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Leadership In Uncertain World

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Presented by Faisal Hoque at the #AirBus Leadership University.

“These tumultuous times can present us with ground-breaking opportunities for changing how we see the world, and how we operate within it.” - WEF

The constant cascade of social, economic, and technological change is reshaping our globe. Workforces are increasingly dispersed, demanding of self-expression, and quite possibly disengaged. Within this topsy-turvy context, leaders must spark #creativity, drive #innovation, and ensure #sustainability.

What are the remedies? The newest problems of the world find solutions in the oldest and timeless practices such as #mindfulness, authenticity, perseverance, and #empathy―because Everything Connects.


Published in: Leadership & Management
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Leadership In Uncertain World

  1. 1. By Faisal Hoque founder of: LEADERSHIP IN UNCERTAIN TIMES The constant cascade of social, economic, and technological change is reshaping our globe. Workforces are increasingly dispersed, demanding of self-expression, and quite possibly disengaged. Within this topsy-turvy context, leaders must spark creaAvity, drive innovaAon, and ensure sustainability. What are the remedies? The newest problems of the world find soluAons in the oldest and Ameless pracAces such as mindfulness, authenAcity, and perseverance―because Everything Connects. Presented at: Image: Nick Scheerbart Leadership University
  2. 2. AGENDA •  Our Ever Changing World •  Everything Connects •  Growth And Disruption •  Capabilities And Platforms •  The Takeaway
  3. 3. “Unprecedented forces are reshaping society, economics, politics and our planet .” - WEF
  4. 4. “Such change, however, brings with it significant globally interconnected risks, risks which must be factored into modern life.” - WEF
  5. 5. “These tumultuous times can present us with ground- breaking opportunities for changing how we see the world, and how we operate within it.” - WEF
  6. 6. From big data to the gig economy to social selling to generation Z to AR/VR to IoT, these buzzwords are starting to have real, mainstream impact.
  7. 7. Technological transformations will continue to reshape the way the business world is organized.
  8. 8. “Extinction is the rule. Survival is the exception.” – Carl Sagan
  9. 9. GE was founded as an electricity generator and producer of lighAng components to create the power industry. But over its 130 plus year history, it has conAnually challenged itself to innovate and has produced everything from jet engines to industrial IoT.
  10. 10. 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.
  11. 11. The right choices can become the wrong choices very quickly.
  12. 12. We can’t predict the future. But we can make sure that we are prepared to live it, make sense of it, and orchestrate its upheavals as strategically as possible.
  13. 13. Keep asking the right questions, and you'll be wrong about the future less often.
  14. 14. AGENDA •  Our Ever Changing World •  Everything Connects •  Growth And Disruption •  Capabilities And Platforms •  The Takeaway
  15. 15. - Everything Connects
  16. 16. The beRer we understand the nature of the world, the beRer we can move in the world. The better we understand the nature of ourselves, the better we can move within ourselves.
  17. 17. When we know ourselves, we can act with a confidence that is our own.
  18. 18. DevoAon is our sustainable resource. With it we can day by day improve ourselves, our teams, and our world.
  19. 19. A humanistic, holistic ‪mindful ‪leader arranges moments of progress with ‪gratitude and ‪empathy.
  20. 20. AGENDA •  Our Ever Changing World •  Everything Connects •  Growth And Disruption •  Capabilities And Platforms •  The Takeaway
  21. 21. DisrupAve leadership isn't about change for the sake of change. It's about integrating change into the modus operandi of the company—which, of course, is easier said than done. The disruptive imperative
  22. 22. 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 organizaAons as they are to individuals.
  23. 23. How do we counteract these two forces and become more open to change? •  Seek out serendipitous connecAons •  Build a diverse network of resources •  Encourage your team to do the same Effective leaders develop a ‘beginner's mind’ and are ‘intentionally omnivores’.
  24. 24. Not to guide an organizaAon along a familiar course during difficult Ames, but to keep the ship steady as it steers in a new direction. They guide others through chaos
  25. 25. Leading by consensus has its place in the business world, but you can't focus-group your way to an effective new playbook when the landscape changes abruptly. They're decisive
  26. 26. Modifying your assumpAons and adapting your plans depending on your results is the standard practice of the most effecAve disrupAve leaders. They thrive on uncertainly
  27. 27. AGENDA •  Our Ever Changing World •  Everything Connects •  Growth And Disruption •  Capabilities And Platforms •  The Takeaway
  28. 28. Agility is the ability to sense changes in economic condiAons and the compeAAve landscape, and to proacAvely implement a response. Agile organizations learn to radically reinvent their competencies—including those that made them the most compeAAve only yesterday.
  29. 29. If vision is an expression of the soul of an organizaAon, plaorm 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.
  30. 30. Crucial to sustainable growth is the constant need to embrace new ways of doing business altogether. This means new structures, the creation and sharing of new types of information, and the establishment of new decision-making processes.
  31. 31. 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.
  32. 32. 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 capabiliAes.
  33. 33. Start experimenting and delegating responsibilities Change may or may not be woven into the fabric of your company culture, but someAmes circumstances require it. People often learn more about each other when they have to change together.
  34. 34. AGENDA •  Our Ever Changing World •  Everything Connects •  Growth And Disruption •  Capabilities And Platforms •  The Takeaway
  35. 35. Shadoka’s por:olio of offerings enables entrepreneurship, growth, and social impact. Our customers and partners aspire to create sustainable value. They are focused on repeatable and measurable impact. We enable their aspiraAons. We bring together the management frameworks, digital pla:orms, and thought leadership for: •  EvaluaFon, execuFon, and monitoring of innovaFon and growth programs •  Scaling sales, revenue, and profitability •  CreaFon and management of digital communiFes and marketplaces About SHADOKA Follow us @shadokaventures shadoka.com
  36. 36. About Me Founder of Shadoka and other companies. Shadoka enables entrepreneurship, growth, and social impact. Formerly of GE and other global brands. Author of several books, including Everything Connects – How to Transform and Lead in the Age of CreaAvity, InnovaAon and Sustainability (McGraw Hill) and Survive to Thrive – 27 PracAces of Resilient Entrepreneurs, Innovators, And Leaders (MoFvaFonal Press). Follow me @faisal_hoque faisalhoque.com

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