As you walk into your home office, you set your Computer Anywhere Device (CAD) on your desk. The CAD, about the size of a silver dollar coin and as thick as a credit card, activates when placed on a flat surface. Sitting down, you lean forward and focus your attention on the holograph screen hovering over your desk. In the other room you can hear the faint chatter of your children as they attend school

remotely. You speak, “CAD, date and time please.” In a clear voice CAD responds, “February 8^th, 2025. The time is now 0900. Would you like to know your appointments and tasks for today?”  You briefly think to yourself how far computers have come in just a short period of time. In fact, you think, the constant we face is a world quickly changing before our very eyes.

For the United States and much of Europe, the world has already begun to change as it relates to the way organizations interact with their employees. The field of employment has shifted since the market crash early in the century. By the year 2040 it is estimated several emerging social and technological changes will greatly affect the way organizations view employment and human capital in the Westernized World. You are one of many examples of this shift in employment and the reason you now work from home as an independent contractor and member of several strategic alliances.

Your CAD speaks again, “You have an incoming conference call from Jeff and Dustin.”  You turn your attention back to your desk and tell your CAD, “display calls.” The hologram over your desk shifts and images of your colleagues appear. You met Jeff and Dustin in your doctoral program a few years ago and the three of you formed a very successful strategic alliance. Today you are meeting to discuss a pending RFP the three of you are bidding on together in the coming days. Your alliance with your colleagues has opened the door for all of you to compete with much larger organization on projects that you would have otherwise avoided.

The Great Shift – Why Things are Changing

Since the late 1990s through the turn of this century, Americans have begun working longer and we are beginning to see an increase in what we now call the Graying of the American worker. Job-sharing, consulting, coaching and strategist positions have been growing amongst the Boomer population and Generation X, for the first time, is taking over the reins of leadership. While the country is growing older, fertility rates are dropping amongst American women which ultimately will create a deficit in human capital to replace retiring workers. If that weren’t difficult enough on businesses trying to fill positions, immigration is also on the decline in America creating an even greater deficit in available workers. As a result of all these trends, we are beginning to see demand and acceptance of more flexible, freelance and collaborative opportunities in an increasingly less secure world.

These emerging social and technological changes are forcing companies to move toward the use of short-term, independent contractors and consultants. With advances in technology and availability of WiFi in nearly every location, employees no longer need to pay to drive to an office setting every day nor will organizations need to continue supporting expensive office space. In fact these alliances, through advances in technology, open the door for workers who are no longer limited by geography, thereby permitting them to live anywhere they choose. Smaller offices and fewer employees working in those locations permit businesses to focus on finding and keeping essential employees while outsourcing the remaining positions to independent contractors. With these changes, businesses will be better able to shrink overall expenses and employees will no longer see themselves as being employed by a single company. Employees are now able to work anytime and anywhere they choose as long as they are able to meet their job objectives.

Strategic Alliances

Amongst the emerging trends, strategic alliances appear to be making the most progress. The future of employment appears focused more on an individual’s talent. In fact, it is estimated that most jobs of the future will require higher education, advanced skills and high-tech training. The twenty-first century organization will require an ability to share ideas, knowledge, resources and skills across organizational, generational, and cultural boundaries from within and outside of the organizational system.

Much like our opening scenario, the organization of the future will likely be an aggregate of individuals working together in an alliance rather than as employees. These alliances could last a few minutes or as long as necessary. The greatest challenge to the newly minted contractors will be learning how to think of themselves as a business rather than as an employee. Businesses of all sizes will begin to link themselves with other organizations to meet a common purpose. As product and services grow in complexity, so will the formation of strategic alliances increase. These alliances will produce benefits for all parties involved; bringing value to the partnership through skills, connections, and resources.

