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Lead don't manage


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Lead don't manage

  1. 1. Leadership is not seniority or one’s posi0on in the hierarchy of a company Leadership has nothing to do with 0tles Leadership is not personal a7ributes -­‐ You don’t need to be extroverted charisma0c Leadership isn’t management Peter Drucker: “The only defini0on of a leader is someone who has followers.” Warren Bennis: “Leadership is the capacity to translate vision into reality.” Bill Gates: “As we look ahead into the next century, leaders will be those who empower others.” John Maxwell: “Leadership is influence – nothing more, nothing less.”
  2. 2. 2001 Survey – IT used by Leader and company Used frequently by leader Some0mes used by leader Used by employees but not leader Is not used by Company Email 77 13 10 0 Informa0on 37 50 13 0 search Project management 16 16 32 36 Inventory management 28 11 37 24 Internet marke0ng 16 17 49 18 Personel management 21 19 33 27 Internet based sale 5 11 34 50
  3. 3. Big data is a leadership problem……… Leaders do not need to understand the technical details and programming of everything from the cloud to SAP. Florian Ze,elmeyer, director of the Program on Data Analy9cs at Kellogg School of Business BIG DATA Is the death of the HIPPO
  4. 4. 1989 something like this arrived at my desk WHY???
  5. 5. Leadership and management is an interdependent partnership
  6. 6. A leading analyst company recently came to the conclusion: • “60% of the CIOs will no longer be in the same posi0on in five years as the majority do not capture digital issues.” • “At the moment, the average length of employment for a CIO is three years.” This is not new informa0on, but nevertheless it is a strong signal about the expected changes to come. It is also an indica0on of the lack of aligned expecta0ons between the CIOs (Chief Informa0on Officer’s) and their management.
  7. 7. “We expect to see the concept referred to as “CIO-­‐Plus”. Meaning CIO’s who will undertake extra responsibili9es outside their classical domain. Some CIO’s will prove capabili9es around process, execu9on and management. These types of CIO’s can follow the route to COO-­‐roles, where addi9onal cross-­‐func9onal areas are added to the role. Indeed here we can add a third general capability for tomorrow’s CIO – the change leader……….. “ “We also expect boards to focus more on digital strategies and this makes it even more important to develop a governance model where boards and general management can produc9vely understand and discuss poten9al strategic enablers driven by technology. “
  8. 8. A new CMS at Board of execuHves With liJle technology competences Chief InformaHon Officer -­‐ CIO Head of CommunicaHons & staff Cri0cal fundamental issue: “To understand the company’s strategy, business and value creaHon to the extent that you will be able to fix an order of priority And to challenge digital opportuniHes” Head of Digital & staff Chief InformaHon Officer -­‐ CIO Head of CommunicaHons + & staff + + + Head of Digital & staff
  9. 9. Concept, IA, design & soluHon design Digital design Choice of CMS Pre analysis Technical analysis Project Strategy Content Strategy InformaHon architecture ImplementaHon First Launch Adjustment OperaHon Planning of next Phases Work on content and UX Agile Developement SpecificaHon of details
  10. 10. Our key points • Involvement on all internal levels • External advice builds internal trust • Make way for fast decisions • Easy access to all relevant persons • Involve vendors and suppliers in understanding the strategic goals • Communicate a lot and to all stakeholders • It is beJer to cancel a meeHng than not being able to find Hme for one • Recognize that the HIPPO is not exHnct yet
  11. 11. ReflecHons How do you ensure that the management and the board conHnuously receive informaHon about and are involved in the technological opportuniHes? How will the board and the management achieve certainty about what can be expected from the IT/ digital department? How do you ensure that IT-­‐related ideas are not only Hed to the exisHng context? How do you ensure that anyone related to strategy and innovaHon does not develop plans, which technologically and architecture-­‐ wise are too unrealisHc or expensive?
  12. 12. Leadership and management is an interdependent partnership