Improving Leadership andCommon Purpose ThroughSocial Business DesignLee Bryant, Headshift | Dachis Group, March 2011
The old corporate model is less and less productive
Have we picked the low hanging corporate fruit?
Social Business: becoming the new mainstream
Social Business Maturity changes how we …… view the meaning of business adoption… operationalize a participatory, engaged ...
The goal is transformation, not just lipstick on a pig
The change we need is deeper, more structural
We need to help re-thinkthe role of leadership inthe networked firm andfind new ways of achievingcommon purpose
Myth: flat structures don’t need leaders
In fact, social business opensup new opportunities fortraditional leadership strengths
Myth: distributed leadership is basedon distributing process, not passion
In fact, passion works better than process control
We already know something about commonpurpose for leadership, but largely after the fact
The power of common purpose over static planning
Ecosystems, trading networks, mutual valueexchange are not new ... they are tried and tested
"If you want to build a ship, dont drum up the mento gather wood, divide the work and give orders...Ecosystems, trading ne...
"If you want to build a ship, dont drum up the mento gather wood, divide the work and give orders...Ecosystems, trading .....
Question: how can we take thisbeyond the level of a motivationalposter message and helpoperationalise leadership andcommon...
What to do if you don’t have exceptional leaders?
What to do if you don’t have exceptional leaders?              Are you            Tony Hsieh?
What to do if you don’t have exceptional leaders?              Are you            Tony Hsieh?                  Yes        ...
What to do if you don’t have exceptional leaders?                                Put up some              Are you         ...
So what does social business have to offer?
The wiki way: beyond managers as processors
The wiki way: beyond managers as processors
Connected systems: scaling distributed leadershipEcosystems, trading networks, mutual valueexchange are not new ... they a...
Social networks allow intimacy & presence at scale
Encourage quests and re-invention at the edges
Open the taps to create feeds and flows of data
Signals: don’t limit employee conversations...
... real leaders thrive in open culture and feedback
Move beyond carrotand stick thinking toconnect with peoples’intrinsic motivation andsense of purpose
Social experience design for network interventions
Harness the power of open data to evolve
Social analytics: how to socialise & act on insight?
Conclusion: why do we needto get business leaders deeplyinvolved in social strategy?
Social business strategy and infrastructure createthe conditions for businesses to evolve                                e...
Leaders are the people best placed to join the dots
Thanks for listening        Lee@headshift.com
I am lee@headshift.com and live athttp://www.headshift.comExcept where otherwise stated, photos courtesy of Flickr using C...
2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
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2011 Austin SBS | Lee Bryant, Leadership and Common Purpose

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Lee Bryant talks about Leadership and Common Purpose at SBS2011.

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  • We have been working inside large organisations for 8 years doing social business consulting and technology and this experience has taught us that we need to engage, educate and enthuse senior leadership if real transformation is to happen. Some people think leaders are obsessed with spreadsheets and ROI, but they are really talking about middle management. Successful leaders have a feel for doing what is right, even if it looks like taking a risk in the short term\n
  • There is a recognition that the de-humanising corporate model of managed hierarchies that grew out of the the late C19th corporations is no longer a productive model for organising human endeavour. The internal cost structure and the way large firms harness human endeavour and collaboration are no longer competitive\n
  • \nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
  • Social business thinking is becoming the new maintream and the way we think about how business works\n
  • We have made some progress on the technology front with E20 and social business tools, but this has been limited by existing culture and process in large firms\n
  • BUT As PEG (ex-CG CTO) wrote recently: we are not trying to humanise the late C19th bureaucratic structures that make up many large corporates today \n
  • instead we are trying to create a radically different model - flatter, more agile and with greater self-reliance.\n\n
  • We are finding social business programmes limited by a lack of understanding or involvement at senior levels - in some cases it is still seen as an IT or a marketing priority, not a C-suite issue\n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • On the contrary, social business can help leaders rediscover their traditional strengths and escape the hierarchy below them that is run by managers.\n
  • The main way we have distributed leadership in organisations until now has been to distribute process control, rather than stimulate and share passion, as John Hagel suggests\n\n
  • Passion is contagious and because it cuts through the bullshit, it touches peoples sense of purpose and self-worth\n
  • \nJoel Kurtzmann is one of those who have studied the role of common purpose in successful organisations over the years, and in most cases this comes from enlightened leadership\n
  • Millennium Challenge ’02 - biggest combined US military exercise in the Gulf - took years to plan. Retired Lieutenant General Paul Van Riper defeated the US military with a low-tech, traditional strategy \n
  • \nAntione Saint Exupery - lovely quote about how to connect with purpose and passion\n
  • \nAntione Saint Exupery - lovely quote about how to connect with purpose and passion\n
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  • Synaxon story: work in the wiki, managers watch activity streams and intervene only if needed\n
  • \nHe points to an interesting precedent for this: the British Raj in India, where one leader had approx 100 direct reports, and these people were hired for their ability to interpret clearly defined objectives within minimum inout from above.\n\nIn fact, this applied to Britain's colonial past as a whole - it was largely a distributed operation and created experience that enabled Britain to punch above its weight in diplomacy for a long time to come.\n\n
  • With well connected corporate social networks and shared spaces, leaders can have a presence that was impossible before in large organisations, and they can reach out their powerful hand to pat somebody on the back or to encourage people in the open\n
  • John Hagel talked about innovation at the edges - thanks to the intimacy that becomes possible in a social business, leaders can sponsor quests and projects that seek to reinvent at the edges of the organisation\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
  • For example, the more engaged employees are able to talk to each other the better\n
  • real leaders are not afraid of feedback - they thrive on it\n
  • We are learning a lot about how people work individually and collectively. Nudge, behavioural economics: people are motivated by social connections / status / signals, not just carrot and stick or price signals. \n
  • We need to take the ideas and practices of user experience design and apply them to the strategic level, designing interventions in networks than stimulate activity and energy or influence behaviour in a positive way - you cannot managed CASs but you can influence them\n
  • We don’t know how much data we have inside organisations, or how much customer behavioural information we can draw on from the outside. This is the next frontier of behaviour change\n
  • How do we harness customer feedback, combine it with internal collective intelligence to identify potential actionable insights? Needs data aggregation, analytics and an action framework that lets people claim actions they can take. As Jeff Jonas says, Data is the new physics\n
  • \n\n
  • \n\n
  • they can see how the bustling streets and alleys combine to create a thriving city.\n
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  • 2011 Austin SBS | Lee Bryant, Leadership and Common Purpose

