The Leadership of the Future – Industry 5.0

The Leadership of the Future Industry

Foreword to report on the Leadership of the Future

For nearly 30 years Hammer & Hanborg have worked based on a vision that we want to be part of creating the Professional Life of the Future. We do this by helping our customers with everything from recruitment and interim staff to development of culture and leadership. We also do it by continually gathering knowledge that gives us a picture of how working life changes in relation to developments in the wider world. This is how we work in order to discern the shape of future working life.

This time we have chosen a new approach. Instead of starting with our own survey, we have analysed enormous quantities of data and codified the latest research on the leadership of the future. The authors of the report and analysis are Peter Majanen and Lars Harefjord of Quattroporte Konsult AB based on an assignment from Hammer & Hanborg and Jurek. You will find the results in this report. During the spring of 2023 we will follow-up with our own survey to see how far Nordic organisations have come on the journey towards the leadership of the future.

Background

In a disorienting time – Some

views

We live in a disorienting time. A number of trends affect us all. Wicked problems are becoming more frequent and affect the whole of society and all businesses in a sort of whirlwind. A disorienting time requires a new type of leadership.

War, global heating, energy shortages, economic crises and pandemics are examples of wicked problems. Architect researcher Horst Rittel defined wicked versus tame problems in the 1970s. He meant that no country, let alone a company, could solve wicked problems on their own. The opposite of wicked problems are tame problems, one-dimensional and possible to handle even by a single company and a motivated leader.

The digital revolution with AI, Big data and IoT changes the conditions for future successful organisations. We have become more connected, interlinked and effective while a few global platforms steer much of the world’s communication flows. Soon we will be able to live a parallel life in the Metaverse.

As a leader you have greater possibilities today to follow, affect and analyse your operations. Leadership will increasingly be about relations between machine and man. How can the leadership of the future navigate in this digital-physical reality?

Photo: IStock

Photo: IStock

Polarisation between different socio-economic groups, between generations and age groups, is increasing.

The liberals are becoming more liberal, and the conservatives are becoming more hard-core. This is shown in surveys of Galtan and not least by the results of a number of elections.

Companies are usually neutral in political issues, but more and more company leaders are taking a stand on sensitive issues. How should leaders of the f uture act? In this type of environment politics and society put new demands on companies and organisations. These visions and demands will become norms, rules and new laws.

The leadership of the future will as a consequence need to develop in order to be able to act. To gain “licence to operate” in markets of the future will require more than good KPIs and quarterly results. Not even strong ESGvalues will be enough in a confusing world where fourth generation industry is on the way to becoming the fifth generation.

“More company leaders are taking a stand on sensitive issues. How should leaders of the future act?”

Content

Aim & goals

Aim and goals

– Some starting points

We have been talking about the 4th industrial revolution and its effect of companies for a long time.

In the last year the EU has presented a vision of 5th generation industry, and this has been agreed and is a part of the green deal. This is a vision that will have great importance for leaders of the future.

Previously discussions have mainly concerned technology and manufacturing. Now we can see that the view of the 4th and 5th industrial revolutions increasingly involves society as a whole. It encompasses business as a whole, public sector organisations and society. Everything from semi-conductor factories to PR agencies, care homes and education. Everything is included in the 5th generation.

The question is how will leadership develop given these conditions? These are conditions that no one can escape from. Is the leader of the future an AI-robot who can make all the right decisions with correct ethics and good morals? Hard coded as if taken from an Asimov or Black Mirror story?

In this report we try to synthesise and describe how the leadership of the future in Industry 4.0 and 5.0 will be affected. We have based this report on research, analyses and informed speculation about the future.

Photo: IStock

Method

Foto: Unsplash

Method

We have used three primary sources in this report:

• Meta study: In this report we have used around 50 published scientific documents and reports.

• Interviews: We have interviewed people with expertise in the Leadership of the Future.

• Big data: We have used the system Q-Ball that contains data from 3.5 billion web sites. By using text analysis and AI we have been able to identify trends and attitudes in the material.

