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Developing a digital mindset for non digital leaders: Fiona Phillips

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Forrester’s The Sorry State of Digital Transformation in 2018 reports that in 37% of companies, CIOs lead digital transformation projects, the largest cohort out of the C-Suite. Why is such an important process in the evolution of the company still in the hands of the CIO alone, when it is clearly a critical component of the broader business strategy and its success?

The modern digital era now demands that technology leaders become product owners and business executives understand how technology can be a key driver of how the business operates, delivers and grows. It’s within that tight integration that the transformative magic of digital can happen and add value back to the business and its customers.

Key Takeaways: Fiona will draw on her first-hand experience leading very complex transformation agendas within the banking, insurance and telco sectors to share how leaders can learn from technologists and why mindset needs to be at the heart of an organisation’s value creation.

Published in: Leadership & Management
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Developing a digital mindset for non digital leaders: Fiona Phillips

  1. 1. DEVELOPING A DIGITAL MINDSET FOR NON DIGITAL LEADERS Fiona Phillips
  2. 2. PROJECT FAILURE RATE IS HIGH Gartner reports that 75% of all projects fail to meet their objectives
  3. 3. YOU DON’T BECOME A DIGITAL ORGANISATION THROUGH TECHNOLOGY
  4. 4. WHAT DO WE MEAN BY DIGITAL MINDSET Hatred for bureaucracy & complexity Obsession with the front line Passion for the customer a mindset is a set of beliefs and a way of thinking that informs behaviour
  5. 5. SPEED IS THE NEW FRONTIER “Don’t break down big things into big plans. Break big things into small things with small plans.” - Jeff Patton
  6. 6. THE ZONE BETWEEN GOOD GOVERNANCE AND COMPETITIVE ADVANTAGE GOVERNANCE FRAMEWORKS CUSTOMER VALUE PROCESSES & TOOLS SPEED OF EXECUTION
  7. 7. It’s behavioural! IDEAS DATA & INSIGHTS MVPs BuildLearn Measure DELIVER VALUE FAST
  8. 8. EXPERIMENT BEFORE SCALING Evolve from idea to delivery using a thin slice of cross functional capability
  9. 9. Founder-led companies outperform the rest by 3:1 Founder’s Index 1990 20141994 1998 2002 2006 2010 Other 2014 S&P 500 Companies Source: The Founder's Mentality. Zook & Allen Autonomy - the need to direct your own life and work Mastery - the desire to improve Purpose - working towards something larger and more important than ourselves WHY THIS IS IMPORTANT
  10. 10. BEYOND THE THEATRE OF AGILE
  11. 11. Capable of holding multiple points of view; being open to the possibilities of the unknown TRAITS OF AN ADAPTIVE LEADER Curious, always asking “how does that work?” or “I wonder if?” Tolerant of ambiguity, using experiments and measures to clear the fog See the system at work; gets off the dance floor and onto the balcony
  12. 12. “The illiterate of the 21st century will not be those who cannot read and write. It will be those who cannot learn, unlearn and relearn” - Alvin Toffler
  13. 13. HOW TO RESPOND ● Create the condition that allow teams to experiment and feel the new way of working ● Identify and eradicate the impediments to speed ● Get off the dancefloor and onto the balcony ● Build feedback and learning loops ● Be patient
  14. 14. LOOK FOR THE EVIDENCE that shows you moving in the right direction CURIOSITY over judgement EXPERIMENTATION over detail From ENTERPRISES to ECOSYSTEMS SPEED over perfection COLLABORATION over hierarchy TRANSPARENCY over compliance DIVERSITY of thought
  15. 15. “If not us, who? If not now, when?” - John F Kennedy
  16. 16. ● Get out of the way and create conditions for aligned autonomy ● Measure the behaviour you want to change ● Use experiments to test and learn and test again ● Prioritise connecting with your customers and frontline ● Reward what you want to reinforce ● Recognise the discomfort of the anti-pattern WHERE TO FOCUS
  17. 17. BOOK CLUB
  18. 18. THANKS FOR LISTENING fiona.phillips@thoughtworks.com

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