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Leadership in the Digital Age

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New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.

Published in: Leadership & Management

Leadership in the Digital Age

  1. 1. Jane McConnell Utrecht, March 2015 TheWorkplaceintheDigitalAge Leadership in the Digital Age
  2. 2. 9th annual survey 373 people from 26 countries representing 280 organizations. Participants responded to an in- depth online survey of 140 questions. TheWorkplaceintheDigitalAge
  3. 3. 3 Strategic Advisor 16 years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher on digital workplaces for 9 yrs digital-workplace-trends.com American-French living in deep Provence for 25 years
  4. 4. 4 Clients who have taught me so much! •! Air Liquide, Paris •! Amadeus, Madrid •! ArcelorMittal, Luxembourg •! Arup, UK •! Alcatel-Lucent, Paris •! Alstom Group, Paris, Switzerland •! BASF, Germany •! Ericsson, Stockholm •! IKEA, Sweden •! Nokia, Helsinki •! Novartis, Switzerland •! UNHCR – United Nations High Commissioner for Refugees, Geneva •! United Nations Peacekeeping Operations, New York •! United Nations Secretariat, New York •! …. 2014 2013 199620042007-2012 2011 1998 2015
  5. 5. TheWorkplaceintheDigitalAge Vision Reality Evidence Leadership
  6. 6. Vision Reality Evidence Leadership TheWorkplaceintheDigitalAge
  7. 7. Arie de Geus, 1997 “Surviving and thriving in a volatile world require, first of all, management which is sensitive to its company’s environment.” “Only after seeing that something is about to change (or has already begun to change) outside the company will management be ready to deal with the effects of that change.”
  8. 8. Value-driven culture and inspirational purpose “A strong shared culture is the glue that keeps empowered organizations from falling apart. Frontline employees are trusted to make the right decisions guided by a number of shared values rather than by a thick book of rules and policies.” Frederic Laloux 2013
  9. 9. 1. Open to the external environment 2. Strong, shared sense of purpose 3. Trust and distributed decision-making TheWorkplaceintheDigitalAge
  10. 10. TheWorkplaceintheDigitalAge A guiding framework – So much more than technology!
  11. 11. TheWorkplaceintheDigitalAge Open, participatoryAt many levels, in many places! Digital = strategic! Open, participatory! Smooth, social, operational! Virtual, empowered! Inclusive, anyplace!Cross-organizational sharing and trust ! Customer focused! Skilled, equipped, motivated! Imagine what it would be like if…
  12. 12. Vision Reality Evidence Leadership TheWorkplaceintheDigitalAge
  13. 13. Too many competing priorities 35 48 Slow decision-making, often consensus-based 22 55 Politics, inside the organization 11 50 Lack of senior management sponsorship 15 48 Lack of strategy 22 45 No strong business case, ROI or proven value 24 30 Hesitation or resistance to rethink how we work 30 36 Too much focus on the tool, not enough on people and change 28 45 Lack of understanding operational issues at decision level 19 45 Difficulty putting theory into practice 15 25 Lack of good practices for comparison 20 16 Management fears about losing control 19 30 Support function losing control (e.g. Comm, HR, IT) 19 23 Concerns about employees wasting time 6 32 Strong Weak N=58 N=48 Challengestoday Decision-making Value Rethink work Reality Control Reported regularly in surveys over the past 4 years
  14. 14. 14 Open to the external environment Closed
  15. 15. 15 Strong, shared sense of purpose Weak
  16. 16. 16 Trust and distributed decision-making Controlled
  17. 17. Vision Reality Evidence Leadership TheWorkplaceintheDigitalAge
  18. 18. What difference does it make to have a strong, shared sense of purpose?
  19. 19. 5 Strong, shared sense of organizational purpose and identity 1 Weak, inconsistent sense of organizational purpose and identity Strong,sharedsenseofpurpose Survey question
  20. 20. Strong,sharedsenseofpurpose Too many competing priorities 35 48 Slow decision-making, often consensus-based 22 55 Politics, inside the organization 11 50 Lack of senior management sponsorship 15 48 Lack of strategy 22 45 No strong business case, ROI or proven value 24 30 Hesitation or resistance to rethink how we work 30 36 Too much focus on the tool, not enough on people and change 28 45 Lack of understanding operational issues at decision level 19 45 Difficulty putting theory into practice 15 25 Lack of good practices for comparison 20 16 Management fears about losing control 19 30 Support function losing control (e.g. Comm, HR, IT) 19 23 Concerns about employees wasting time 6 32 Strong Weak N=58 N=48 Percentage reporting serious challenge holding us back. Does not include manageable challenge required special effort. Q4 2014. Strong Weak Decision-making, politics, senior sponsorship
  21. 21. Does a strong, shared sense of purpose make a difference for our business?
  22. 22. Strong, shared sense of organizational purpose and identity Weak, inconsistent sense of organizational purpose and identity How easy is it for your customer-facing workforce to find what they need to do their jobs when with customers? Percentage responding Very easy or relatively easy 50 % 30 % Strong,sharedsenseofpurpose Survey question
