Has The Pendulum Swung Too Far?

Has the Pendulum swung too far?

I’ll open by quoting a famous Star Trek saying, “This is life, Jim, but not as we know it”. So, what has happened to society and life in the last few years, and is it better or worse than before?

Around 2018, I learned of a hypothesis that suggested that between 2020 and 2030, there would be as much change in the world as with the previous 1000 years. This became known as the Thousand Year Decade

I remember thinking that this would probably not be so, as that amount of change relies on rapid adoption by ordinary people as well as business people, and I know that change is both difficult and is met with hostility among those who feel left behind

The COVID happened, and everything changed.

Forced upon businesses and individuals alike, the lockdown caused people to conceive of radical workarounds, ways to continue to live with the restrictions. Then I realised that the thousand year decade was possible

In terms of business, this has affected culture, strategies, and behaviours in the most incredible ways.

But has the Pendulum swung too far, and has society lost its bearings on rationality?

Since the COVID-19 pandemic, there have been significant changes in business culture across almost all industries and UK regions.

Remote working: The pandemic accelerated the adoption of remote working. Many businesses quickly shifted to remote work arrangements to comply with lockdowns and social distancing measures. This then resulted in a fundamental change in workplace culture, with increased reliance on technologies such as Zoom and Teams, Cloud computing and remote connections. Team collaboration is now under pressure, as people now demand flexible working arrangements, which is not always conducive to innovation, idea sharing, the anecdotal information exchanges that we as humans rely upon to develop

The massive emphasis on employee well-being: The pandemic has highlighted the importance of employee well-being and mental health, which in itself has almost become a verb, used to describe just about every normal mood swing we experience. ?Businesses have started to prioritise employee well-being initiatives, such as providing resources for mental health support, implementing flexible work hours, and promoting work-life balance. There is a growing recognition of the need to take care of employees' physical and mental health to ensure their productivity and engagement. ?But does this really accelerate or ensure productivity, or has it just taken the emphasis off business, and allowed paid employees to simply relax?

Digital transformation: The pandemic accelerated the adoption of digital technologies and transformed the way businesses operate. Companies have rapidly shifted to online sales, digital marketing, and e-commerce, resulting in increased reliance on technology and automation. This has changed the culture of many businesses, with a greater emphasis on digital literacy, remote collaboration, and online customer engagement.

The problem with this remarkable shift is that many people are not as IT literate, and now feel left behind, leading to “mental health problems”. I would also like to point out that human beings are physically social animals, and technology that makes us remote from our peers, friends, colleagues and line managers, threatens the interaction, will cause reduction in personal effectiveness, and could actually reduce productivity

Focus on resilience and adaptability: The pandemic has highlighted the importance of resilience and adaptability in business. Many companies have had to pivot their operations, adapt to changing market conditions, and make tough decisions to survive. This has led to a cultural shift towards a more agile and resilient approach to business, with an increased focus on flexibility, innovation, and risk management.

This is not new. Every decade sees shifts in markets, and for those who don’t move with the times, this is a recipe for decline. The last few years has seen some iconic UK brands going into liquidation, or bought by online “dot.com” enterprises.

Enhanced communication and empathy: The pandemic highlighted the need for clear and effective communication within organisations. Businesses have realised the importance of regular and transparent communication with employees, customers, and stakeholders during times of crisis. Empathy and compassion have also become more prominent in business culture, with an increased understanding of the challenges and difficulties faced by employees and customers alike.

With the Thousand Year Decade, we as a species will find ourselves in a perpetual state of crisis, as rapid changes test our ability to survive, learn, adapt and survive in an ever complex world dominated by the tech savvy, and occupied by the rest of the people. The gap between the “haves” and “have nots” will grow significantly, and may well cause social unrest.

Greater emphasis on diversity, equity, and inclusion: The pandemic has brought attention to issues of social justice and equality, leading to a heightened focus on diversity, equity, and inclusion in the workplace. Many businesses are now prioritising initiatives that promote diversity, equity, and inclusion, including diversity training, inclusive hiring practices, and creating a more inclusive work environment.

As with any attempt to correct a perceived social injustice, the knee-jerk reaction is to overcompensate. This in turn leads to an equal and opposite social injustice claim, which may cause disruption where harmony was the intention. This manifests when a minority invent a dialogue that instantly forces the majority to conform to something they do not want. The pendulum must move at a pace that brings all parties along the same road, or face opposition and retaliation. The old saying that “time is a great healer” will no longer apply, as time is something we don’t have in the Thousand Year Decade, where effectively 1 year from the previous 1000 years, is crammed into just 4 days in the current decade.

Re-evaluation of business priorities: The pandemic has prompted many businesses to re-evaluate their priorities and strategies. Companies are placing a greater emphasis on long-term sustainability, corporate social responsibility, and stakeholder engagement. Businesses are recognising the interconnectedness of various stakeholders and the need to balance financial goals with social and environmental considerations. This may in turn push businesses to adopt a softer approach to doing business, cognisant that they are being judged online on a daily basis, and that new legislation causes corporate behaviours and reactions to be dramatically shifted.

As we emerged from the Pandemic, there is little doubt that the world had changed. There remains questions over the pace and direction of technology adoption, particularly AI based systems, and the ability of normal folk to adopt such rapid changes, both technologically and socially

The Pendulum is swinging, and some control is needed to establish a successful outcome.

Leading constant change, is the challenge facing businesses of all sizes, and the ability to create a culture of harmonious learning, focus and effort from all team members.

A business development programme called Team Action Management, written in the 1960’s by a team of business psychologists, used by many successful corporate businesses both large and small, is more relevant today that it has ever been

A framework, rules-based system, is needed to provide the bridge between the past and the future of business. Pivoting, changing, allowing people to come on the journey instead of left behind, will separate the successful businesses from the liquidated.

Read more about Participative Management techniques here , in this brief overview guide, or visit www.tamplc.com

Leading Constant Change is published by FT, and can be found here for a more in depth dive into the depths of practical and rapid change and cultural management.