In the driver's seat: leadership challanges in tomorrow's world_ Rome_May 27t...Isabella Cattan
There comes a time when people have a feeling that change is in the air. We live in such a time. The way we do business will be dramatically different in the future, as will the way we lead people and organizations. It is a perception based on experiences, observations, and trends, all of which add up to a sense that we are in an era of far-reaching change.
It is also a perception of employees becoming as concerned about living fulfilling lifestyles as they are about how much they earn—if not more so. Of talented individuals being able to change jobs at will. Of companies struggling to find young talent, while older employees continue to work past 60 and 70 years of age.
What are the implications for organizations and their leaders in the immediate and longer term? How will this affect the way that leaders lead? We wondered if it would be possible to identify the main drivers of change. How could we systematically analyze these drivers and their implications? What would be the right framework for such a
study?
Hence, the title of our seminar “In The Driver’s Seat” leadership challenges in Tomorrow’s World. This brought us to conduct a survey, led Sonia Biondi, Isabella Cattan and Simona Orlandi, to canvass business leaders for opinions about collective leadership and insight into four trends for the future of leadership development:
1. Focus on vertical development
2. Transfer of greater developmental ownership to the individual
3. Focus on collective rather than individual leadership
4. Greater focus on innovation in leadership development methods
5. Focus on multicultural leadership aspects
We analyzed the views of affirmed Leaders, young Leaders and tomorrow’s Leaders on their organizations’ leadership practices from a personal angle. We even conducted motivational group conversations with children and in-depth interviews with teachers, using clinical and scientific methods to establish new elements in the equation for tomorrow’s leaders.
In an effort to understand the causes and consequences of each one in detail, on three important levels: the business environment, organizations, and leaders and their teams, it also becomes spontaneous to ask: What do they have in common? Where do they cross over? To what extent do they reinforce or contradict each other, and how? And
what are the implications of the trends taken together for sustainability?
This led us to an important discovery. Not only does each trend have implications for organizational leaders, but combined they result in “re-inforcers” and dilemmas that will make life even tougher for leaders in the future. What this survey attempts to do is to investigate some of the indicators of long-term, fundamental change, then draw conclusions. In some ways, this is a counterintuitive exercise, for human beings tend not to question the world around them.
This document discusses the impact of connectivity and transparency in the digital age on organizations and leadership. It argues that the traditional top-down, "one-to-many" leadership style needs to shift to a culture of collective and connected leadership where everyone contributes their talents using available media technologies. When employees are highly connected through social and digital tools to coordinate work, it can largely eliminate the need for management. However, many companies still operate under outdated industrial principles and struggle to adapt to the new digital environment.
Organisaties en leiderschap in 21e eeuw enMenno Lanting
The document discusses the impact of technology and networks on organizations and leadership. It notes that companies must capitalize on complexity, reinvent customer relationships, and build operating dexterity to keep up with increasing innovation rates, declining corporate lifecycles, and the dominance of informal networks and social media. Trust and commitment in big companies is declining. Leadership requires embracing transparency, flexibility, speed, and an ability to lead digital followers.
Say good-bye to the old world: Industry 4.0 - impacts on the way we workFrauke Christiansen
In a nutshell: Industry 4.0 is not only about data and digitalization, but about our individual ability to adapt to and ideally welcome a new working world.
In the driver's seat: leadership challanges in tomorrow's world_ Rome_May 27t...Isabella Cattan
There comes a time when people have a feeling that change is in the air. We live in such a time. The way we do business will be dramatically different in the future, as will the way we lead people and organizations. It is a perception based on experiences, observations, and trends, all of which add up to a sense that we are in an era of far-reaching change.
It is also a perception of employees becoming as concerned about living fulfilling lifestyles as they are about how much they earn—if not more so. Of talented individuals being able to change jobs at will. Of companies struggling to find young talent, while older employees continue to work past 60 and 70 years of age.