Closing in on 2025

The year 2025 is closer than you may realize. Technological and social changes are moving at an alarming rate and while many may see the opening scenario as fantasy, the trends say otherwise. Strategic Alliances will breed a greater competitive advantage, create influence and consolidate resources and expertise within a given organization and in a future that requires less human capital to produce a product or service. Now is the time for organization to begin examining the impact of a shrinking workforce. Strategic alliances will likely be the formal response to much of the forecasted deficit in human capital. Such alliances will begin to fill the gaps in personnel, skills and experience while supplementing and strengthening the organizations existing strategies. Organizations which adopt this future view of human capital will face some particular challenges. For one, organizations will likely become flatter and only certain essential job functions will remain within the organization. There will be a greater level of shared information and even evaluations will come from co-workers rather than the traditional top-down leadership review. In fact, we very well could be witnessing the end of much of hierarchies we’ve grown accustomed to since the early 1800s.

Trends indicate organization of the future will rely heavily on alliance and collaboration. In 2011, The Economist Magazine reported some 250,000 firms paid over $1.3 million to independent contracts. This number is estimated to continue rising as companies seek to reduce overhead costs related to payroll taxes, healthcare and inflation in general. These alliances offer organizations an instant source of human capital whenever the need arises and for as long as required without the traditional long-term overhead costs. Alliances will require classically trained managers to change their view of leadership including much of the command and control many are accustomed to. To achieve success, this will require executive leadership to not only sponsor but fully embrace these alliances as a way of life and ultimately long-term success for the organization. Outside of executive buy-in, these alliances must create benefits for all parties involved.

This shift in organizational structure can take time to adopt yet it is believed that these alliances will be the most effective way to obtain a competitive advantage in the future. However, organizations may experience managerial resistance in adopting strategic alliances. Success is reliant on the commitment of the organizations leadership. It is necessary for organizations to address the fears of management and leadership in an effort to overcome delays in adoption.

The days of an abundant workforce are coming to a close. This shift in demographics will require organizations to view their structures far beyond the traditional business school training. Outsourcing and strategic alliances are quickly becoming the norm whether we embrace it or not. Experts claim that there is a lack of future-readiness in the U.S. of employers and employment. Great challenges are ahead of us and the best way to address them is take the long-view and plan ahead for a new economy, new organizational structures, and a mobile diverse workforce like we’ve never seen before. These changes will require rethinking the view of hierarchies, traditional employment, and what it means to be self-employed. Technology will play a key role in the adoption and success of the organization of the future. With few government regulations on self-employment in place and organizations willing to embrace strategic alliances and independent contractors, the days of traditional employment may very well be numbered.

Back to the Future | 2025

The conference call with your colleagues went very well. As their holographic images fade from before you, you sit back and smile. “CAD,” you say, “Open RFP Alpha457.” Your CAD responds, “Opened. What would you like me to do?” You begin to dictate to CAD and so another day as an independent contractor in this new world economy begins. You smile and remember a time when you used to work in a cubical farm and you think to yourself, “I’ve surely come a long way from those early days in the working world.” You hear your kids in the other room again and you think about their future. They will never experience what you know to be a traditional working environment.  You begin to wonder what their future world will be like twenty years from now. Those thoughts will have to wait as your CAD reminds you of a lunch appointment. You pick up your CAD, place it in your pocket and head out the door.

FOR IMMEDIATE RELEASE

February 18, 2013
Murfreesboro, Tennessee – Maximum Change, Inc. a Leadership and Business Consulting firm has named Rob Atkins as Business Development Executive. Mr. Rob Atkins joins Maximum Change with over 25 years of business experience in sales, team building, leadership workshops, advertising, and project development. As the new Business Development Executive, Rob will develop new accounts and manage new relationships. Rob will engage in networking opportunities and continually develop new client prospects by communicating the mission of Maximum Change, Inc.

Philip A Foster, President/CEO of Maximum Change, Inc. said “We took our time in securing just the right person for the job. We believe Rob embodies the purpose and passion of Maximum Change and its branding. It only takes a few moments of being around Rob for you to sense his desire to take those around him to new heights.”

Maximum Change is a full service consulting firm dedicated to elevating individuals and leaders to the next level since 2005. Recently names in the Nashville Book of Lists, Maximum Change offers leadership development, critical and strategic thinking, foresight, team building, training, communication, short and long term projects, talent management, planning and much more. Maximum Change serves clients around the globe offering services that create Maximum Change and growth in the organizations they serve.

