Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leadership 2.0: leading in the digital age

450 views

Published on

The talk provides a new perspective on leadership in the digital age. Key topics include:

1. Organisational development: changing from a top-down, military-style organisation towards a supportive, adaptive and open organisation. Led by a leader who supports those in contact with the customers as opposed to a director / dictator who dictates from the top.

2. How to lead: Leadership involves setting a direction which people can follow. The author proposes to use the OKR framework (objective and key results), introduced by google, as a basis. The key steps in implementing the same are laid out as follows:
#1 Start defining OKRs to set an example.
#2 Publish immediately, visible for everyone.
#3 Get everyone involved.
#4 OKRs are set jointly only. There is no top-down.
#5 Discussion happens in the team(s) only.
#6 There is no punishment, it is a joint experience.
#7 Ensure everyone is walking in the same direction.

3. Setting a direction & vision: leadership further involves setting a direction. This is ultimately the duty of both the customer and the organisation. Only jointly can a correct vision and direction be determined, else we miss the market requirements.

4. What is strategy in this context: strategy, at it's simplest, is a direction and a verified path how to get there (the later typically referred to as a roadmap). Most strategies are superb in painting a vision, but lack the roadmap aspects of it, so they ultimately fall short of explaining how to realise the vision.

5. How to execute: execution can only be agile. Over waterfall, it has several key advantages:
#1 Customer testing & fast market feedback!
#2 Product doesn‘t need to be fixed for the next 2 years
#3 Limited risk
#4 Significantly faster (if well executed)
#5 Attention: agile doesn‘t mean without a goal


We prefer to step on board when your company is looking to define its long-term strategies. Because that's when we can use the complete playing field - for developing strategies which result in a measurable improvement of your key indicators.
We've developed our own method for reorienting / relaunching digital projects. It takes a holistic approach to all the component parts: right from the business case, user experience and business requirements to the process design, technology and content.
Which is why we work intensively within interdisciplinary teams, make use of our frameworks, draw on our wide range of experience and lead workshops - until we've seen to it that you reach your goals. This process is typically followed by the development of a digital concept.

Published in: Leadership & Management
  • Hi there! Get Your Professional Job-Winning Resume Here - Check our website! http://bit.ly/resumpro
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Leadership 2.0: leading in the digital age