What are the implications for organizations and their leaders in the immediate and longer term? How will this affect the way that leaders lead? We wondered if it would be possible to identify the main drivers of change. How could we systematically analyze these drivers and their implications? What would be the right framework for such a
study?
Hence, the title of our seminar “In The Driver’s Seat” leadership challenges in Tomorrow’s World. This brought us to conduct a survey, led Sonia Biondi, Isabella Cattan and Simona Orlandi, to canvass business leaders for opinions about collective leadership and insight into four trends for the future of leadership development:
1. Focus on vertical development
2. Transfer of greater developmental ownership to the individual
3. Focus on collective rather than individual leadership
4. Greater focus on innovation in leadership development methods
5. Focus on multicultural leadership aspects
We analyzed the views of affirmed Leaders, young Leaders and tomorrow’s Leaders on their organizations’ leadership practices from a personal angle. We even conducted motivational group conversations with children and in-depth interviews with teachers, using clinical and scientific methods to establish new elements in the equation for tomorrow’s leaders.
In an effort to understand the causes and consequences of each one in detail, on three important levels: the business environment, organizations, and leaders and their teams, it also becomes spontaneous to ask: What do they have in common? Where do they cross over? To what extent do they reinforce or contradict each other, and how? And
what are the implications of the trends taken together for sustainability?
This led us to an important discovery. Not only does each trend have implications for organizational leaders, but combined they result in “re-inforcers” and dilemmas that will make life even tougher for leaders in the future. What this survey attempts to do is to investigate some of the indicators of long-term, fundamental change, then draw conclusions. In some ways, this is a counterintuitive exercise, for human beings tend not to question the world around them.
This document discusses the impact of connectivity and transparency in the digital age on organizations and leadership. It argues that the traditional top-down, "one-to-many" leadership style needs to shift to a culture of collective and connected leadership where everyone contributes their talents using available media technologies. When employees are highly connected through social and digital tools to coordinate work, it can largely eliminate the need for management. However, many companies still operate under outdated industrial principles and struggle to adapt to the new digital environment.
Organisaties en leiderschap in 21e eeuw enMenno Lanting
The document discusses the impact of technology and networks on organizations and leadership. It notes that companies must capitalize on complexity, reinvent customer relationships, and build operating dexterity to keep up with increasing innovation rates, declining corporate lifecycles, and the dominance of informal networks and social media. Trust and commitment in big companies is declining. Leadership requires embracing transparency, flexibility, speed, and an ability to lead digital followers.
Say good-bye to the old world: Industry 4.0 - impacts on the way we workFrauke Christiansen
In a nutshell: Industry 4.0 is not only about data and digitalization, but about our individual ability to adapt to and ideally welcome a new working world.
This document discusses the changing nature of leadership in today's business environment. It outlines 5 major developments driving this change: 1) rapid technological innovation and adoption, 2) shorter lifespans of companies, 3) more informal vs formal organizations, 4) increased social media and connectivity, and 5) greater transparency. The document then presents four models of leadership that have evolved from a traditional top-down, formal approach to a more distributed, authentic, and connected approach where leaders facilitate goal-setting and empower followers through social media connections.
A presentation given as part of the MSc in Management at Leeds University Business School.
Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.
The evolution of Technology - from horseless carriage to Google+Menno Lanting
This document discusses the evolution of technology from the early horseless carriages to modern innovations. It notes that innovations often build on existing technologies and occur in clusters, with initial successes leading to further developments in similar areas. The document specifically cites three major 19th-20th century innovations - interchangeable parts, the gasoline engine, and electronic circuits - that formed an important cluster, driving standardization, increased mobility, and connectivity. It concludes by asking what might comprise the next major cluster of innovations.
Slides from: Five leadership practices that increase employee engagementFlashPoint
The Leadership Challenge Webinar Series is a series of webinars planned for 2014 by Sonoma Leadership Systems, featuring The Leadership Challenge content as the catalyst to build leadership capacity in organizations.