Organizations seeking assistance may contact Rob at Maximum Change, Inc. via the company website at http://www.maximumchange.com, email: rob.atkins@maximumchange.com or call 615-216-5667.
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The lingering question on your mind is how do we make those changes? The culture of the organization worked prior to the crash, but now with tough competition and tight margins, you are faced with doing more with less human capital than ever. As you ponder the need to structure your organization for the realities of the 21^st century, you remember a conversation you had with a colleague on social change. If anyone can give insight into your conundrum, it has to be him. With a few keystrokes, you send him an email asking for insight into how a leader can effect positive lasting change within their organization. Little did you know at that moment you were about to embark on a journey through the complex world of social change theory.

Later that morning the phone rings and it is your colleague. He begins to explain that change and more specifically social change is complex and requires tools and models to make better sense of the world around us. Whether change is required within an organization, a community or the world at large we must consider the working theories as explanation of the dynamics and characteristics of our changing world. Unfortunately we find that it is not as simple as one tool or idea but many different theories that begin to construct the understanding of change. As a leader you may be struggling with questions like: what motivates human action; how do things change; or what will be the most significant change over the next 10 to 20 years? To create change, we must consider all the driving forces present within a given system.

But what are those driving forces, you ask? This is where it gets complicated. Driving forces can be viewed through the lenses of any

of the ten sociological theories: progress, development, technology, culture, cycle, conflict, market, power, evolution, or emergence.

Diagram 1: Bishop and Hines (2012) Social Change.

To assist you with understanding the process of change theories, your colleague sends you a diagram from a text he has been reading on Social Change by Bishop and Hines. He explains that:

1. Progress theory assumes that today is better than yesterday and the future will be better than today. So you might ask how progress theory will play into the changes within your organization. How is today better than yesterday and how will the future be better than today?
2. Development theory assumes society will grow increasingly complex and moving in a consistent direction over time. You might begin to ask how society has increased in its complexity since the crash of 2008 or in which direction does society appear to be moving and what you should do about it as a leader or organization.
3. Technology theory assumes there is a primary driver and that technological development proceeds on its own and is indefinitely capable of supporting individuals at a higher standard of living. You may begin to ask how technology is driving the changes being created in your industry. Can that technology sustain a higher standard of living?
4. Culture theory assumes that a society is based on its culture more than on its material environment or its technologies and that ideas are the key component that gives the culture the ability to drive change. What influence does the culture have on the organization and what challenges will the organization face as it seeks to make necessary changes? What is the makeup of worldviews within our system? Our worldview is a set of ideas we hold related to the basic makeup of our environment.
5. Cycle theory assumes there is no specific directional change and that change can be experienced in terms of peaks and valleys; that change eventually reverses over a long period of time. You may begin to ask yourself if your organization or even your industry experiences cycles of business. You might need to identify time frames for those cycles and then begin to examine what forces are at place and when will the cycle move from a peak to a valley and back again.
6. Conflict theory assumes there are different groups in conflict with each other, working to achieve their own goals and implement their own agendas. Conflict binds people of a given group more closely together and conflict amongst groups motivates individuals to work harder for their own goals and increases the rate of certain social changes. You may want to know which groups within your organization are in conflict with other groups in the organization. What is motivating the groups to work harder and are those groups in conflict with the overall goals of the organization?
7. Market theory assumes there are no limits to our wants and that conflict and competition will be the motivators for our actions. Market theory believes that the production of goods and services are the most important mission of its society and economy and that investment is the mechanism for progress. You may ask what influence the market and competition plays on the changes the organization is experiencing.
8. Power theory assumes that people are free to influence the future as they wish and that they make conscious choices to influence the future so that they can achieve certain goals for themselves and for or despite others. This theory believes that some people are more able to get what they want than others. You may wish to consider how the individuals in your organization are able to influence the future of the organization and to what extent the individuals will be able to make choices about that future that will render certain goals for themselves.
9. Evolution theory assumes that there are three elements required for it to work: 1) differences among the individuals in the evolving entity; 2) a higher probability that some of the individuals will produce based on the fitness of the environment and; 3) there is an ability to pass traits from one generation to the next. You may wish to examine the differences within the individuals, the fitness of the organization and the probability that the individuals will produce based on the environment as well as how well the individuals are able to pass the successful traits on to others in the organization or system.
10. And finally,The Emergence theory assumes social change rises from the bottom rather than the top-down. It assumes that the system consists of multiplicity of agents, each operating to achieve goals in an environment of other agents. This is much simpler form of conflict theory. No one knows yet how these patterns manifest themselves. You might consider the idea of an Emergence theory as encompassing all of the theories. You might begin to ask question such as, what changes in the system currently are seen as rising from the bottom up.

