Leadership in the Collaboration Era


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A conversation about the new ways to create collective value in the Collaboration Era, the future of leadership and the need to build people centric organizations, where leadership and innovation is everyone's job

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Leadership in the Collaboration Era

  1. 1. Leadership 2.0 Creating collective value in the Collaboration Era May 16, 2008 1 1 José Cabrera blog.cabreramc.com
  2. 2. A conversation about ... “The new ways to create collective value in the Collaboration Era, the future of leadership and the need to build people centric organizations, where leadership and innovation is everyone's job” 2 2 José Cabrera blog.cabreramc.com
  3. 3. Life in 1900 ... US life expectancy was 47 years 14% of homes had a bathtub 6% of homes had a telephone 8000 cars in the US 144 miles of paved road 42% of the work force was in farming More than 95% of all births took place at home. 3 3 José Cabrera blog.cabreramc.com
  4. 4. Management in 1900 ... Standardized job descriptions Production planning and scheduling Cost accounting Profit analysis Financial controls Incentive based compensation Personnel departments 4 4 José Cabrera blog.cabreramc.com
  5. 5. “” It's time to change Gary Hamel “The current management is a mature discipline and, as such, incapable of solving the new challenges that will confront the organizations in the new Millennium “ José Cabrera 5 5 3 blog.cabreramc.com
  6. 6. 10 reasons for management innovation 6 6 José Cabrera blog.cabreramc.com
  7. 7. “” New Era Peter M. Senge Perhaps for the first time in history, humankind has the capacity to create more information than anyone can absorb, to foster greater interdependency than anyone can manage, and to accelerate change faster 1 than anyone’s ability to keep pace 7 7 José Cabrera blog.cabreramc.com
  8. 8. New social structures José Cabrera 8 8 2 blog.cabreramc.com
  9. 9. New economic order USA, Europe, China, India, Japan Emergents José Cabrera 9 9 3 blog.cabreramc.com
  10. 10. “” New Talent Marc Prensky Digital Natives are used to receiving information really fast. They like to parallel process and multi-task. They prefer graphics to text. They function best when networked. They thrive on instant gratification and frequent rewards. They prefer games to “serious” work. José Cabrera 10 10 4 blog.cabreramc.com
  11. 11. “” New minds Daniel Pink “high-concept skills” the ability to create artistic and emotionally satisfying products, to detect patterns and unexpected opportunities, and to combine seemingly unrelated ideas into a novel invention “high touch skills” being able to empathize, to understand subtleties of human interaction, to find joy in one’s self and elicit it in others, and to engage in the pursuit of purpose 5 and meaning 11 11 José Cabrera blog.cabreramc.com
  12. 12. “” New identity Manuel Castells Identity is becoming the main, and sometimes the only, source of meaning in a historical period characterized by widespread destructuring of organizations, delegitimation of institutions, fading away of major social movements, and ephemeral cultural expressions. José Cabrera 12 12 6 blog.cabreramc.com
  13. 13. “” New value creation models Peers Pioneers Ideagoras Prosumers New Alexandrians Global Plant Floors The Wiki Workplace José Cabrera 13 13 7 blog.cabreramc.com
  14. 14. “” New markets Chris Anderson Small number of mainstream products versus huge number of niches in the tail José Cabrera 14 14 8 blog.cabreramc.com
  15. 15. New organizations “Enterprise 2.0 the use of emergent social software platforms within companies, or between companies and their partners or customers.quot; Andrew McAfee José Cabrera 15 15 9 blog.cabreramc.com
  16. 16. “” Transparency is key Transparency is the key word for what we are doing now: drawing lessons from the present crisis. In all the domains that are at stake, transparency will be one of the most important principles for a simple reason: opacity is a recipe for herd behavior and contagion 10 Jean-Claude Trichet, President European Central Bank 16 16 José Cabrera blog.cabreramc.com
  17. 17. Relevant questions ... How do these changes impact my customers? What will be their impact on my products and services competitiveness? How does all this affect me personally? How will these changes affect my future employability? 17 17 José Cabrera blog.cabreramc.com
  18. 18. Where to begin ? 18 18 José Cabrera blog.cabreramc.com
  19. 19. Jump into the lifeboat! Value creation in the Collaboration Era requires imagination, creativity and passion. It's about creating new people centric organizations, where leadership and innovation is everyone's job. 19 19 José Cabrera blog.cabreramc.com
  20. 20. “” Join the conversations Market are conversations Organizations are conversations Leadership = Conversations 20 20 José Cabrera blog.cabreramc.com
  21. 21. Build your personal agenda If you do not have a personal agenda, is highly probable that you are part of somebody else's agenda You must have your own vision about the the future of leadership and a personal action plan to develop yourself, start now introducing some leadership 2.0 practices in your daily routine as a manager. 21 21 José Cabrera blog.cabreramc.com
  22. 22. Challenge the “statu quo” Question the old ways of working that only had meaning in the past and arose to solve a problem that no longer is relevant to the organization. Build capacity for experimentation with low risk so that you can launch new innovation initiatives and interact with the new reality. Gives a chance to new ideas without crippling the ability of the organization to get their results on a daily basis. 22 22 José Cabrera blog.cabreramc.com
  23. 23. Foster an innovation culture A culture that questions the quot;Status quoquot; and face challenges in unusual ways. Find new ways to deal with future challenges, exploring new avenues and avoiding the easy answers to problems. Create people centric and flexible organizations, where leadership and innovation is everyone's job. 23 23 José Cabrera blog.cabreramc.com
  24. 24. Search for analogies and best practices in different environments Explore your competition's solutions and best practices. Create your own innovation system, which will allow you to launch innovation initiatives with limited resources. Give the new ideas a chance without risking your organization's ability to deliver daily results. www.infonomia.com 24 24 José Cabrera blog.cabreramc.com
  25. 25. “” Focus on execution Larry Bossidy “The missing link between aspirations -what the leaders of the company want to achieve- and results: the organization's ability to achieve it.” “The discipline of aligning persons with goals in order to achieve planned results” “A system to have things done” 25 25 José Cabrera blog.cabreramc.com
  26. 26. “Getting Real” Test your ideas in a real environment, with real customers and real markets. Don't lose your time. Skip all the stuff that represent real and build the real thing. Experiment, listen and improve. Get something real up and running quickly. It's the best way to build momentum. www.37signals.com/ 26 26 José Cabrera blog.cabreramc.com
  27. 27. Time is the key In the current environment of high competition and accelerated changes time is the key variable. Launch on time and on budget; adjust the scope of your idea. Long term projects are nothing but fantasy, something that keeps you away from real. 27 27 José Cabrera blog.cabreramc.com
  28. 28. Create agile organizations Build transparent organizations. It's about staying small and being fast and flexible, open to change and innovation. More flexible, more changes and, definitely, more freedom and more fun. Less paperwork and formalities, less mass, less fear. 28 28 José Cabrera blog.cabreramc.com
  29. 29. Avoid “passion killers” Hire happy, enthusiastic people. People who are passionate about their job. Look for people who are curious and willing to learn. Don't think you need a tech- celebrity. A happy yet average employee is better than a disliked and negative guru. 29 29 José Cabrera blog.cabreramc.com
  30. 30. Don't let legacy kill your dream “The difficulty lies, not in the new ideas, but in escaping from the old ones” John Maynard Keynes “If you always do what you have always done, you'll always get what you have always got” Haines 30 30 José Cabrera blog.cabreramc.com
  31. 31. Leadership 2.0 Creating collective value in the Collaboration Era May 16, 2008 31 31 José Cabrera blog.cabreramc.com