slides, Videos - Future of Energy, Oil and Gas - Keynote speaker

Future of energy industry in Asia. How HR innovation will solve talent shortages to fill key posts and ensure energy industry projects are completed on time. Keys to change management, motivation, better team performance, lower staff turnover, fewer vacancies and more agile workforce. How to attract the best talent from competing energy companies. Future of oil and gas industry. Shortage of skilled workers in alternative energies, coal, gas, nuclear power. Strategies for a more sustainable future. Patrick Dixon is a conference keynote speaker and co-author of SustainAgility. Presentation for Urban Forum in Malaysia. Every HR challenge and every HR-related global trend is related in our increasingly hyper-connected world so it is hard to list just three challenges in isolation. Here are three issues that closely mesh together. 1. Rapid changes in the global energy markets 2. Rapid changes in national energy strategies in Asia 3. Rapid changes in Asia labour markets / urban migration / demographics The fact is that global energy strategies, which must be built on related HR strategies, are being overtaken by events. The world is changing faster than you can hold a board meeting. A 20 second earthquake in Japan triggered a 40 year change in energy policy in Japan and Germany with far reaching global consequencies for the oil and gas work force. That means a completely new approach to strategy: the days of having only one strategy are over. Agility requires parrallel strategic thinking. 2. The O&G/Energy industry by its nature tends to recruit and promote technical and professional specialists into managerial and leadership positions because they are experts in their specialist subjects, but quite often their leadership/management capabilities are left underdeveloped. This can result in highly logical managers being very good with numbers and science but not particularly good at the things which motivate and encourage people. What are your thoughts on this? The challenge happens both ways round: world-class specialists with less developed leadership skills, and world class leaders with less developed specialist understanding. We need both. Oil and gas industry leaders can learn from other industries such as law, accounting and financial services where history has proven how dangerous it is to build organisations on data , elaborate forecasts and so on, without close attention to how team members feel, whether they believe in what they are doing, and whether they like being at work. I work with many groups of highly analytical leaders to develop their wider people skills. The key is to help each leader understand (often to their surprise) just how often their own personal, day to day decisions are influenced by “soft” emotional factors, and how they can use that understanding to achieve outstanding team performance.

Read more: Future of Energy Industry - how to solve HR talent crisis - HR trends keynote speaker - Futurist SLIDES

 

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