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


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Transformation is driven by an acknowledged need to grow and change, followed by thinking differently about the old ways and means.

The term transformation originated with biology and genetics. In short, biological transformation refers to the introduction of something organic and systemic that can change the essential nature of a cell. Its purpose is to invoke change. The transformative process is nearly identical for every organization today: introduce a new goal, add the variable, and transform it into creativity and innovation.

Published in: Business
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How To Transform And Lead In The Age of Agility And Innovation

  1. 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
  3. 3. “Extinction is the rule. Survival is the exception.” – Carl Sagan
  4. 4. Being different has always mattered, but now it matters even more.
  5. 5. The right choices can become the wrong choices very quickly.
  6. 6. 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
  7. 7. 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.
  8. 8. 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.
  9. 9. 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.
  11. 11. 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.
  12. 12. 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.
  13. 13. 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
  14. 14. Being different has always ma`ered, but now it ma`ers even more. Unique Offering
  15. 15. 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.
  16. 16. Technological transformations will continue to reshape the way the business world is organized.
  18. 18. 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.
  19. 19. 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.
  20. 20. 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.
  21. 21. 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.
  22. 22. 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.
  23. 23. 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.
  24. 24. 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.
  25. 25. 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
  26. 26. 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