We	
  are	
  Xyntéo.	
  	
  
We	
  are	
  reinven/ng	
  growth.	
  

A	
  discussion	
  on	
  leadership	
  	
  
and	
  in...
The	
  end	
  of	
  business	
  as	
  usual	
  
The	
  coil	
  is	
  /ghtening,	
  uncertainty	
  growing	
  

CONNECTIVIT...
THE	
  IMPERATIVE	
  OF	
  OUR	
  TIME?

	
  
The	
  disrup/on	
  squeeze	
  

Incumbents	
  need	
  to	
  adapt	
  to	
  new	
  rules,	
  new	
  players	
  

THE	
  IN...
Leaders	
  of	
  men	
  
The	
  end	
  of	
  clarity	
  

Today’s	
  leadership	
  
context	
  is	
  clouded	
  by	
  
unc...
Three	
  bellweathers	
  of	
  the	
  new	
  	
  
leadership	
  context?	
  
	
  

2001

	
  

2007

	
  

2008

9/11	
  T...
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

1	
  

ABILITY	
  TO	
  LEAD	
  
...
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

2	
  

ABILITY	
  TO	
  SEE	
  AN...
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

3	
  

ABILITY	
  TO	
  ACCEPT	
 ...
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

4	
  

ABILITY	
  TO	
  ENABLE	
 ...
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

5	
  

ABILITY	
  TO	
  MASTER	
 ...
PARIS	
  

SAN	
  FRANCISCO	
  

TOKYO	
  

RIO	
  DE	
  JANEIRO	
  

WHAT	
  IF...	
  
Leadership and innovation presentation to UiO Green IT School
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Leadership and innovation presentation to UiO Green IT School

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In October 2013 I gave a presentation to the University of Oslo's Green IT School. The topic was on innovation and leadership in business given the evolving context we live in - where some issues are becoming existential.

Doing business in an environment that is volatile, unpredictable, complex and ambiguous demands a different kind of leadership; a different sense of calm if you will. Where does this come from? This was my attempt to relate a view on the contextual picture along with some principles of 'leadership from the future' that Veronica Lie, a Xyntéo colleague, and I wrote about in the run up to the 2013 Performance Theatre in Istanbul, Turkey - amazingly enough held at the precise time of the riots at Taksim square.

Enjoy - questions and comments appreciated.

Original article available here: http://issuu.com/xynteo/docs/pages_from_leadership_paper

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Leadership and innovation presentation to UiO Green IT School

