More than six out of 10 large corporations go through a major structural change each year. The effect will be reinforced by outsourcing and the creation of virtual companies Placing the right people in the right positions is the key to successful change and CEOs who want their firms to progress cannot afford to treat them as units of capital. Clearly, CEOs cannot demand commitment from staff and not be committed to them in turn. Those who demonstrate that commitment will ensure their companies can hire and keep the best brains - and with them gain a strong market advantage. There is no evidence that staff satisfaction is improving.
Interviews show that managers feel overworked.
They do not understand their company's strategy. They do know they need to develop new skills but do not believe their companies will train them, leading to worries about future employability. The most talented staff simply resign and go to where they feel appreciated. Only those companies with an exceptionally fair, and demonstratively true, set of staff values will retain good managers and personnel. Quality of life issues, such as hours of work, family time, manageable workloads, control over one's career and some sense of job security, will become the main management issues of the 21st century.