In this first presentation in the series, we examine the most significant driver of engagement - Leaders.
Leaders who more frequently “practice” leadership behaviors have employees who are more committed, motivated, loyal, and productive than those who do not.
Through the “Positive Workplace Attitudes” framework by researchers Jim Kouzes and Barry Posner, we discuss how a leader’s behavior impacts those around them.
Click through this slide presentation to see an overview of Joel Semeniuk's Exclusive Lecture on How Agile Sparked the 4th Industrial Revolution.
Last month Joel spoke with Scrum Alliance Executives about the concept of Industry 4.0 and how it applies to what we do in our workplaces.
“Accessing data and translating it in real-time to deliver more value is representative of how entire industries are thinking.”
• Has Industry 4.0 already made an impact on your organization?
• Will your company survive by 2020?
• How will you change in an economy driven by value?
Let us know your thoughts on Industry 4.0
Watch the video and learn how Agile is reshaping Manufacturing 4.0.
Too busy to watch? Listen to the audio
Visibility in Manufacturing: The Path to Industry 4.0Ubisense
Industry 4.0 is the next Industrial Revolution. It involves integrating data from many kinds of sensors to gain the necessary visibility to predict issues and self-diagnose as problems occur. To some manufacturers, the coming age of cyber-physical systems is the inevitable next step. For most, however, these concepts feel quite distant from today’s reality where many plants have yet to adopt the automation technologies of Industry 3.0, and are decades away from mass adoption of Industry 4.0.
While today Industry 4.0 is an aspiration, every company can benefit from greater visibility throughout the production process. This slide deck explores how the manufacturing plant is evolving from recording the past to controlling the present to predicting the future.
What You'll Learn From this Presentation:
-Where your company ranks among the four Industrial Revolutions
-How to get to the next stage
-How increased visibility can have a positive and resounding impact throughout the manufacturing process
-What it takes to embrace Industry 4.0
We hebben het niet makkelijk, de laatste jaren. Onze klant staat aan het roer en leidt het gesprek over ons merk – de controle hebben we zelf al lang niet meer. Nee, in de ‘people-economy’ bepalen relaties en vriendschap onze identiteit en toegevoegde waarde. We moeten mee in deze nieuwe stroming. Maar welke stappen zetten we om fundamenteel te veranderen? Hoe komen we van gesloten, hiërarchisch en onpersoonlijk naar open, authentiek en verbonden? Biedt de Chief Friendship Officer uitkomst? Welke leiderschapskwaliteiten horen daarbij? En hoe zorgen we dat we die ontwikkelen?
De overduidelijke trend om internet en social media een plek in de bedrijfsstrategie te geven, leidt ons naar de ‘people-economy’. In deze nieuwe werkelijkheid bepalen relaties en zelfs vriendschap onze identiteit en toegevoegde waarde. En zijn dialoog en co-creatie de meest waardevolle middelen die we hebben – tenminste, zolang ze authentiek zijn.
Organisaties en ondernemingen moeten mee in deze ontwikkeling en zetten geleidelijk aan de klant volledig aan het roer. Het zal niet lang duren voordat onze ‘vrienden’ het gesprek rond ons merk leiden. Kritisch, soms uitdagend, maar uiteindelijk ontzettend toegewijd.
De meeste bedrijven blijven echter vasthouden aan hun oude ‘modus operandi’. Ze blijven hun oude boodschap zenden, maar nu wel via ‘nieuwe’ kanalen als Twitter en Facebook. Er is duidelijk een wanhopige behoefte aan een nieuw soort leiderschap. Na jarenlang vooral gefocust te hebben op ‘shareholder value’, ‘return on investment’ en ‘kostenreductie’, begrijpen ze dat het tijd wordt dat er, naast de Chief Financial Officer, een nieuw soort CFO haar of zijn plek in de boardroom inneemt: de Chief Friendship Officer.