By now your head is spinning and you realize more than ever that change really is a complex matter. You begin to wonder why you can’t just pick on over another. Your colleague cautions you. To consider only one theory, void of any others, will render your view of change and your organization with bias. Once we begin to understand the root causes of change and we consider the basic assumptions, we are able to understand the dynamics of change itself. Your colleague warns you to avoid the trap many researchers fall into over change. They will choose only one theory and its assumptions without thinking about or considering that each theory results in a differing image of the future. As the future is altered by choosing one theory over another so will your choices be altered any scenarios you may wish to consider.

As you prepare to leave your office that evening you begin to realize that change is contingent on both internal and external forces. You think back over the ten theories your colleague provided you. You have your work cut out for you, but now that you have the basic structure of theories, you begin to evaluate the organization along these theoretical lines to create a picture of not only where your organization is but where it could be headed. You hear your friend’s final remarks as you close and lock the door. “Your ability to consider as many alternative scenarios and approaches as possible will depend on your ability to apply as many of these theories as possible and that will help you affect change in your organization.” As you get into your car and start the engine you begin to think through the ten theories and how each of them applies to your organization and the individuals within. Much work is needed but at least you have direction. The heavy mental weight you felt that morning begins sliding away and you begin to see the most logical path to developing answers to how you will compete in the 21^st century. You know that your ability to compete is locked in your ability to anticipate and plan for the change necessary.

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Philip A Foster, MA is Founder/CEO of Maximum Change Inc. Maximum Change, Inc. is a Leadership and Business Consulting firm located in Middle Tennessee offering business & leadership consulting, speaking and training. Philip Foster is a Thought Leader in Business Operations, Organization, Strategic Leadership, Planning and Strategic Foresight. Facilitating change through the design and implementation of strategies, strategic foresight and strategic planning

Email | LinkedIn | Facebook | Twitter | Web | Skype: philip.a.foster | 615-216-5667

The day after the 2012 President Election, more than 40 companies announced layoffs citing the economy, Obamacare, the inevitable tax increases and burdensome regulations. There is a great deal of fear amongst business owners and many do not know what they are going to do next. We could opine all day long of the horrible conditions businesses find ourselves in, but this will not fix the inevitable of the next four years. The question is what are we going to do about it? Reality is that it is now up to us to fix the economy – but how?  As my colleague and Sales Guru Tim Davis put it, “the question now becomes where is the opportunity?” This is a very good question that cannot be entered into lightly. In fact, many business owners are typically too busy to slow down and give much strategic thought to the next three to five years when they are trying to figure out how they are going to survive the next three to five months. What we know is that during times of economic downturn and uncertainty – the one thing you should be doing is investing in your organization and plotting out a future beyond the troubled waters. Oddly enough, business owners rarely do.

The next four years, businesses need clear and concise strategies to survive the changes ahead. Some may require financial triage while others may require a human resource strategy to deal with a shrinking workforce budget. I’ve worked with many organizations facing uncertainty. What I found to be most important is clarity of thinking. In times of uncertainly two heads are always better than one. Taking time to look at the whole picture is important to the overall long term success of the organization. Taking time to quiet the noise and to outline the areas of concern is important to creating scenarios and approaches to the issues at hand. Without a strong strategic approach to the organizations future, you are doing nothing more than living day-to-day with a false hope of achieving lasting success. Now is the time to invest in your organization. Rethinking the future and how you approach it is key to overall success. Having an extra set of eyes to help decide where finances can be cut and operations expanded can be extremely helpful.  During these uncertain times it would be easy to give up and throw in the towel. Don’t give up, don’t give in. Dig in and make a decision today that you will do everything possible to see your organization thrive despite government and economic pressures. Today is the day we take back the economy. Are you in?

