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HOW TO TRANSFORM
AND LEAD IN THE AGE
OF AGILITY AND
INNOVATION
By Faisal Hoque 
founder of:
What an agile organiza5on
is made of.
Photo by Mike Wilson on Unsplash
AGENDA
•  MINDSET
•  PLATFORM
•  CAPABILITIES
“Extinction is the
rule. Survival is the
exception.”
– Carl Sagan
Being different has
always mattered, but now
it matters even more.
The right choices can
become the wrong
choices very quickly.
GE was founded as an electricity
generator and producer of ligh5ng
components to create the power
industry. But over its 130 plus year
history, it has con5nually
challenged itself to innovate and
has produced
everything from jet
engines to industrial
IoT - yet they are
loosing valuation. 
"In a world of new highs,
we have General Electric
hitting fresh new lows.”.
– CNBC, Oct 24th, 2017
In 1966, Nintendo started
producing electronic games
and consoles and eventually became famous
for Super Mario and Donkey Kong video
games. However, the company
existed several centuries
before that -- producing everything from
playing cards to vacuum
cleaners, and instant rice.
Agility is the ability to sense
changes in economic condi5ons and
the compe55ve landscape, and to
proac5vely implement a response.
Agile organizations learn to
radically reinvent their
competencies—including those that
made them the most compe55ve only
yesterday.
Fundamental forces at play that
cause resistance to change:
•  An internal limitation that
causes a person to feel like
they are unable to change;
•  The inability to keep up
with the external change
around them.
Equally applicable to
organiza5ons as they are to
individuals.
AGENDA
•  MINDSET
•  PLATFORM
•  CAPABILITIES
If vision is an expression of the soul of
an organiza5on, plaVorm is its body.
The assets, whether internal or
external, lend the company its "core
competencies," which tend to grow
organically. 

Competencies are platforms,
or assets with business
applications.
Authentic Purpose
Every company needs to pin down ‘why
we do what we do’. That’s the company’s
North Star, guiding every aspect from
recruitment to customer management to
product development and sales. A strong
purpose drives growth and profitability.
A Powerful Brand
Some basic rules to connect, shape,
influence, and lead with your products
and brands:

•  Choose your target audience
•  Connect with the public
•  Inspire your customers
Being different has always ma`ered,
but now it ma`ers even more.
Unique Offering
Repeatable Sales
and Customers
It’s one thing to sign up a few
customers; it’s another thing to
design and implement sales and
customer care processes that can
be successfully deployed again
and again at ever greater scale.
Technological
transformations will
continue to reshape the
way the business world
is organized.
AGENDA
•  MINDSET
•  PLATFORM
•  CAPABILITIES
Crucial to sustainable growth is the
constant need to embrace new ways
of doing business altogether. This
means new structures, the
crea5on and sharing of new types
of information, and the
establishment of new decision-
making processes.
Bringing in a persuasive leader or two
might help, but it comes down to the
ability of the leadership
team to foster collective
change-management
capabilities.
Look At Processes,
Not Just People

•  Closely examine your current
strategy. 
•  Next, analyze the impact of the
work of your team, partners, and
customers. 
•  Finally, evaluate your present
capabili5es.
Start Experimenting
and Delegating
Responsibilities

Change may or may not be
woven into the fabric of your
company culture, but
some5mes circumstances
require it. People ocen learn
more about each other when
they have to change together.
Agility, at the
organiza5onal level, isn't
about catching the next
big fish to swim by. It's
about teaching your
entire company to go
fishing, and changing
the rules for making a
catch.
The Way Forward

A digital transforma5on strategy aims to
create the agile capabili5es of fully
leveraging the possibilities and
opportunities of new
technologies and their impact
faster, better and in more
innovative way in the future. It
starts with answering essen5al ques5ons
such as the what, why, how and who.
Assess, Learn, Grow, Monitor

Transforma5onal journey towards agility and
innova5on requires constant assessment,
learning, growth, and monitoring of: 

1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Shadoka enables aspira5ons to lead, innovate, and
transform. Shadoka’s accelerators and solu5ons bring
together the management frameworks, digital
plaVorms, and thought leadership to enable
innova5on, transforma5on, entrepreneurship, growth
and social impact.

We bring together the management frameworks,
digital pla?orms, and thought leadership for:

•  Evalua5on, execu5on, and monitoring of
programs
•  Scaling sales, revenue, and profitability
•  Crea5on and management of digital communi5es
and marketplaces
About SHADOKA
Follow us @shadokaventures
shadoka.com
About Me
Founder of Shadoka

A Top 100 Thought Leader. A Top 100 Most Influen6al
People in Technology. Founder, CEO, Chairman, and/
or board member of mul5ple interna5onal
companies. Author of mul5ple publica5ons on
leadership, entrepreneurship, management,
innova5on, and mindfulness. A regular, top
contributor to Fast Company, Business Insider,
Medium, and other publica6ons with thousands of
viral social media followers from around the globe.

