Disruption and industry 4.0 have re defined the games of the business. The rules are changing in a rapid manner and agility is the key.

1. DISRUPTIVE
LEADERESHIP

2. A Familiar
Story . . .
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3. The Sushi Bar
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. . . from an airport Carousel

4. The GE MRI Machines
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. . . from Pirate Ships
Adventure Series for Children’s Hospital

5. The foldable baby buggy
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. . . and its birth

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McDonald’s Drive Thru . . . from Formula 1 Pit-Stops

7. Innovations closer to home @ the ground level
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Mitti Cool –

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Innovations closer to home @ the ground level

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So we don’t see it coming ‘coz we are NOT looking there

10. Why don’t we see the signals
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• We know what to do
• We do it well
• We continue doing it
• We FEEL Great
• We think its safe ---> get slow
Our Strength becomes our WEAKNESS

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How does this image make you feel ?

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What about this ?
Opportunity to Win ?

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In Life . . .
• Unfamiliar --> Scary
• We could get hurt
• We move fast
• To Win / Get to safety
And now ?

14. • Unfamiliar territory
• We don’t know how things work
• We could fail ---> lose
• We feel exposed ----> scared
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In Business, our story is . . .
We CONTINUE doing WHAT WE DID YESTERDAY !!

15. Fortune 500 companies failing faster
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Source : CBInsights 2018

16. The story
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The INSIDE belief
to the OUTSIDE
Capture
Share

17. Same Job – Different Ways
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High of being INSTANT
+ Videos
+ Voice
+ my PoV
+ others PoV
+ . . .
Augmented via technology
Capture
Share

18. Catch the Signals - EARLY
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2006 – DIGITAL Camera
1975 – DIGITAL Camera
1985 – FILM Camera
2006 -
PHONE

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20. 20
21st Century Leadership

21. Its about being . . .
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• Open to collaboration
• Open to different thinking
• TRYING new things
---> Experimenting
---> Failing
---> Trying a new way
---> WINNING !

22. The FUTURE
is reaching us
FASTER
than we think
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23. Not about what WE DO WELL
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24. Its about EXPLORING what’s best
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25. OUR Goals . . . .THEIR Goals
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26. Connecting the Dots - Scenario Planning ++
Global Growth . . .
o more Disposable Income
o more cars on the road
o more need for oil
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 Greed ?
 OPEC countries form a cartel ?
 Prices rise HIGHER THAN EXPECTED?
Oil
Prices
RISE ?

27. THEIR Goals - and so - WHAT SHOULD OUR GOALS BE
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28. Innovation - Defined
Innovation is the implementation of new
ideas at the individual, group or
organizational level

29. Creativity - Defined
Creativity is the development of ideas about
products, practices, services, or procedures
that are novel and potentially useful to the
organization
Eureka!

30. What Does It Take
to Be Creative?
Time
Hard work
Mental energy

31. The Creative Person
How are they different?
Personality Traits
Cognitive Creativity Skills
Domain-specific Knowledge
Intrinsic Motivation

32. Characteristics of Creative People

33. Personality Traits of
Creative People
Persistence
Self-confidence
Independence
Attraction to complexity
Tolerance of ambiguity
Intuitiveness

34. …Personality Traits of Creative
People
Have broad interests
Are energetic
Drive to achieve
Love their work
Take risks

35. Cognitive Creativity Skills
Think creatively
Generate alternatives
Engage in divergent thinking
Suspend judgment

36. Domain-Specific Knowledge
Develops Via
Education Training
Experience
Contextual
Knowledge

37. Creativity Enhancers
 Focus on intrinsic
motivation
 Creativity goals
 Developmental feedback
 Supportive supervision
 Healthy competition
 Participative decision
making
 Autonomy
 Hire creative people
 Enriched, complex jobs
 Provide resources
 Clear organizational goals
 Instructions to be creative
 Recognize and reward
creativity
 Encourage risk taking
 No punishment for failure

38. …Creativity Enhancers
 Workforce diversity
 Internal and external
interaction
 Diverse teams skilled at
working together
 Supportive climate
 Organizational culture
the promotes
innovation
 Flexible, flat structures
 Close interaction and
relationships with
customers

39. How Can Organizations
Foster Creativity?
Hire creative &
diverse workforce
Design complex &
challenging jobs
Set clear
org. goals
Recognize &
reward creativity
Set creativity
goals
Use diverse
teams
Create the right
org. culture
Provide resources
esp. time
“Be Creative!”

40. Management Style and
Creativity
Encourage risk taking
Provide autonomy
Encourage productivity - “sweat equity”
Supportive supervision, climate, and
work group
Participative leadership

41. Creativity Killers
Excessive focus on extrinsic motivation
Limits set by superiors
Critical evaluation
Close, controlling supervision
Competition in a win-lose situation
Control of decision making
Control of information

42. Stages in the Creative Process
Preparation
Incubation
Verification
Illumination

43. Flow - Defined
Flow (autotelic experience) occurs when
people experience a state of effortless
concentration and enjoyment

44. Creative Thinking Techniques
Brainstorming Rules
Expressiveness - Say whatever ideas come to
mind without focusing on constraints
Non-evaluation - No criticism allowed; all are
valuable
Quantity - Produce as many ideas as possible
Building - Expand on other people’s
ideas

45. … Creative Thinking Techniques
Brainwriting
Hybrid of both individual
and group brainstorming
Produces more ideas than
brainstorming

46. Adopting a New Way
Do customers want it ?
Is it good for business ?
Can we deliver it ?
Start with
DESIRABILITY

47. What to be ready for as Leaders
1. Things WILL move . . . Be ready for CHANGE . . .is getting faster & faster
o Adaptive Leadership - ability to adapt to change & shift mind-sets
o Shared Leadership
2. Culture of Enquiry
3. Ability to See Ahead. See the Trends . Join the Dots.
4. Sustainability – the new way to live
5. New Competencies. New ways to Engage. New way to Compensate.
6. Be value driven – VISIBLY.
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48. 1. Get customer centric, not competition focused
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What needs to be different ?

49. 2. Reshaping HUMAN TALENT :
A. Hire for strengths you don’t
have
B. Reward for IDEAS THAT
ARE DIFFERENT from the
mainstream
C. Hire Passion
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What needs to be different ?

50. What needs to be different ?
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3. Build CAPABILITY for
TOMORROW
PIVOT. PIVOT. PIVOT

51. What needs to be different ?
4. Create the CULTURE right -
A. Environments for Experimentation
B. A physical place which allows a
different thinking
C. Ask teams to compete for the
zaniest of ideas
• Ask them to experiment
• Get them to take calculated RISKS
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What needs to be different ?
5. Be considered AUTHENTIC
A. Be perceived as Transparent
B. Be seen to have a purpose that
serves society
C. Progress + Performance :
not a Zero-Sum game anymore

53. What leaders need to do
1. Drive customer /Consumer centricity across HARD
2. Hire Rebels with a purpose
3. Build Capability
4. Build an experimentative culture
5. Be authentic : Performance + Progress for society = Purpose
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Source : TrendHunter

55. DISRUPTIVE
LEADERESHIP