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Philip A Foster, MA is Founder/CEO of Maximum Change Inc. Maximum Change, Inc. is a Leadership and Business Consulting firm located in Middle Tennessee offering business & leadership consulting, speaking and training. Philip Foster is a Thought Leader in Business Operations, Organization, Strategic Leadership, Planning and Strategic Foresight. Facilitating change through the design and implementation of strategies, strategic foresight and strategic planning

Email | LinkedIn | Facebook | Twitter | Web | Skype: philip.a.foster | 615-216-5667

Secondary to the issue of an aging workforce is an increasing number of college graduates entering the workforce (Foster, 2012). An aging workforce could equate to increased costs through prolonged funding of retirement accounts; increased healthcare costs due to a larger pre-existing conditions pool of coverage; higher wages for more senior employed individuals; and increased costs in training for emerging technologies (Foster, 2012). Using the IF modeling software, we explored the connections and interdependencies among components of the problem: an aging workforce and growing inventory of younger human capital. Using a working scenario: the Labor Retirement Age Multiplier in the IF modeling software, we explored what the impact would be if the retirement age continued to rise over time (Foster, 2012). We asked what the impact of a 33% increase in retirement age might have on several key areas through 2030. A 33% increase in effect moves the retirement age from 67 to 87 (Foster, 2012). This analysis seeks to determine what kind of impact an aging workforce might have on the labor market, consumption ratio to household income, and deaths (Foster. 2012). It is estimated that by 2030, the United States will see population grow by 18% or 55.1 million people, bringing total population to 364.758 million (Foster, 2012). In dealing with an aging workforce, we felt it important to understand the impact of mortality on the workforce itself (Foster, 2012). The results of this analysis were somewhat surprising in that there was a slight decrease in the mortality/deaths of those individuals who remained working over the current base analysis (Foster, 2012). Using the Labor Retirement Age scenario it is estimated that 58% or 211.3 million up to age 87 would be in the workforce by 2030 (Foster, 2012). Finally, using the IF modeling software we analyzed Consumption (household) Ratio to Household Income (Skilled/Unskilled) and found a slight increase in the consumption ratio to household income with an aging population in the workforce (Foster, 2012). This trend is easy to understand as more individuals in the workforce making income will typically translate into more resources available for consumption (Foster, 2012). Using the International Futures model, we are able to take these scenarios and begin to create interventions that deal with the results of given changes in the base or status quo.

References:

Hughes, Barry B. and Hillebrand, Evan E. (2006). Exploring and Shaping International Futures. Boulder, CO: Paradigm Publishers.

USNews (2012). “The New Ideal Retirement Age: 67.” Retrieved on September 27, 2012 from http://money.usnews.com/money/blogs/planning-to-retire/2012/05/08/the-new-ideal-retirement-age-67

USNews (2010). “Why the Retirement Age Is Increasing.” Retrieved on September 27, 2012 from http://money.usnews.com/money/retirement/articles/2010/11/15/why-the-retirement-age-is-increasing

Foster, Philip (2012). “LDSL 718 – Major Project 1: Policy Structure Diagram” Assignment for Doctorate in Strategic Leadership, Regent University, Virginia Beach, VA.

A coach is about helping someone think differently and approach physical challenges with ease. Coach Bowman spoke of a training session when he purposely stepped on Phelp’s goggles and cracked them without him knowing. Phelp’s was forced to swim with his goggles filling with water. While this seems cruel, in 2008 Phelps won an Olympic medal with his goggles filled with water. Coach Bowman had prepared Phelp’s for this earlier in his coaching drills. Phelp’s knew what to do and he overcame the problem by counting the number of strokes he needed to get to the end of the pool.  Phelp’s won Gold even with cracked, water-filled goggles.

My role as a coach and consultant is much like Coach Bowman. While I won’t step on your glasses and make you give a presentation blinded (necessarily), my job is to help you plan, prepare and imagine the world beyond your current abilities.

The time to prepare is not when you’re getting ready to jump in the pool with broken goggles. The time to prepare is now. If you’re waiting for the right time, the right economy, the right season or age; you’re going to wait yourself past your opportunity!  Act now, prepare now. Your success awaits you!

