impact of change.pptx

© 2017 TAS Consulting Partner I All RightsReserved
Leading into the Unknown
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SIN CE THE FUTURE IS LESS PREDICTAB LE , W E COU LD
LOOK AT THE PA ST FOR W HAT SEEMED UNEXP ECTED
O C C U P A T I O N T H A T W E R E N O T E
X I S T I N 2 0 0 6
2 0 0 1
2 0 0 6
2 0 1 1
2 0 1 6
T H E L A R G E S T C O M P A N I ES
B Y M A R K E T C A P
Typical
Fortune 500
Google Facebook Tesla Average Uber Airbnb Snapchat Xiaomi
20
8
6
5
4 4
3 2 1.7
T I M E T O R E A C H U N I C O R N
Years
App Developer
Social Media Manager
Uber Drivers
Driverless Car Engineer
Cloud Computing Specialist
Big Data Analyst
Sustainability Manager
YouTube Content Creator
Drone Operators
Millennial Generation Expert
46
50
62
Electricity
Telephone
Automobile
68 Airplane
Source : Visual Capitalist, 2017
Source : Accenture mentioned in Digital Transformation of Industries, World Economic Forum,2016
Source : 10 jobs that didn’t exist 10 years ago, World Economic Forum, 2016
2
3
4
7
Twitter
Facebook
Internet
iPod, YouTube
12
14
18
22
28
ATM
Cellphone
Personal Computer
Television
Credit card
Y
e
a
r
s
R E A C H I N G
5 0 M I L L I O N
U S E R S

NOW ADAYS , THE ESTA BLIS HED BUSIN ESS
CAN BE OV ERTURNED VERY SW IF LY
D I G I TA L D I S R U P T I O N P O T E N T I AL
potential competitive disruption within five years as a result ofdigital
technologies and business models
#1 Technology Product and Services
#2 Media & Entertainment
#3 Retail
#4 Financial Services
#5 Telecommunication
#6 Education
#7 Hospitality & Travel
#8 CPG & Manufacturing
#9 Health Care
#10 Utilities
#11 Oil & Gas
#12 Pharmaceuticals
Investment
Time
Mean
Impact
Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017
Source : Global Center for Digital Business Transformation, Cisco and IMD,2015
Cumulative
capability
1950 1960 1970 1980 1990 2000 2010 2020
Mainframe
PCs
Big data,
analytics,
visualization
IoT &
Smart
Machine
Web2.0,
cloud,
mobile
Web1.0
eCommer
ce
C O M B I N AT O N A L E F F E C T
Combinational Effects is the outcome where the capability of technologies
working in tandem far exceed their capabilities when deployed separately

STA RT- UP W IL L CON TIN UE TO DRIV E DIS RUPTION
BUT THEY COU LD BE OT HERS
Source : Global Center for Digital Business Transformation, Cisco and IMD,2015
Start-up
Inside industry
outside industry
outside industry
incumbent
Inside industry
W H O I S T H E M O S T L I K E L Y T O D I S R U P T Y O U R I N D U S T R Y ? A B I L I T Y A D V A N T A G E S
Innovation
Agility
Experiment & Risk
Capital
Brand
Customers
… and Leadership ?
incumbent
Start-up

Structure
Vision
Value
Stakeholder
Experience
Force
of
Change
Leadership
Process
Organizational
Performance
Business
Strategy
Competent
& Engaged
Employee
Revenue generation
Cost efficiency
Brand awareness
Corporate reputation
Employee productivities
Social responsibility
Customer satisfaction
Employee satisfaction
Sustainability index
Compliance index
Source : adapted from “Organization Effectiveness Model”, Talent Management Handbook, Lance et.al, 2011
CHANGE IS CON STAN T AN D EXPON ENTIAL ,
LEADERS CANNOT SIM PLY ACT THE SAME

FOR CES OF CHAN GE THAT CREAT E PIV OTA L
IM PA CT TO W OR KPLACE AND W OR KFOR CE
Rapid adoption of robots,
autonomous vehicles,
AI, commoditized sensors
and global collaboration
renew re-thinking
of work
Social and
organization
R E C O N F I
G U R AT I O N
Increase democratization
shifts workplace and
communities from hierarchy
to power balanced
A truly
C O N N E C T E D
W O R L D
connectedness allows work
from anywhere, opening talent
pool, speeding up ideation and
product development
All inclusive,
very diverse
TAL E N T
MAR K E T
Workplace continues to grow
membership to four generation,
minorities will become majority.
Mature talent to stay longer
Human and
machine
C O L L A
B O R AT I O N
Advances in analytics, algorithms
and automation continue to make
improvement in productivity and
decision making.
Exponential
pattern of
T E C H N O
L O GY
C H AN G E
Source : Future of HR Project Summit, SHRM and NAHR 2015