  23. 23. 1. Real time communication 2. Digitalization of business processes 3. Information management 4. Communities and social networking Strong,sharedsenseofpurpose Factors that enable the customer-facing workforce Data from Q4 2014.
  24. 24. What difference does it make to be open and reactive to the external environment?
  25. 25. 5 Open and reactive to the influence of the external world 1 Closed environment with little interest in the external world Opentotheexternalenvironment Survey question
  26. 26. Opentotheexternalenvironment Too many competing priorities 29 50 Slow decision-making, often consensus-based 24 50 Politics, inside the organization 27 39 Lack of senior management sponsorship 27 42 Lack of strategy 24 36 No strong business case, ROI or proven value 13 36 Hesitation or resistance to rethink how we work 22 47 Too much focus on the tool, not enough on people and change 27 47 Lack of understanding operational issues at decision level 29 36 Difficulty putting theory into practice 18 28 Lack of good practices for comparison 18 17 Management fears about losing control 20 31 Support function losing control (e.g. Comm, HR, IT) 13 25 Concerns about employees wasting time 13 33 Open Closed N=48 N=42 Percentage reporting serious challenge holding us back. Does not include manageable challenge required special effort. Q4 2014. Open Closed Rethinking how we work, focus on people and change
  27. 27. How does being open and reactive to our external environment change our organization?
  28. 28. Open and reactive to the influence of the external world Closed environment with little interest in the external world Percentage responding Very agile or agile 48 % 9 % How agile is your organization when you need to react rapidly to major, unexpected events….? Opentotheexternalenvironment Survey question
  29. 29. 2. Real time communication 1. Expert location across the enterprise 3. Involvement and behavior of senior leaders Opentotheexternalenvironment Factors that enable agility Data from Q4 2014.
  30. 30. What difference does it make to have distributed decision-making and control instead of hierarchical, centralized decision-making and control?
  31. 31. 5 Distributed decision- making and control 1 Centralized or hierarchical decision- making and control Distributeddecision-makingandcontrol Survey question
  32. 32. Too many competing priorities 38 37 Slow decision-making, often consensus-based 28 41 Politics, inside the organization 28 45 Lack of senior management sponsorship 26 55 Lack of strategy 22 29 No strong business case, ROI or proven value 22 33 Hesitation or resistance to rethink how we work 17 53 Too much focus on the tool, not enough on people and change 28 55 Lack of understanding operational issues at decision level 25 55 Difficulty putting theory into practice 17 43 Lack of good practices for comparison 11 24 Management fears about losing control 15 31 Support function losing control (e.g. Comm, HR, IT) 15 53 Concerns about employees wasting time 20 51 Distributed Centralized N=68 N=58 Percentage reporting serious challenge holding us back. Does not include manageable challenge required special effort. Q4 2014. Distributeddecision-makingandcontrol Understand operational reality, trust employees Distrib. Central.
  33. 33. Does distributed decision-making facilitate people growing and developing?
  34. 34. Distributed decision- making and control Centralized or hierarchical decision-making and control Percentage responding Very easy or easy 64 % 21 % How easy is it for people to learn and develop their skills and knowledge in the natural flow of work? Distributeddecision-makingandcontrol Survey question
  35. 35. 2. Use of video 3. Information management 1. Communities and social networking Distributeddecision-makingandcontrol Factors that enable learning in the flow of work Data from Q4 2014.
  36. 36. Let’s bring it all together.
  37. 37. Real time communication Digitalization of business processes Information management Communities and social networking Use of video Expert location across the enterprise Involvement and behavior of senior leaders Thebigpicture Data from Q4 2014.
  38. 38. Correlations Benefits •! Faster decision-making •! Fewer internal political struggles •! Understanding of operational issues •! Greater trust in employees •! Rethinking work practices •! Agility when faced with unexpected changes •! Better service to customers •! Learning in the flow for the workforce
  39. 39. Vision Reality Evidence Leadership TheWorkplaceintheDigitalAge
  40. 40. Jon Husband www.wirearchy.com Wirearchy: “A dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”.
  41. 41. Some organizations are here, or think they are!
  42. 42. Some people would like to be here, or think they would!
  43. 43. The reality is that we are all here.
  44. 44. What kind of leadership in such a mixed world?
  45. 45. Community Managers Change Agents and Activists Influence from any level and from any part of the organization that results in change Chief Digital Officer
  46. 46. CDO Communication Internal and external Customer-facing Marketing, Sales, Customer service Human Resources IT, CTO Information Technology Knowledge Chief Digital Officer: a role that encompasses both internal and external