Three industrial revolutions From 3.0 to 5.0

About Industry 3.0

Where many companies operate today

The third industrial revolution: This era witnessed the rise of electronics like never before, from computers to new technologies that enable the automation of industrial processes. Timeline of revolutions, Kimberly Ward, Manufacturing Data Summit 2019

The third industrial revolution started somewhere between 1947 and 1969 depending on if you count from the first working transistor, that in turn led to the first computers or Internets precursor ARPNET. Electronics, telecommunications and computers are the core, so-called programmable steering systems and robots are central. The military-industrial complex and the development of nuclear weapons also played an important role.

When researchers describe this third industrial revolution they usually summarise it with the word automation. The aim is to produce in greater quantity and in a more efficient way.

In this type of economy leadership was often concerned with effectiveness and management. Organisations were a machine and in more complex contexts matrix organisations were promoted as the ideal. All issues could in one way or another be solved in a traditional structure. The problem was often of a “tame” character and the analytical leader could, together with the organisation, solve most of these challenges.

Many companies, especially larger organisations still live in the third industrial era. Although more and more are trying to make the leap to Industry 4.0. Today perhaps 80% of companies are still in industry 3.0. Only a fraction can claim to belong to 5.0.

Photo: Unsplash

About Industry 4.0

Background

The fourth industrial revolution: Overall the inexorable shift from simple digitization (the Third Industrial Revolution) to innovation based on combinations of technologies (the Fourth Industrial Revolution) is forcing companies to re-examine the way they do business. Klaus Schwab, World Economic Forum 14 Jan 2016.

Industry 4.0 or the fourth industrial revolution is the revolution that researchers summarise with the word digitalisation.

Central to this fourth industrial revolution are technologies like internet of things (IoT), cloud computing, big data, robots, and artificial intelligence. The aim is smarter and more efficient manufacturing and the focus is largely mass-personalisation.

The year 2010 is often seen as the year that marks the start of this era. That year sensors became much cheaper, which indirectly made possible the start of the smart phone’s conquest of the world. For the first time the number of connected devices per person exceeded one.

About Industry 4.0 Concept

The concept around the fourth industrial revolution was popularised by Klaus Schwab, founder of World Economic Forum. As computer’s and Internet’s complexity has increased so have new possibilities, connected to optimisation, automation and actual industrial digitalisation arisen.

The use of smart technology is gradually becoming more common in whitecollar jobs. Smart algorithms can, for example, support a lawyer or an accountant with work that earlier required a large amount of effort.

Leadership though is often stuck in structures inherited from the third industrial generation. Agile leadership has often been heralded as a general solution to the problem of the conflict between old structures and a new reality. But can agile leadership really handle the difficult problems that increasingly affect organisations?

”Smart algorithms can for example support a lawyer or an accountant with work that earlier required a large amount of effort.”

About Industry 5.0

Background

However, the Industry 4.0 paradigm, as currently conceived, is not fit for purpose in a context of climate crisis and planetary emergency, nor does it address deep social tensions. ”Industry 5.0, a transformative vision for Europé, Expertgroup on the economic and societal impact of research and innovation (ESIR) 10 jan 2022

Industry 5.0 has its origins in Society 5.0 presented in a speech in 2017 be Japan’s former Prime Minister Shinzo Abe. The vision for Society 5.0 was that Japan would develop into a super smart society where digitalisations disruptive potential would become a tool to address the big/wicked problems the world is facing.

In 2022 the European Union presented a vision of Industry 5.0 with strong connections to its Green Deal. Proponents of the fifth industrial revolution, or Industry 5.0, are of the view that the fourth industrial revolution does not adequately address climate goals or working people’s well-being and employment.

Sustainability in both environmental and social terms, has received an increasingly important role. The same technological conditions exist as during the fourth industrial revolution but how they are used and the aims are different. Industry 5.0 is in other words a necessary development of Industry 4.0 as a result of the challenges facing the world.

Apart from nomenclature and challenges arising from complexity or technological considerations, society and the bulk of the industrial landscape must be integrated in such a concept. Enabling Technologies for Industry 5.0 - Results of a workshop with Europe’s technology leaders, 30 September 2020

Photo: Unsplash

Foto: Unsplash

About Industry 5.0 Concept

In visions of the fifth industrial revolution companies will look after the environment by using circular economy. To this organisations need to add a perspective that allows people to continue to have work and an income despite the increased levels of automation. Even good working environments are mentioned to the backdrop of knowledge that some companies have treated their employees/ contractors especially badly. The domination of the big-tech companies and the potential risks that this can bring for democracy will be addressed. “Digitalisation must shift from an “internet of things” to a “digital for people-planet prosperity”.