Follow me @faisal_hoque
faisalhoque.com

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How To Transform And Lead In The Age of Agility And Innovation

  • 1. HOW TO TRANSFORM AND LEAD IN THE AGE OF AGILITY AND INNOVATION By Faisal Hoque founder of: What an agile organiza5on is made of. Photo by Mike Wilson on Unsplash
  • 2.
  • 4. “Extinction is the rule. Survival is the exception.” – Carl Sagan
  • 5. Being different has always mattered, but now it matters even more.
  • 6. The right choices can become the wrong choices very quickly.
  • 7. GE was founded as an electricity generator and producer of ligh5ng components to create the power industry. But over its 130 plus year history, it has con5nually challenged itself to innovate and has produced everything from jet engines to industrial IoT - yet they are loosing valuation. "In a world of new highs, we have General Electric hitting fresh new lows.”. – CNBC, Oct 24th, 2017
  • 8.
  • 9. In 1966, Nintendo started producing electronic games and consoles and eventually became famous for Super Mario and Donkey Kong video games. However, the company existed several centuries before that -- producing everything from playing cards to vacuum cleaners, and instant rice.
  • 10. Agility is the ability to sense changes in economic condi5ons and the compe55ve landscape, and to proac5vely implement a response. Agile organizations learn to radically reinvent their competencies—including those that made them the most compe55ve only yesterday.
  • 11. Fundamental forces at play that cause resistance to change: •  An internal limitation that causes a person to feel like they are unable to change; •  The inability to keep up with the external change around them. Equally applicable to organiza5ons as they are to individuals.
  • 12.
  • 14. If vision is an expression of the soul of an organiza5on, plaVorm is its body. The assets, whether internal or external, lend the company its "core competencies," which tend to grow organically. Competencies are platforms, or assets with business applications.
  • 15. Authentic Purpose Every company needs to pin down ‘why we do what we do’. That’s the company’s North Star, guiding every aspect from recruitment to customer management to product development and sales. A strong purpose drives growth and profitability.
  • 16. A Powerful Brand Some basic rules to connect, shape, influence, and lead with your products and brands: •  Choose your target audience •  Connect with the public •  Inspire your customers
  • 17. Being different has always ma`ered, but now it ma`ers even more. Unique Offering
  • 18. Repeatable Sales and Customers It’s one thing to sign up a few customers; it’s another thing to design and implement sales and customer care processes that can be successfully deployed again and again at ever greater scale.
  • 19. Technological transformations will continue to reshape the way the business world is organized.
  • 20.
  • 21.
  • 23. Crucial to sustainable growth is the constant need to embrace new ways of doing business altogether. This means new structures, the crea5on and sharing of new types of information, and the establishment of new decision- making processes.
  • 24. Bringing in a persuasive leader or two might help, but it comes down to the ability of the leadership team to foster collective change-management capabilities.
  • 25. Look At Processes, Not Just People •  Closely examine your current strategy. •  Next, analyze the impact of the work of your team, partners, and customers. •  Finally, evaluate your present capabili5es.
  • 26. Start Experimenting and Delegating Responsibilities Change may or may not be woven into the fabric of your company culture, but some5mes circumstances require it. People ocen learn more about each other when they have to change together.
  • 27. Agility, at the organiza5onal level, isn't about catching the next big fish to swim by. It's about teaching your entire company to go fishing, and changing the rules for making a catch.
  • 28. The Way Forward A digital transforma5on strategy aims to create the agile capabili5es of fully leveraging the possibilities and opportunities of new technologies and their impact faster, better and in more innovative way in the future. It starts with answering essen5al ques5ons such as the what, why, how and who.
  • 29.
  • 30. Assess, Learn, Grow, Monitor Transforma5onal journey towards agility and innova5on requires constant assessment, learning, growth, and monitoring of: 1) People and Culture; 2) Capacity and Capabilities; 3) Innovation; and 4) Technology.
  • 31.
  • 32. Shadoka enables aspira5ons to lead, innovate, and transform. Shadoka’s accelerators and solu5ons bring together the management frameworks, digital plaVorms, and thought leadership to enable innova5on, transforma5on, entrepreneurship, growth and social impact. We bring together the management frameworks, digital pla?orms, and thought leadership for: •  Evalua5on, execu5on, and monitoring of programs •  Scaling sales, revenue, and profitability •  Crea5on and management of digital communi5es and marketplaces About SHADOKA Follow us @shadokaventures shadoka.com
  • 33. About Me Founder of Shadoka A Top 100 Thought Leader. A Top 100 Most Influen6al People in Technology. Founder, CEO, Chairman, and/ or board member of mul5ple interna5onal companies. Author of mul5ple publica5ons on leadership, entrepreneurship, management, innova5on, and mindfulness. A regular, top contributor to Fast Company, Business Insider, Medium, and other publica6ons with thousands of viral social media followers from around the globe. Follow me @faisal_hoque faisalhoque.com