UNDERSTA NDIN G OF W HAT W IL L BE CHANGIN G
HELP IM PROV IN G LEAD ER EFFECTIVENESS
D
C E
B
C
B
A
D
E
F
G
hierarchical
A structured, network
of team
FTE
Part-time
Outsource
Full Timer
Partnership
Borrowed
Open source
Machine
O R G A N I Z AT I O N will be redesigned
for speed, agility and adaptability
W O R K F O R C E already include
employee on and off balance sheet
as well as machine
Employer Brand
Digital
Experience
Advertising
Physical
Process
New technologies and evolution of
candidate behaviors change the way
R E C R U I T M E N T will be
manager’s push
L&D create content
learned skill last very long
at the pace of learning
self controlled
and driven
collective
intelligence
half-life of
learned skills
at speedof
business
Technology is not new to
L E A R N I N G but increasing amount
of content creation andaccessibility
T H I NG S WE R E T H I NG S A RE

The way we work has changed, so does
P E R F O R M A N C E M A N A G E M E N T
but how far it will be
Go beyond narrow focus on
engagement to personalization of E
M P L O Y E E E X P E R I E N C E
T H I NG S W E R E T H I NG S A RE
annual complicated
backward ranked multi-views
ongoing
qualitative
forward
IQ
Intelligence
Quotient
EQ
Emotional
Quotient
+ and ...
DQ
Digital
Quotient
Promotion-based careerculture Growth-based career culture
L E A D E R S in disruptive
environment need a new set of quality
in addition to IQ and EQ
CAR E E R PAT H in digital economy
incline toward growth –based than
promotion-based
applying
training performance
separation
reward
onboarding
joining
leaving
UNDERSTANDIN G OF W HAT W ILL BE CHANGIN G
HELP IM PROV IN G LEAD ER EFFECTIVENESS

NEW BUSIN ESS ENVIR ON MENT CHANGE
ROL E OF LEAD ERS IN MANAGIN G PEOP LE
Source : Future of HR Project Summit, SHRM and NAHR 2015
Practices
Today Tomorrow
Business Acumen Strategic Business Leadership
Data Analytic & Decision Making Sense Making
Change Management Agile Leadership
Sourcing & Recruiting Talent Leadership Building
Employment Communities ofTalent.
Job Description Diverse Array of Personal Experiences
Rewards Management Rewards Personalization
Managing Performance Dialogue that Aligns & Drives Performance
Organization Design Work-Driven Network Management
Leadership & Development Communities Development Boundaryless Careers
Employment Brand Employee Experience
Organization Development Culture Orchestration
Employee Engagement Communities Engagement
Team Collaboration Communities Collaboration
Corporate Social Responsibility Purpose Meaning
E N G A G E
Culture &
Community Activism
A L I GN
Organization &
Performance Architecture
A T T R A C T
Talent Sourcing &
CommunityBuilding
P L AN
Trend Forecasting &
Change Leadership
Core Capabilities

THE MOR E ADVA NCED OR GA NIZ AT ION W IL L BECOM E,
THE MOR E HUMAN LEADERS NEED TO STAY
Close
Closeby
summarizing
andconfirming
confidence
Agree
Agree on each
objectives, support
andtracking
method
Develop
Develop plan
by discussing
each objectives,
skill required
and support
Clarify
Clarify the step
for setting
expectation
Open
Open with purpose
and importance of
setting expectation
Source : Managers in the Digital Age Need to Stay Human, Harvard Business Review,2015
Source : Interaction Management, DDI, 2015
C R E A T I N G W O R K P L A C E T H AT
O P T I M I Z E H U M A N E N G A G E M E N T
R e q u i r e e s s e n t i a l
h u m a n s k i l l s
Put yourself “in the middle”
Invest in your people
Focus on higher purpose
Leave no onebehind
S t a r t f o r m t h e f r o n t l i n e s
M a k e i t p e r s o n a l
R e c o g n i z e c r i t i c a l r o l e
o f f o l l o w e r s h i p