Industry 5.0 a transformative vision for Europe, Expert group on the economic and societal impact of research and innovation (ESIR) 10 Jan 2022

EU defines Industry 5.0 as:

Industry 5.0 takes its starting point in industry’s ability to reach societal goals over and above jobs and growth to become a

• Resilient supplier of wealth, by ensuring that production

• Respects the planet’s limits and by putting

• Employees’ well-being at the centre of the production process.

This definition will affect companies’ strategies and leadership. From shareholder value to stakeholder value. But are organisations and leadership teams ready to tackle this new responsibility?

Three industrial revolutions

Development over 50 years

When Motto Motivation

Energy sources

Industry 3.0

1950-2009

General effectiveness

Important technologies

Mass production

Research areas Leadership

• Electricity

• Fossil fuels

• Semiconductors

• Electronics

• Internet

• Computing

• Nuclear power

• Robots

• Programmable steering systems

• Research areas

• Process optimisation and innovation

• Company administration

• Hierarchical leadership

• Matrix organisations

Industry 4.0

1950-2021

Smart manufacturing

Mass production and innovation

• Electricity

• Fossil fuels

• Renewables

Industry 5.0

2022-

Meaningful economy (Peopleplanet-prosperity)

Environmental and social sustainability

• Electricity

• Renewables

• Internet of things (IoT)

• Cloud computing

• Big data

• Robots and artificial intelligence (AI)

• 3d printing

• Block chain

• Digital twins

• Research on organisations

• Process optimisation and innovation

• Company administration

• Internet of things (IoT)

• Cloud computing

• Big data

• Collaborative robots and artificial intelligence (AI)

• 3d printing

• Block chain

• Digital twins

• Renewable resources

• Sustainable farming production

• Bionics

• Advanced matrix organisations

• Transformative leadership

• Farming

• Biology

• Reduction of waste

• Process optimisation and innovation

• Statesmanship

• Transformative leadership

Statesmanship

Transformative leadership

Statesmanship

Transformative leadership

• Company administration

• Working conditions

• Economy

New Roles for leadership

”A team player shows the way in his/her leadership and creates the conditions for fruitful teams.”

Photo: Unsplash

New Roles for leadership

How does research into leadership view the effects of Industry 4.0 and 5.0 on leadership? A number of general patterns can be seen.

Industry 4.0

• The importance of having a clear strategic vision and a picture of how the future will develop. 5-year or preferably 10-year or even 20-year horizons are required.

• Having an entrepreneurial feeling and being smart: To see new opportunities even if they are disruptive. Act and develop business continually.

• The creative leadership: Encourage creativity by being creative oneself and by recruiting people with a genuine creative ability.

• Interdisciplinary: Let different competences work together. Recruit unexpected talents.

• A team player shows the way in his/her leadership and creates the conditions for fruitful teams.

• Communication competence: Understanding of communications strategic importance and effect in a super-connected Tiktok-world.

• Innovation focus: The ability to convert competence, creativity and development work into valuable innovations.

• Adaptability, flexibility and the ability to act independently quickly.

• The ability to pass on new knowledge: To create a learning organisation.

• Ability to handle uncertainty and threats

Industry 5.0

• To have a social vision: To serve society and in a wider perspective the whole of mankind. That which both drives your organisation in the right direction and at the same time mitigates wicked problems.

• Favouring human intelligence and values: To see human production and creativity as unique and decisive. Reduce dehumanisation and unnecessary digitalisation.

• Emotional Intelligence: To understand the mood and to act on it to improve the organisational climate and employees’ well-being.

• Ethical innovation: Take into account the consequences of a new innovation on, for example, democracy, integrity and sustainability.

• Resilience: A way of thinking about how the organisation can increase resilience to wicked problems in the long-term.

• From shareholder to stakeholder.

