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The main challenge at many large
companies is not to find out what to do, but
how to do it.
The point is that adapting an ...
Stefan
Lindegaard
Strategy,
Transformation
and Leadership in
a Digital World
CEO / Thought Leader
stefanlindegaard@me.com
...
Where are
YOU headed?
A network and skills exercise
• Draw a 6 by 6 matrix
Digitalization Innovation
management
Leadership
skills
Coding Finance
Peter
Nisha
Sharon
Chen
August
A network and skills exercise
• Five people you interact with the most on
work and career related issues
• Five capabiliti...
BONUS!
• Capabilities / skills / types of mindset or
thinking that are most relevant for your
work and career in 2020
• Wh...
Strategy
My starting points
• Transparent, open, connected
• More disruption, same competition level
• Listen, adapt, experiment an...
Exponential growth = merging technologies =
merging/new industries
What should Singapore consider?
Stay relevant, survive and prosper!
Disruption
Disruption is a two-headed monster
Markets
+
Organization
Thought sparks on knowledge disruption
In a way, Facebook’s platform is shrinking.
Just a few years ago, almost every post a
user made was text. But today, an
ag...
Corporate innovation
management
Two key elements for corporate
innovation management
Corporate innovation capabilities
=
Innovation outcomes
TBX – middle managers stop innovation
just by doing their jobs
Digital capabilities for
corporate innovation
A key question
for executives
and corporate
innovation
teams today is:
How can robots,
machines and
artificial
intelligence help us
do our jobs better?
The human factor is the heart and soul of
corporate innovation efforts.
This leads to failures as well as successes.
Analog by nature
Humans are analog beings.
Knowledge, experience and relationships
reside inside the heads of people
#taci...
Emotional intelligence (EQ)
EQ can bring out great things, but it can also
lead to decisions being based on (wrong)
percep...
Close mindedness
People are often drawn to people they like
and who are like themselves. Just look at
top leadership teams...
AICI connects human factors with digital
capabilities to reduce failures and enhance
successes within corporate innovation.
Where everyone benefits
1. Decision intelligence
2. Ecosystem management
3. Pattern detection and recognition
4. People id...
Our two-headed approach
1. We identify and answer the big questions
(think tank)
2. We develop digital platforms, services...
Organizational change,
corporate culture and people
The triangle for transformation
• CEO and top executives
• A core team
• ??
Successful organizations tend to be
rooted in networked business structures
and approaches
The “best” people?
• Competence /potential
• Adaptability is key
– but in which direction?
• Communities and networks
• Cr...
Who should be trained?
• The team itself
• Executives
• Managers
• Employees
• Key external stakeholders
What group is the...
The outside voice matters the most when
working to change internal perceptions
A good example by GE
A good example by GE
A CFO is wary about investing in the training
and education of the employees.
He asks the CEO: ”What happens if we
invest ...
Stefan
Lindegaard
Let’s stay in
touch.
CEO / Thought Leader
stefanlindegaard@me.com
Follow my work on LinkedIn
TEM April
TEM April
TEM April
TEM April
TEM April
TEM April
TEM April
TEM April
TEM April
TEM April
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TEM April

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My talk at TEM, Paris - April 2017

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TEM April

  1. 1. The main challenge at many large companies is not to find out what to do, but how to do it. The point is that adapting an organization to new realities is difficult. Sometimes this even kills a company. Maybe yours?
  2. 2. Stefan Lindegaard Strategy, Transformation and Leadership in a Digital World CEO / Thought Leader stefanlindegaard@me.com Follow my work on LinkedIn
  3. 3. Where are YOU headed?
  4. 4. A network and skills exercise • Draw a 6 by 6 matrix
  5. 5. Digitalization Innovation management Leadership skills Coding Finance Peter Nisha Sharon Chen August
  6. 6. A network and skills exercise • Five people you interact with the most on work and career related issues • Five capabilities / skills / types of mindset or thinking that are most relevant for your work today • What are your key findings?
  7. 7. BONUS! • Capabilities / skills / types of mindset or thinking that are most relevant for your work and career in 2020 • What are your key findings? • Match this with your key people today
  8. 8. Strategy
  9. 9. My starting points • Transparent, open, connected • More disruption, same competition level • Listen, adapt, experiment and execute
  10. 10. Exponential growth = merging technologies = merging/new industries
  11. 11. What should Singapore consider?
  12. 12. Stay relevant, survive and prosper!
  13. 13. Disruption
  14. 14. Disruption is a two-headed monster Markets + Organization
  15. 15. Thought sparks on knowledge disruption
  16. 16. In a way, Facebook’s platform is shrinking. Just a few years ago, almost every post a user made was text. But today, an agglomeration of pictures, videos, text and live content define the platform. Without advances in computer vision and machine learning more broadly, Facebook would be handicapped by its own new features. “Content is getting more complex,” Mark Rabkin, Facebook’s VP of engineering for ads told me.
  17. 17. Corporate innovation management
  18. 18. Two key elements for corporate innovation management Corporate innovation capabilities = Innovation outcomes
  19. 19. TBX – middle managers stop innovation just by doing their jobs
  20. 20. Digital capabilities for corporate innovation
  21. 21. A key question for executives and corporate innovation teams today is:
  22. 22. How can robots, machines and artificial intelligence help us do our jobs better?
  23. 23. The human factor is the heart and soul of corporate innovation efforts. This leads to failures as well as successes.
  24. 24. Analog by nature Humans are analog beings. Knowledge, experience and relationships reside inside the heads of people #tacitknowledge.
  25. 25. Emotional intelligence (EQ) EQ can bring out great things, but it can also lead to decisions being based on (wrong) perceptions. #emotionsforgoodandbad
  26. 26. Close mindedness People are often drawn to people they like and who are like themselves. Just look at top leadership teams. #lackofdiversity
  27. 27. AICI connects human factors with digital capabilities to reduce failures and enhance successes within corporate innovation.
  28. 28. Where everyone benefits 1. Decision intelligence 2. Ecosystem management 3. Pattern detection and recognition 4. People identification and development 5. Technology mapping and understanding
  29. 29. Our two-headed approach 1. We identify and answer the big questions (think tank) 2. We develop digital platforms, services, and processes with our network (accelerator)
  30. 30. Organizational change, corporate culture and people
  31. 31. The triangle for transformation • CEO and top executives • A core team • ??
  32. 32. Successful organizations tend to be rooted in networked business structures and approaches
  33. 33. The “best” people? • Competence /potential • Adaptability is key – but in which direction? • Communities and networks • Create right conditions and let talent roam freely • Many kinds of intelligence https://www.linkedin.com/pulse/how- hire-best-people-corporate- innovation-stefan-lindegaard
  34. 34. Who should be trained? • The team itself • Executives • Managers • Employees • Key external stakeholders What group is the most important? Where do you start?
  35. 35. The outside voice matters the most when working to change internal perceptions
  36. 36. A good example by GE
  37. 37. A good example by GE
  38. 38. A CFO is wary about investing in the training and education of the employees. He asks the CEO: ”What happens if we invest in developing our people and then they leave the company?” The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
  39. 39. Stefan Lindegaard Let’s stay in touch. CEO / Thought Leader stefanlindegaard@me.com Follow my work on LinkedIn

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