  1. 1. THIS IS AWESOME ©2016 1 Frankfurt, 30th of November 2016 Presented by: Stefan F. Dieffenbacher Leadership 2.0: leading in the Digital Age
  2. 2. THIS IS AWESOME ©2016 2 Founder & Leader Speaker Digital Transformation LeaderInvestor & supporter Life long learner & lecturer Digital disruption projects Digital Strategy & Execution projects
  3. 3. THIS IS AWESOME ©2016 3 1. How to organise? 2. How to lead? 3. How to set a direction? 4. What is strategy? 5. How to execute? I am going to talk about:
  4. 4. Leadership involves a direction1. How to organise?
  5. 5. THIS IS AWESOME ©2016 5 Most organisations look like this classical org-chart:
  6. 6. THIS IS AWESOME ©2016 6 Most organisations look like this classical military-style org-chart:
  7. 7. THIS IS AWESOME ©2016 7 Most organisations look like this classical military-style org-chart: This is a leader director
  8. 8. THIS IS AWESOME ©2016 8 Most organisations look like this classical military-style org-chart: And where are the customers? This is a leader director
  9. 9. THIS IS AWESOME ©2016 9 Customers. Those who we are producing value for are at the bottom and far away… Most organisations look like this classical military-style org-chart:
  10. 10. THIS IS AWESOME ©2016 10 This is a director leader, but with a much too complex organisation Customers are on top J
  11. 11. THIS IS AWESOME ©2016 11 This is a leader with a manageable organization.
  12. 12. THIS IS AWESOME ©2016 12 This is a leader with a manageable organization.
  13. 13. THIS IS AWESOME ©2016 13 The leader supports those who deal with customers This is a leader with a manageable organization.
  14. 14. THIS IS AWESOME ©2016 14 All of us got a lot closer together!
  15. 15. THIS IS AWESOME ©2016 15 Interestingly, even the leader is in the same boat as everyone else.
  16. 16. THIS IS AWESOME ©2016 16
  17. 17. THIS IS AWESOME ©2016 17 This is a leader in a human organisation.
  18. 18. THIS IS AWESOME ©2016 18 2. How to lead?
  19. 19. THIS IS AWESOME ©2016 19 Organisation level objectives Team level objectives Individual level objectives Objectives and Key Results (OKRs) Source: https://en.wikipedia.org/wiki/OKR
  20. 20. THIS IS AWESOME ©2016 20 Organisation level objectives Team level objectives Individual level objectives Objectives and Key Results (OKRs) Source: https://en.wikipedia.org/wiki/OKR Strategy Action!
  21. 21. THIS IS AWESOME ©2016 21 Organisation level objectives Team level objectives Individual level objectives Should map up & down Objectives and Key Results (OKRs) Source: https://en.wikipedia.org/wiki/OKR Strategy Action!
  22. 22. THIS IS AWESOME ©2016 22 #1 Start defining OKRs to set an example. #2 Publish immediately, visible for everyone. #3 Get everyone involved. #4 OKRs are set jointly only. There is no top-down. #5 Discussion happens in the team(s) only. #6 There is no punishment, it is a joint experience. #7 Ensure everyone is walking in the same direction. Implementing Objectives and Key Results (OKRs)
  23. 23. THIS IS AWESOME ©2016 23
  24. 24. THIS IS AWESOME ©2016 24 3. Leadership involves a direction
  25. 25. THIS IS AWESOME ©2016 25 Who should set the direction ?
  26. 26. THIS IS AWESOME ©2016 26 Customers? This team? This guy? This guy?
  27. 27. THIS IS AWESOME ©2016 27 Customers Organisation The direction should be set by the customers and the organisation.
  28. 28. THIS IS AWESOME ©2016 28 Customers Organisation The direction should be set by the customers and the organisation. It is this guy’s responsibility to organise the process.
  29. 29. THIS IS AWESOME ©2016 29 Recent learning on a top-brand customer project Assumed customer base:
  30. 30. THIS IS AWESOME ©2016 30 Recent learning on a top-brand customer project Assumed customer base: That’s for whom we developed the product with $2 million investments.
  31. 31. THIS IS AWESOME ©2016 31 Recent learning on a top-brand customer project Assumed customer base: That’s for whom we developed the product with $2 million investments. Till somebody thought something is wrong and decided to ask the customers…
  32. 32. THIS IS AWESOME ©2016 32 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement
  33. 33. THIS IS AWESOME ©2016 33 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement So we asked other people: Not important in my life…
  34. 34. THIS IS AWESOME ©2016 34 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement So we asked other people: Not important in my life… Hä?
  35. 35. THIS IS AWESOME ©2016 35 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement So we asked other people: Not important in my life… Hä? I won‘t use this any more – too old to change my habits
  36. 36. THIS IS AWESOME ©2016 36 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement So we asked other people: Not important in my life… Hä? I won‘t use this any more – too old to change my habits Great! Do you have a family option?
  37. 37. THIS IS AWESOME ©2016 37 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement So we asked other people: Not important in my life… Hä? I won‘t use this any more – too old to change my habits Great! Do you have a family option? Great! But can I use this at home?
  38. 38. THIS IS AWESOME ©2016 38 Recent learning on a top-brand customer project Assumed customer base: I like this, but I am really happy with a substitute & won’t change! I would need something else! Learnings from systematic customer involvement So we asked other people: Not important in my life… Hä? I won‘t use this any more – too old to change my habits Great! Do you have a family option? Great! But can I use this at home? Real customer base & real requirements
  39. 39. THIS IS AWESOME ©2016 39 4. What is Strategy?
  40. 40. THIS IS AWESOME ©2016 40 Strategy DirectionA path how to get there What is Strategy?
  41. 41. THIS IS AWESOME ©2016 41 Strategy DirectionA path how to get there Most ‘strategies’ fall short on explaining how they are realized ! What is Strategy?
  42. 42. THIS IS AWESOME ©2016 42 5. How to execute?
  43. 43. THIS IS AWESOME ©2016 43 Executing a strategy is not a 2 year waterfall program across 6 divisions Business Requirements User Experience Design Development Marketing Puh! Finally live!
  44. 44. THIS IS AWESOME ©2016 44 Executing a strategy is not a 2 year waterfall program across 6 divisions Business Requirements User Experience Design Development Marketing Puh! Finally live! Key concerns of waterfoolish approaches: § Standish Group: 80% of features developed are seldom or never used § Too slow § Might be outdated till go-live § No customer validation § High uncertainty & risk ...
  45. 45. THIS IS AWESOME ©2016 45 Customers Execution is agile ! One team, one room User Experience Design Development Business Requirements Marketing Working in small junks, to bring something alive every few weeks. Customers for testing!
  46. 46. THIS IS AWESOME ©2016 46 Customers Execution is agile ! One team, one room User Experience Design Development Business Requirements Marketing Working in small junks, to bring something alive every few weeks. Customers for testing! Advantages of agile: § Customer testing & fast market feedback! § Product doesn‘t need to be fixed for the next 2 years § Limited risk § Significantly faster (if well executed) § Attention: agile doesn‘t mean without a goal
  47. 47. THIS IS AWESOME We are no consultancy - nor an agency. We are entrepreneurs - with a holistic approach. We prefer to execute, together with your team – rather then bullshit bingo and endless PowerPoint slides. We do customer centric validation and pivoting, rather then academic market research. We want you to succeed.
  48. 48. Thanks.
  49. 49. THIS IS AWESOME ©2016 49 Let’s create winning digital businesses – together Achieve digital transformation. Develop independence. Create profit. And design the future.

×