    1. 1. Improving Leadership andCommon Purpose ThroughSocial Business DesignLee Bryant, Headshift | Dachis Group, March 2011
    2. 2. The old corporate model is less and less productive
    3. 3. Have we picked the low hanging corporate fruit?
    4. 4. Social Business: becoming the new mainstream
    5. 5. Social Business Maturity changes how we …… view the meaning of business adoption… operationalize a participatory, engaged workforce environment Value… converse on business topics and priorities Creation… act and react, and the quality of our actions… build and describe business value to our company Actions & Qualities Content & Conversation Program Adoption Management
    6. 6. The goal is transformation, not just lipstick on a pig
    7. 7. The change we need is deeper, more structural
    8. 8. We need to help re-thinkthe role of leadership inthe networked firm andfind new ways of achievingcommon purpose
    9. 9. Myth: flat structures don’t need leaders
    10. 10. In fact, social business opensup new opportunities fortraditional leadership strengths
    11. 11. Myth: distributed leadership is basedon distributing process, not passion
    12. 12. In fact, passion works better than process control
    13. 13. We already know something about commonpurpose for leadership, but largely after the fact
    14. 14. The power of common purpose over static planning
    15. 15. Ecosystems, trading networks, mutual valueexchange are not new ... they are tried and tested
    16. 16. "If you want to build a ship, dont drum up the mento gather wood, divide the work and give orders...Ecosystems, trading networks, mutual valueexchange are not new ... they are tried and tested
    17. 17. "If you want to build a ship, dont drum up the mento gather wood, divide the work and give orders...Ecosystems, trading ... Instead, teach them to yearn networks, mutual valueexchange are not new ... they are tried and tested for the vast and endless sea..."
    18. 18. Question: how can we take thisbeyond the level of a motivationalposter message and helpoperationalise leadership andcommon purpose?
    19. 19. What to do if you don’t have exceptional leaders?
    20. 20. What to do if you don’t have exceptional leaders? Are you Tony Hsieh?
    21. 21. What to do if you don’t have exceptional leaders? Are you Tony Hsieh? Yes Go for it!
    22. 22. What to do if you don’t have exceptional leaders? Put up some Are you motivational Tony Hsieh? No posters & hope for the best? Yes Go for it!
    23. 23. So what does social business have to offer?
    24. 24. The wiki way: beyond managers as processors
    25. 25. The wiki way: beyond managers as processors
    26. 26. Connected systems: scaling distributed leadershipEcosystems, trading networks, mutual valueexchange are not new ... they are tried and tested
    27. 27. Social networks allow intimacy & presence at scale
    28. 28. Encourage quests and re-invention at the edges
    29. 29. Open the taps to create feeds and flows of data
    30. 30. Signals: don’t limit employee conversations...
    31. 31. ... real leaders thrive in open culture and feedback
    32. 32. Move beyond carrotand stick thinking toconnect with peoples’intrinsic motivation andsense of purpose
    33. 33. Social experience design for network interventions
    34. 34. Harness the power of open data to evolve
    35. 35. Social analytics: how to socialise & act on insight?
    36. 36. Conclusion: why do we needto get business leaders deeplyinvolved in social strategy?
    37. 37. Social business strategy and infrastructure createthe conditions for businesses to evolve ecosystems + passion + active listening = transformation
    38. 38. Leaders are the people best placed to join the dots
    39. 39. Thanks for listening Lee@headshift.com
    40. 40. I am lee@headshift.com and live athttp://www.headshift.comExcept where otherwise stated, photos courtesy of Flickr using CreativeCommons license.Thanks to the following photographers:http://www.flickr.com/photos/paul_irish/2379958609/sizes/l/http://www.flickr.com/photos/thayer18/2473764858/http://www.flickr.com/photos/ivanatm/2081065914/http://www.flickr.com/photos/pedrosimoes7/1301014184/sizes/l/http://www.flickr.com/photos/brianboulos/36957265/http://www.flickr.com/photos/jurvetson/52581560/sizes/l/http://www.flickr.com/photos/notionscapital/2328274151/http://www.flickr.com/photos/brianboulos/36957265/www.highposition.net/.../ 456556http://fuckyeahslightlyamusing.tumblr.com/post/430365688/thesavagelife-hmmm-heres-a-cuter-picture-3http://www.flickr.com/photos/chibidan/3201849270/sizes/l/http://www.flickr.com/photos/joi/522208290/http://www.flickr.com/photos/pushandplay/2968259379/http://www.panic.com/blog/2010/03/the-panic-status-board/http://www.flickr.com/photos/thedalogs/3184387156/http://www.usdesignstudio.co.uk/freerange.htmlhttp://www.flickr.com/photos/cote/54408562/http://jmobley123.files.wordpress.com/2008/10/blue-screen-of-death1.jpghttp://en.wikipedia.org/wiki/File:Extent_of_the_Hansa.jpg

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