”To understand the mood and to act on it to improve the organisational climate and employees’ well-being”

Photo: IStock

How to lead?

Statesmanship for the wicked problems

A possible leadership model for Industry 4.0 and 5.0 is that which for example Mats Agurén looks at in his PhD thesis Matrix Mind. His view is that in order to mitigate the effects and to be able to partially solve the wicked problems, a leadership inspired by statesmanship will be needed and this is maybe the most demanding form of leadership.

• It involves the ability to listen and communicate at the same time as you try to solve problems and lead. The ability to communicate is central.

• To be able to handle several parallel problems at once, judge where different problem areas are heading and how they will influence each other.

• Have a vision. You need to be able to see further into the future than others. This is about longer time perspectives, at least 10-20 years into the future. This is a desirable characteristic especially among senior managers.

• Realise limits and be realistic. It is not possible to achieve everything. Do a plausibility analysis.

Photo: IStock

Leadership in public sector organisations

Leadership in public sector organisations

Vain Jarbandhan, lecturer at Center for Public Management and Governance at Johannesburg’s University, describes in his article Ethical Public Sector Leadership and Good Governance: Implications for the Fourth Industrial Revolution (4IR), how the fourth industrial revolution has the potential to contribute to either more sustainability and equality, or the opposite, as technology is amoral. He means that a completely new type of public sector leader will be required, one who understand the potential benefits and also the risks involved in the fourth industrial revolution in order to ensure that they do good for people and the planet.

What is necessary, according to Jarbandhan, is ethical leadership with qualities such as agility, humility and open-mindedness as well as a strong will to serve society. The creation of strong international networks in combination with citizen dialogues to create local buy-in will be important ingredients. The focus in the article is on ethical leadership that works to see that the fourth industrial revolution will promote sustainability and equality, and this would even suit the fifth industrial revolution.

and Good Governance: Implications for the Fourth Industrial Revolution (4IR) 2021.

…the 4IR requires an ethical public sector leader, one who embraces agility, humility, open-mindedness and a penchant to serve communities. Vain Jarbandhan, Ethical Public Sector Leadership

EU’s vision document Industry 5.0, a transformative vision for Europe, discusses briefly how public sector organisations need to be more in tune with the rest of the world in terms of speed, insecurity and changeability. There is talk of a strategic agile leadership and resource fluidity that is not today associated with public sector operations.

The current era of uncertainty, instability and rapid change calls for a degree of resource fluidity, strategic agility and leadership in the public sector, that is at odds with the existing budget processes, incentive structures, competencies and institutional rigidities that characterise policymaking today.

The vision document uses the Observatory of Public Sector Innovation (OPSI) as a source. This is an organisation that has developed a model with various attached tools to encourage innovative solutions in the public sector. It is called Anticipatory Innovation Governance (AIG) and pilot tests are currently being carried out in Finland, Ireland and Latvia. The analysis of alternative future scenarios in order to prepare for potentially disruptive events is included among the tools.

Models for leadership

Some examples from real life

Models for leadership

• In the following section we will provide three examples of leaders who have succeeded both in business and to use the opportunities available in Industry 4.0 and 5.0.

• They are three well-known and often controversial people who by means of their style of leadership inspire and irritate in a world where at least 80 per cent of leadership is still in Industry 3.0.

MODELS FOR LEADERSHIP

Photo: IStock

Alessandro Michele

Alessandro Michele is creative director at Gucci. Since he started in this role in 2015 the company has grown by 200 per cent and today has a turnover of close to 10 billion Euros annually. Just over the last year growth has been over 30 per cent. What has made this positive development possible is Michele’s vision that has completely redefined Luxury Goods aesthetically, communicatively and socially.

Today everyone who has the money can buy a Gucci garment or accessory. Regardless of body type, sex or age. There is something for everyone these days and all with Alessandro Michele’s clear signature. The now 50-year old designer was born in Rome and he has become one of the world’s creative engines. Gucci’s fashion shows, digital events and co-operations inspire and are copied by young creators around the world. Michele’s importance for the fashion industry is probably as great as Elon Musk’s is for the car industry.