  1. 1. We  are  Xyntéo.     We  are  reinven/ng  growth.   A  discussion  on  leadership     and  innova/on   Rick  Wheatley   07  October  2013  
  2. 2. The  end  of  business  as  usual   The  coil  is  /ghtening,  uncertainty  growing   CONNECTIVITY   CARBON  BUBBLE?   (NOT  SO)  GREAT   EXPECTATIONS   Centralised  authority  is  ill-­‐ suited  to  a  networked   world     Stranded  assets  debate   gains  momentum  –  moves   from  NGO  sphere  to  banks   and  The  Economist   For  the  first  /me  in  a   century,  OECD  middle  class   children  can  no  longer   expect  to  fare  beTer  than   their  parents   CONSUMER     PREFERENCES  EVOLVING   ENERGY  TRANSITION     IS  HERE   SHARED  VALUE   ADVANCING   New  breed  of  connected   consumers  expect  more   from  business   Renewables  are  outpacing   projec/ons  and  reaching   parity  in  coal-­‐rich   geographies   Major  businesses  taking   steps  towards  a  post-­‐ shareholder,  post-­‐CSR   value  proposi/on   CLIMATE  CHANGE     EFFECTS   Michael  Bloomberg  lays   out  $20  billion  plan  to   prepare  NYC  for  a  hoTer   world   TRUE  COST  OF     CURRENT  MODEL   How  much  pollu/on  will   society  tolerate?   ENDEMIC  WASTE  &   INEFFICIENCY   1  billion  people  have  too   liTle  to  eat.  1.4  billion   people  eat  too  much.  1/3   of  all  food  produced  is  lost   or  wasted   HIGH  VELOCITY   TECHNOLOGY   Crea/ng  both  “goods”  and   “bads”,  technology  is   enabling  small  actors  to   topple  tradi/onal  power   holders   www.xynteo.com   2  
  3. 3. THE  IMPERATIVE  OF  OUR  TIME?  
  4. 4. The  disrup/on  squeeze   Incumbents  need  to  adapt  to  new  rules,  new  players   THE  INCUMBENTS     Playing  in  a  world  where     scale  and  precedent  offer   no  guarantees  of     protec/on   S NEW  PLAYERces     an    technological  adv Uncertainty  and g  new  players  to  upset   are  enablin rvices    new  products/se incumbents  with aper  and  beKer  suited   that  are  both  che to  the  future     NEW  RULES     Social,  environm pressures  are  forental  and  economic   someOmes  erraOcing  policymakers  to  act,   cally,  to  change  t of  the  game   he  rules     EXAMPLES  OF  TOPPLED  INCUMBENTS:   www.xynteo.com   4  
  5. 5. Leaders  of  men   The  end  of  clarity   Today’s  leadership   context  is  clouded  by   uncertainty.  The  goal  is   not  a  bright  polestar   against  a  blacksky.  The   terrain  is  shiUing.   www.xynteo.com   6  
  6. 6. Three  bellweathers  of  the  new     leadership  context?     2001   2007   2008 9/11  TERRORIST  ATTACK   IPCC  4th  ASSESSMENT  REPORT   GLOBAL  FINANCIAL  CRISIS               The  terrorist  aKack  illustrated,  in   frightening  relief,  the  limits  of   centralised,  hierarchical  power   structures  in  the  face  of   asymmetrical  compeOOon.   ScienOsts  coalesced  around  the   view  that  human  economic   acOvity,  powered  by  hydrocarbon-­‐ fuelled  technologies,  was   damaging  the  stability  of  our   climate.   The  financial  crisis  shook  our  faith   in  the  markets  that  had  fed  our   quite  remarkable  growth  from   the  18th  century  onwards.   www.xynteo.com   7  
  7. 7. Five  leadership  abili/es   To  create  a  new  kind  of  growth   1   ABILITY  TO  LEAD   ORGANISATIONS  THAT  CREATE   MORE  VALUE  THAN  THEY   CAPTURE   "There  aren’t  so  many   companies  that  think  much   about  others  and  liKle  of  itself.   And  I  think  it  really  started  in   the  80s,  that  the  only  obligaOon   of  a  buisness  is  to  make  money   for  its  shareholders.  We’ve   seen  where  this  has  taken  us.     You  have  an  obligaOon  if  you’re   in  business  to  create  value.  We   should  create  more  value  than   we  capture."     Edited  transcript  of  a  lecture  by     Tim  O’Reilly,  Stanford  University   www.xynteo.com   8  
  8. 8. Five  leadership  abili/es   To  create  a  new  kind  of  growth   2   ABILITY  TO  SEE  AND  ACT   ACROSS  SYSTEMS   "In  Iraq,  when  we  first  started,  the  quesOon   was,  ‘Where  is  the  enemy?’  That  was  the   intelligence  quesiton.  As  we  got  smarter,  we   started  to  ask,  ‘Who  is  the  enemy?’  And  we   thought  we  were  preKy  clever.  And  then  we   realised  that  wasn’t  the  right  quesOon,  and   we  asked  ‘What’s  the  enemy  doing  or  trying   to  do?’  And  it  wasn’t  unOl  we  got  further   along  that  we  said,  ‘Why  are  they  the   enemy?’     Not  unOl  you  walk  yourself  along  that   intellectual  path  do  you  realise  that’s  what   you  have  to  understand,  parOcularly  in  a   counterinsurgency  where  the  number  of   insurgents  is  completely  independent  of   simple  math."     -­‐  Stanley  McChrystal   www.xynteo.com   9  
  9. 9. Five  leadership  abili/es   To  create  a  new  kind  of  growth   3   ABILITY  TO  ACCEPT   UNCERTAINTY  AS  THE  NEW   NORM  AND  THRIVE   "One  day  there  was  a  lily  pad  in   a  corner  of  a  village  pond.   Every  day  the  number  of  lily   pads  doubled,  yet  the  increase   seemed  marginal.  For  the  first   28  days,  no  one  even  noOced.   Suddenly,  on  the  29th  day,  half   the  pond  was  covered.  The   villagers  were  alarmed  and   called  a  meeOng.  But  a  soluOon   eluded  them,  and  the  next  day   the  coverage  was  complete."     -­‐    Peter  Senge,  on  a  metaphor  about   disrup/on   www.xynteo.com   10  
  10. 10. Five  leadership  abili/es   To  create  a  new  kind  of  growth   4   ABILITY  TO  ENABLE  ACTION     BY  OTHERS   Ricardo  Mud  is  a  giUed  conductor  known  for   his  passionate  Mozart  performances.  Forceful   and  almost  dictator-­‐like  in  style,  he  rose  to   become  the  Principle  Conductor  of  the  famed   Filarmonica  della  Scala  in  Milan.     A  few  years  on,  all  700  members  of  his   orchestra  signed  a  leKer  asking  for  his   resignaOon  –  they  didn’t  want  to  work  with  a   conductor  who  saw  them  strictly  as   instruments.     A  great  conductor,  much  like  a  great  leader,   must  enable  and  moOvate  his  orchestra  to   flourish  individually  –  provide  a  framework  for   acOon  but  allowing  the  orchestra  to  build   music  as  they  play  along.   www.xynteo.com   11  
  11. 11. Five  leadership  abili/es   To  create  a  new  kind  of  growth   5   ABILITY  TO  MASTER  THE   “IRRATIONAL  TENTH”   "Nine-­‐tenths  of  tacOcs  are   certain,  and  taught  in  books:   but  the  irraOonal  tenth  is  like   the  kingfisher  flashing  across   the  pool,  and  that  is  the  test  of   generals.  It  can  only  be  ensured   by  insOnct,  sharpened  by   thought  pracOsing  the  stroke  so   oUen  that  at  the  crisis  it  is  as   natural  as  a  reflex."     -­‐  T.  E.  Lawrence   www.xynteo.com   12  
  12. 12. PARIS   SAN  FRANCISCO   TOKYO   RIO  DE  JANEIRO   WHAT  IF...  

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