  47. 47. The Community Roundtable •! Be a connector – which is different from a hub. •! Have a desire to attract people vs. hunt people down. •! Have an assertive perspective but no need to be right. The Community Manager •! Build relationships within the community. •! Create value for members. •! Be the liaison between community and company. Community managers, connecting… http://thecommunitymanager.com/2014/01/31/the-definition-of-community-management/ http://www.communityroundtable.com/definitions-best-practices/what-defines-a-community-manager/
  48. 48. Yes, and the role is official - Yes, the responsibility is included in other job roles - Yes, but it is not officially included in job roles – We are planning to do this in 2015 – No community management – CommunityManagers Survey question Do you have community managers?
  49. 49. Yes, and the role is official - 5% Yes, the responsibility is included in other job roles - 12% Yes, but it is not officially included in job roles – 34% We are planning to do this in 2015 – 12% No community management – 37% CommunityManagers Survey question Do you have community managers?
  50. 50. Survey question
  51. 51. Communities around personal interests are a way to learn how to lead and share in a community context.
  52. 52. Strong, shared sense of purpose Weak, variable sense of purpose Blue = internal members, Gray mixed internal + external Blue = internal members, Gray mixed internal + external
  53. 53. A change agent leads change, whatever their position in the organization. “These ‘radicals’, often operating at the edge of current thinking and practice, will espouse unorthodox views, question existing practice and open up new fields of inquiry and areas for action.” * * The New Era of Thinking and Practice in Change and Transformation by Helen Bevan and Steve Fairman Change agents and activists, challenging…
  54. 54. Who is more likely to report change agents as a top change driver? 1. Organizations with distributed decision-making and control? Or 2. Organizations with centralized decision-making and control? Changeagents
  55. 55. Why?
  56. 56. Organizations with hierarchical, centralized decision-making and control Behavior: colleagues Change agents A sense of 'why' Behavior: senior leaders Internal communication Communities Success stories Business processes Behavior: operational mgrs. Informal gatherings Job objectives Classroom training Recognition, rewards Formal events 52% 52% 40% 38% 37% 33% 31% 21% 19% 19% 17% 13% 10% 8% KKeeyy cchhaannggee ddrriivveerrss mmuullttiippllee aannsswweerrss ppoossssiibbllee Because they are needed. Other change drivers are not strong enough.
  57. 57. Majority - 80 % of the survey respondents A sense of 'why' Behavior: colleagues Behavior: senior leaders Change agents Success stories Internal communication Communities Behavior: operational mgrs. Business processes Classroom training Job objectives Informal gatherings Recognition, rewards Formal events 46% 46% 44% 41% 37% 34% 29% 28% 22% 18% 17% 11% 7% 7% KKeeyy cchhaannggee ddrriivveerrss mmuullttiippllee aannsswweerrss ppoossssiibbllee Less critical here. Senior leaders beginning to influence change.
  58. 58. A sense of 'why' Internal communication Behavior: senior leaders Communities Success stories Behavior: colleagues Behavior: operational mgrs. Business processes Change agents Classroom training Job objectives Recognition, rewards Informal gatherings Formal events 56% 54% 51% 47% 46% 42% 28% 28% 28% 25% 21% 14% 7% 7% KKeeyy cchhaannggee ddrriivveerrss mmuullttiippllee aannsswweerrss ppoossssiibbllee Early Adopters - the top 20 % in digital workplace maturity Change is happening. Early Adopters have many other drivers in action.
  59. 59. What future for these new leaders?
  60. 60. New leaders Chief Digital Officer Digital will be a natural part of work, no longer something special. Community Managers Community management will be a skill and not a dedicated role. Change Agents and Activists Challenging the status quo and doing something about it will always be needed. Obsolete after 10 years Obsolete after 5 to 6 years Perpetual…. the new normalbecoming
  61. 61. In the meantime, what can you do?
  62. 62. TheWorkplaceintheDigitalAge Open, participatoryInfluence what you can, where you are.! Integrate digital where it makes sense.! Work out loud.! Improve a process.! Create or join a community.! Reach out to someone far away.! Share something across your organization.! Think how your work affects customers.! Acquire the skills you need.! Be a change agent.
  63. 63. Bealeaderwhereveryouare. Think about the purpose of what you are doing: communicate it with others. Open your work: bring in information, ideas and people from outside your organization. Encourage decision-making at the lowest levels possible. …. Behavior of colleagues is one of the top change drivers in all organizations.
  64. 64. TheWorkplaceintheDigitalAge Thank you! Jane McConnell Get in touch jane@netjmc.com Twitter: @netjmc Where are you on the digital workplace journey? Consider organizing a collective diagnosis of your own digital workplace! http://www.digital-workplace-trends.com/customized-digital-workplace-report/

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