In Italian, we can say that beauty is something that you create—that you create the illusion of your life,…. It is to believe in something that

”Today everyone who has the money can buy a Gucci garment or accessory. Regardless of body type, sex or age.”

Alessandro Michele has 1.1 million followers on Instagram

doesn’t exist, like a magician, or a wizard…I was thinking over the past few days that the purpose of fashion is to give an illusion. I think that everybody can create their masterpiece, if you build your life how you want it. Just to create that illusion of your life—this is beautiful.

Alessandro Michele 2016.

Alessandro is very involved in LBTQ-issues and these often influence brand communication and design.

Photo: Unsplash

Elon Musk

Elon Musk is the world’s richest man, serial entrepreneur and probably one of the world’s most famous people. Musk leads several large, often innovative, companies such as Tesla, Space X, The Boring Company, Neurolink and now even Twitter. He is also co-founder of the payment provider PayPal.

Elon Musk is a transformative and visionary leader with a time perspective that stretches at least 30-50 years into the future. His brain-to-brain company Neurolink is an example of an operation that will not fulfil its potential during the next 30-50 years.

All of his companies, while being commercially successful, have addressed one or more wicked problems. Tesla, for example, wants to reduce the use of fossil fuels and therefore reduce global warming. Space X wants to give mankind the chance of an interplanetary future and Neurolink wants to give all people the chance to communicate, even those with disabilities. Now Musk, through the purchase of Twitter, wants to create a global platform for the freedom of speech.

”A visionary leader with a time perspective that stretches at least 30-50 years into the future.”

Elon Musk has 114 million followers on Twitter

The problem is that at a lot of big companies, process becomes a substitute for thinking. You’re encouraged to behave like a little gear in a complex machine. Frankly, it allows you to keep people who aren’t that smart, who aren’t that creative.”

While Musk is something of a super elitist and an “enfant-terrible” he also allows his employees to fail. Fail again but fail better seems to be his credo. To achieve the exceptional, one must dare to take risks.

While Musk sets the bar high, he also realises that his team need a high level of psychological security to be able to reach these ambitious goals. He claims that failure is an alternative. If things don’t go wrong on occasion, then you are not being innovative enough.

Kim Kardashian

Kim Kardashian is a TV-personality, a social-media phenomenon, entrepreneur and company leader.

Today she leads Skims, a fashion company with a focus on shape wear. The company, that is valued today at around 35 billion dollars , was started in 2019. Kardashian’s vision is to develop a collection aimed at everyone regardless of skin colour, body type or age. This is made clear in the design and innovation of new products. There are sizes from XXS to 5XL across the whole range. Skims has also co-operated with others in Luxury Goods and this has helped build the brand. Another company that she runs is Skkn that sells skin care products and household goods.

Kim Kardashian is seen as one of the world’s most influential women and she has been named most important influencer in fashion on social media several times.

In 2021 she was named Best Brand Developer by the Wall Street Journal.

”Her leadership is seen as entrepreneurial, with a family firm feeling and very results focused.”

Her leadership is seen as entrepreneurial, with a family firm feeling and very results focused. Radical innovations and experimentation are central, and mistakes are part of the process. She is also seen as something of a marketing genius. More recently she educated herself in law and has got engaged in the American punishment system.

Kim Kardashian has 333 million followers on Instagram.

Photo: Unsplash & www.skims.com

Photo: IStock

Photo: Unsplash

Photo: Unsplash

Photo: www.skims.com

Photo: Unsplash

Photo: Unsplash

Future talents

What do these three leaders have in common?

They all have a clear vision and an entrepreneurial leadership that tries to address several problems at once. Elon Musk wants to revolutionise the car industry and at the same time reduce CO2 emissions. Alessandro Michele wants to create a new aesthetic and save the fashion world from meaningless fashion. At the same time, he wants to show that we are all equal regardless of sex, sexual orientation or ethnicity. Kim Kardashian has a vision of making all women equally comfortable regardless of skin colour, body type, or functional variations.

Being communicatively unique and in that way gaining many followers on social media seems to be central to the leadership of the future and brand building. By providing a continuous flow the leaders of the future invite you to participate in an on-going dialogue that can be seen as provocative. A well-known example was when Elon Musk let his followers vote on whether he should buy back Tesla from the stock market. This makes for success with fans. USAs Financial Services Authority was more restrained in its praise and viewed the vote as unfair market influence.