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Philip A Foster, MA is Founder/President of Maximum Change Inc. Elevating leaders and their organizations to the next level since 2005. Master Certified Coach, Philip A Foster, MA and his associates facilitate effective positive change by helping organizations, leaders and individuals in high demand — design and implement strategies that maximize focus and deliver results. Specializing in Organization and Strategic Leadership.

Email | LinkedIn | Facebook | Twitter | Web | Skype: philip.a.foster | 615-216-5667

Do enjoy helping people? Are you looking for a new career or way to supplement your income? Are you a manager or leader in need of coaching and mentoring skills?

Maximum Change University is forming a Life Coach Training Intensive webinar | July 21st and July 28th – 10am through 2:30 PM [30 minute break for lunch]  

TWO 4 hour sessions that will prepare you with coaching skills. This course includes one-on-one coaching, webinar classroom setting and self-study. Excellent for anyone who wishes to develop a life coaching practice, enhance their leadership coaching skills or just supplement their income.

At the end of the course, participants will receive a frame worthy certificate. Course includes curriculum and applicable tools that can be used immediately. Some homework is required.

REGISTER TODAY & SAVE |  

Introductory fee of $1,500 due by July 6th.   

Fee increases to $1,700 due by July 13th  

and $2,000 due by July 20th!   

Email us today to lock in your rate |  info@maximumchange.com

Leading an organization is difficult enough. Add to it constant change and leading     becomes a greater challenge.  Our webinar is specifically designed for individuals in the role of leader, entrepreneur or anyone seeking to lead a business or organization in the future.

JUNE 19th, 20th & 21st [7pm to 9pm CST]

This six hour webinar covers the basics of leadership including: the leadership framework,      leadership styles, leadership theory, management, roles and functions of a manager, values and ethics, conflict resolution, motivation, cultural worldview, communication, leading change, creating and leading teams, organizational behavior, vision casting, strategic     thinking, planning and organizational design.

$900 value for as low as $49 per class*

Limited Space Available | Register Today

Contact us for more information or to register |  info@maximumchange.com

*Advanced payment for all 6 classes at $49 = $294 (other payment options available). Registration Due by June 1st.

in Colombia is a service learning abroad programs sponsored and supervised by the Office of Global Affairs and the goal of this program is to create opportunities for Regent students to serve abroad to enhance their global competencies and serve people and organizations around the world and serve as mini international internships for our students.

Excerpts of announcement from Regent University.

Sergio G. Matviuk, Ph.D.

Executive Director of Global Affairs, Regent University

FOR IMMEDIATE RELEASE

April 9, 2012
Murfreesboro, Tennessee – Maximum Change, Inc. a Leadership Coaching and Consulting firm announced the development of a new Internet Television Network – Maximum Change TV.

Maximum Change TV is designed to offer intelligent, inspiring, motivational, and educational programming focused on helping individuals, families, leaders, professionals, organizations and nations achieve Maximum Change.

Internet Television is an emerging service that delivers video content over the internet to TV sets and other devices such as game consoles, Blu-ray players, PCs, smartphones and tablet computers. By 2016 it is estimated that there will be over 580 million of these devices and by 2020 an estimated 1 billion devices will be deployed with over 75% of the world’s population receiving their information and entertainment via internet television.

The Maximum Change TV network will be available July 2012 through devices such as ROKU and via maximumchangetv.com. Roku devices provide streaming HD streaming video instantly from the internet to your TV. Roku presently boasts over 450 channels and over 4 million devices and growing.

Maximum Change TV is currently seeking content providers for show topics such as: parenting, cooking, indie music, church sermons, outdoor activities, training, documentaries, education and much more. Contact Maximum Change for rate information or to submit content proposals.

Maximum Change is a full service coaching and consulting firm dedicated to elevating individuals and leaders to the next level since 2005. Maximum Change offers leadership development, critical and strategic thinking, team building, training, communication, short and long term projects, talent management, planning and much more. Maximum Change serves clients around the globe offering services that create Maximum Change and growth in the organizations they serve.

Organizations seeking a consult or more information on the Maximum Change TV, may contact Maximum Change, Inc. via the company website at http://www.maximumchange.com, email: info@maximumchange.com or call 615-216-5667.
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