THERE IS A TIM E AND PLACE FOR EVERY LEAD ERSHIP
STYL E IF THEY ARE APPLIE D APPROP RIAT ELY
W h a t i s t h e
m a i n o b j e c t i v e ?
L e a r n i n g i s e q u a l l y
i m p o r t a n t t o r e s u l t
Qu i c k r e s u l t i s
h i g h l y c r i t i c a l
S H OW
them exactly
what is
expected
T E L L
them exactly
what is
expected
I N S P I R E
them with a
clear vison. It
doesn’t matter
how they find
the way
C H AL L E N G E
them to be the
best way they
can be and
working on
the plan
I N V O L V E
them in deciding
solution together
through
discussion and
brainstorming
C AR E
each other
feeling along
the way
solution is
being defined
Source : What’s your leadership style, compiled by Barbara Davidson, Headway Capital, 2017
AF F I L I AT I V E
“People comefirst”
Focus on building
relationship with
team to motivate
and heal rifts
D E M O C R AT I C
“What do youthink”
Include everyone in
decision making
process to get
consensus
C O AC H I N G
“Try this”
Focus on supporting
team to continue to
grow and reach their
potential
P AC E S E T T I N G
“Do as I do now”
Set expectation
for team and ask
hem to follow
your lead
V I S I O N AR Y
“Come with me”
Share vision,
you inspire team
to achieve it
C O M M AN D I N G
“Do what I tell you”
Require
compliance toget
the job done. You
say, they do

TRAN SFOR M AT ION AL LEAD ERSHIP HAS IN CREASED IT S
IM PORTA NT AMIN DST THE DIS RUPTIV E ENVIR ON MENT
T R A N S A C T I O N A L
L E A D E R S H I P
T R A N S F O R M AT I O N A L
L E A D E R S H I P
Work within set established goals and
organization boundaries
Work amidst changing environment and
boundaryless organization
Role, process, structure, performance evaluation,
reward, task vs. outcome
Motivation and engagement, common purpose,
sense of ownership shared vison
Use experience to reacts to the problem
as they arise
Foresee the problem and generate
new idea to address
Reward and punish in traditional ways
according to organization standard
Energize people to go extra-miles through
creative way in rewarding which could be
personalized
Status quo /day-to-day
Planning andexecuting
Attracting followers by putting their
own self interest in the first place
Change-oriented
Innovation
Stimulating followers by setting
group interest as a priority
Fo cu s
E n v i r o n m e n t
P r i n c i p l e s
P r o b l e m
S o l v i n g
R e w a r d s
E mp h asi s

1. I would never require a follower to do
something that I wouldn't do myself.
2. My followers would say that they know
what I stand for.
3. Inspiring others has always come easy to me.
4. My followers have told me that my enthusiasm
and positive energy are infectious.
5. My followers would say that I am very attentive
to their needs and concerns.
6. Even though I could easily do a task myself,
I delegate it to expand my followers'skills.
7. Team creativity and innovation are the keys
to success.
8. I encourage my followers to question their most
basic way of thinking.
FOU R PILLAR S THAT HELP MAKE
EFFECTIV E TRANSFOR MAT ION A L LEADERS
I N D I V I D U AL I Z E D
C ON S I D E R AT I ON
I N T E L L E CT U AL
S T I M U L AT I ON
I N S P I R AT I ON AL
M O T I V AT I O N
I D E AL I Z E D
IN F L U E N C E
WHAT
AR E YO U
MI SSI NG ?
Source : Transactional Leader, 2017

LEADERS IN DIS RUPTIV E ENVIR ON MENT SHARE
COM MON CHARACTERIS TIC OF AGI LE LEAD ERS
Source : Redefining Leadership for a Digital Age, IMD, 2017
E n g ag e
V i s i o n ar y
H u m b l e
A d a p t ab l e
H y p e r
A w a r e n e s s
I n f o r m e d
D e c i s i o n
M ak i n g
F a s t
E xe c u t i on
S l o w
d r i v i n g
W r on g
d i r e c t i on
C ar el es s
D r i v i n g

IT DOE SN’T CHANGE EXIS TIN G MOD EL,IF RIGH TLY
DEFIN ED, BUT SOM E REFINEMENT IS NEEDED
ContinuousLearning
Building Relationshipand Trust
Communicating withRespect
Business Acumen
Decision Making
LeadingChange
Establishing Direction
Driving Execution
StakeholderFocus
Influencing Action
Driving Innovation and Improvement
Leading Team
Building and Developing Talent
Energizing and InspiringExcellence
Delegate and Empowering Others
Building and StrengtheningNetworks
E x a m p l e o f S C C C C L e a d e r s h i p C o m p e t e n c i e s

© 2017 TAS Consulting Partner I All RightsReser
w
w
w
.
p
i
x
a
b
a
y
.
c
ved
o
m
THANK YOU
www.tas-consultingpartner.com
All informationcontained in this presentation has
been produced base on publicly available
information from various sources.
Should you have any comment to makeregarding
topic presented and their content, pleasecontact
tas@tas-consultingpartner.com
t r u s t w o r t h y
a g i li t y
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© 2017 TAS Consulting Partner I All Rights Reserved

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