What can a leader for a smaller organisation do?

The social vision must be in place. In what way can my company and brand contribute to solving important challenges? This applies to both existing problems and the problems that are beginning to emerge.

The ability to see trends and to have a perspective that stretches into the future seems to be necessary and this is something that demands courage, drive and sensitivity.

How do companies perform? Big data AI analysis

How some companies perform

A Big-data analysis

• QBall is a system that can transform text-based information to KPIs, measurable trends and carry out prognoses.

• The system consists of 3.5 billion web pages globally that are analysed every day.

• Over 4 billion signals are received by QBall every day.

• We have created two KPIs that are based on the research on leadership in Industry 4.0 and 5.0.

3,5 Billion web pages, billions of social media posts

Social

media posts. Multidimensional sentiment analysis

Predictive Algorithm

How some companies perform

Some examples

• Using research on the leadership of the future we created two measures based on the key terms found in recent research.

• A text analysis identifies similar terms.

• Text data is converted into quantitative measures. Examples of terms that the measures contain are shown in the graph.

• In this case we use Leadership 4.0 and Leadership 5.0.

Leadership 5.0 = Empowerment, resilience, human values, ethical innovation, social vision etc.

Leadership 4.0 = Team player, strategic vision, enteprenurship etc.

Examples of Leadership in some organisations

• This chart shows how a number of organisations are perceived to use leadership characteristic of Industry 4.0 and 5.0

• The average company has a score of 100

• Ericsson is very strong in Leadership 4.0, which is not surprising given that the company leads much of the technical development. 5G, IoT and cloud services are their key competences. It is interesting that this is seen in their leadership.

• When it comes to Leadership 5.0 Gucci dominates while Ericsson loses ground. Perhaps this is something to bear in mind when recruiting the talents of the future?

• How well do you think your organisation would do? Are you an Ericsson or a Gucci?

LEADERSHIP 4.0

LEADERSHIP 5.0

Gucci Tesla Ericsson

Scania Skims IKEA

Leadership 2042

Sasha’s story

Leadership 2042

To conclude we will describe a day in a leader’s life in 2042. Most companies have adapted to Industry 4.0 and maybe even to 5.0. Some even talk about have passed these stages and that we are approaching what the Russian physicist Kardachev called Civilisation 1.0. Some would say that this is particularly true for the leader we are going to talk to today.

Sasha is 33 years old and one of Sweden’s youngest CEOs for a stockmarked listed company. She was born in Luleå and still lives there even though the head-office of her company is in Lund. She is therefore one of the first people born in the 2010s in a leading role in a large company, a company she started herself some 15 years ago. Those born in the 2010s were a generation that were notable in the studies that Quattroporte did during the tough period of the 2020s.

She has by her own admission never actually visited the office. Partly for environmental reasons, but also because in the 2040s it is less necessary to leave an extremely efficient and experience-rich post-physical world in exchange for a low-grade reality – as we usually say.

Hi Sasha, nice to meet you! Can you tell us a bit about your background?

- Sure, I didn’t have that much fun at school as I have a mild neuro psychic variation. This made it difficult for me to make a good impression in social situations. During the 10 years in school and college there

was no one who wanted to have lunch with me or spend time with me. My mum felt sorry for me and she used to pick me up and we went to eat together several times a week. I was alone. But at the same time I found school easy. Very easy. Nothing was difficult, except maybe woodwork and needlework.

When I finally started at University things changed and I found my thing. As you may know I started my first million-dollar company when I was 20. It was based on a whole new process with the possibility to scale. To create beautiful things especially adapted at an individual level. The company was bought by IKEA and this made me economically independent at the age of 23. At that time I had already started the company where I work today.

Impressive. But is that really true? It sounds a bit fanciful. Some people including some of your employees claim that they have never met you. And it is notoriously difficult to find any of your schoolmates that can remember you at all. It’s not strange that the people you mention don’t remember me. I was very introverted -almost invisible to some.

“I found school easy. Very easy. Nothing was difficult.”

There are those who mean that you don’t exist, that Sasha is an artificial system. You are simply a cobot that has developed into the perfect leader, with hard-coded values and a high level of morals and ethics.

- I think your questions reveal more about you than about me. Would it really matter if I were a robot, a person or something in between? As you know it has been possible to improve cognitive and physical abilities using AI for a long time. It is possible to use microchips operated into the body and technical aids.

In a way your fixation reminds me of the time when it was extremely important to classify people by sex stereotypes. That time has passed. What I am is less important than what I have accomplished. But you should not take it for granted that I am a creation of AI.

There is, as you know, an ethical debate today about whether post-humanism will lead to the end of humanity in the long run. That is to say that there is a unique human spirit we should preserve. Is that not important to you? Yes, but that type of pseudo-intellectual discussion we can leave to one side in this interview. We were going to talk about leadership not about post-humanisms consequences.

”I see myself as a person.”

What is the biggest difference between your leadership, and how things were done in the 2020s?

The perspective of time. I am an activist and an innovator and I try to get my leadership team to see beyond the next quarter, year or even our lifetimes. My perspective is how we will be remembered in 60 years time. Will we be seen as a group who did something valuable and unique? We have an open dialogue and it is a non-hierarchical, inter-disciplinary leadership team. All viewpoints are equally important and it is fine to change your point of view. Then of course we have completely different tools today compared to the 2020s. I can together with the leadership team explore questions and scenarios that would have taken months to do earlier – if that would have been possible at all.

Is it your main priority to ensure that the company performs well and creates value for the shareholders?

Yes, that is what I do. The business plan and the original idea that I formulated for my first company is really the platform that has carried me forward in my leadership. To create objects and services that will never decrease in value and which will last, if not forever, then at least beyond our lifetime. Take our care robot Ethel, who is constantly being updated and adapted to your personality and your needs. It is even becoming more aesthetic. It solved many of the problems with recruitment that plagued the care sector in the 2010s and 2020s. An Ethel does not have a defined

lifetime and it can follow you during your whole life if you so wish. It will mourn you if you choose to die and keep the memory of you alive. To the next user. You will become a part of a greater circle of life.

It is possible to run an effective operation that is also meaningful in a broader perspective.

If you could send a message to leaders in the 2020s what would it be?

The most important is your vision. Not how it will be achieved. If you have a creative and smart team you will find the solution. Even to those problems that seem insurmountable.

Have a clear idea how your operation will do good in the long term.

Realise that the big problems that you face today will be solvable, but you and your leadership team often lack a language to describe what is necessary. Who could have made social media understandable in the 1980s or the brain-to-brain communication that we have today in the 2040s? Very few.

”Who could have made social media understandable in the 1980s?”

Understand that the employees are everything. In the 2020s we began to understand that we faced a global shortage of human capital. Do everything you can to find the right colleagues and let them join you in a never-ending learning journey.

See technology as a possibility and not a threat. Work together with AI systems. Don’t create a battle between AI and humans.

Sasha wonders:

Can I ask you a question?

Sure!

– Are you not the journalist robot AGENDA2040 where public service values of impartiality are hard-coded? A robot I was actually involved in developing. A tool developed to reduce the increasing polarisation and agenda-setting journalism that was a problem in the 2020s and 2030s.

I don’t know

What a shame! I would have loved to meet you next time you visit Luleå. I do exist.

Photo: Unsplash

Sources

References

• Alexa, Lidia; Pîslaru, Marius & Avasilcai, Silvia (2022). From Industry 4.0 to Industry 5.0 — An Overview of European Union Enterprises. In: A. Draghici and L. Ivascu (eds.). Sustainability and Innovation in Manufacturing Enterprises. Advances in Sustainability Science and Technology (pp 221-231). Singapore: Springer. https://doi.org/10.1007/978-981-16-7365-8_8

• Aquilani, Barbara; Piccarozzi, Michela; Abbate, Tindara & Codini, Anna (2020). The Role of Open Innovation and Value Co-creation in the Challenging Transition from Industry 4.0 to Society 5.0: Toward a Theoretica Framework. Sustainability 12 (21). https://doi.org/10.3390/su12218943

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