Gebaseerd op zijn onderzoek bij talloze Nederlandse en Belgische bedrijven, laat Menno Lanting ons zien welke stappen gezet moeten worden om organisaties fundamenteel te veranderen. Van gesloten, hiërarchisch en onpersoonlijk naar open, authentiek en verbonden. Hij geeft concrete antwoorden op vragen als: Hoe kan ik zelf sociale netwerken gebruiken? Welke nieuwe business- en communicatiemodellen ontstaan er? Op welke manier behouden we als organisatie aansluiting met de jonge, sociale netwerkgeneratie? En hoe ontwikkelen we de juiste leiderschapskwaliteiten?
Een introductie bij Achmea Claims Center in de wondere wereld van webcare: de theorie (hoe kun je succesvol zijn, wat zijn succesfactoren en bedreigingen bij webcare) en de praktijk (twee casees: TNT maakt mijn bedrijf kapot en T-Mobile Webcare).
Inleidende presentatie tijdens het lenteplatform Whatsapp, Doc? van ROS Robuust (regionale ondersteuningsstructuur voor de eerste lijn zorg in Zuid-Nederland).
This document discusses the changing nature of leadership in today's business environment. It outlines 5 major developments driving this change: 1) rapid technological innovation and adoption, 2) shorter lifespans of companies, 3) more informal vs formal organizations, 4) increased social media and connectivity, and 5) greater transparency. The document then presents four models of leadership that have evolved from a traditional top-down, formal approach to a more distributed, authentic, and connected approach where leaders facilitate goal-setting and empower followers through social media connections.
A presentation given as part of the MSc in Management at Leeds University Business School.
Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.
The evolution of Technology - from horseless carriage to Google+Menno Lanting
This document discusses the evolution of technology from the early horseless carriages to modern innovations. It notes that innovations often build on existing technologies and occur in clusters, with initial successes leading to further developments in similar areas. The document specifically cites three major 19th-20th century innovations - interchangeable parts, the gasoline engine, and electronic circuits - that formed an important cluster, driving standardization, increased mobility, and connectivity. It concludes by asking what might comprise the next major cluster of innovations.
Slides from: Five leadership practices that increase employee engagementFlashPoint
The Leadership Challenge Webinar Series is a series of webinars planned for 2014 by Sonoma Leadership Systems, featuring The Leadership Challenge content as the catalyst to build leadership capacity in organizations.
In this first presentation in the series, we examine the most significant driver of engagement - Leaders.
Leaders who more frequently “practice” leadership behaviors have employees who are more committed, motivated, loyal, and productive than those who do not.
Through the “Positive Workplace Attitudes” framework by researchers Jim Kouzes and Barry Posner, we discuss how a leader’s behavior impacts those around them.
Click through this slide presentation to see an overview of Joel Semeniuk's Exclusive Lecture on How Agile Sparked the 4th Industrial Revolution.
Last month Joel spoke with Scrum Alliance Executives about the concept of Industry 4.0 and how it applies to what we do in our workplaces.
“Accessing data and translating it in real-time to deliver more value is representative of how entire industries are thinking.”
• Has Industry 4.0 already made an impact on your organization?
• Will your company survive by 2020?
• How will you change in an economy driven by value?
Let us know your thoughts on Industry 4.0
Watch the video and learn how Agile is reshaping Manufacturing 4.0.
Too busy to watch? Listen to the audio
Visibility in Manufacturing: The Path to Industry 4.0Ubisense
Industry 4.0 is the next Industrial Revolution. It involves integrating data from many kinds of sensors to gain the necessary visibility to predict issues and self-diagnose as problems occur. To some manufacturers, the coming age of cyber-physical systems is the inevitable next step. For most, however, these concepts feel quite distant from today’s reality where many plants have yet to adopt the automation technologies of Industry 3.0, and are decades away from mass adoption of Industry 4.0.
While today Industry 4.0 is an aspiration, every company can benefit from greater visibility throughout the production process. This slide deck explores how the manufacturing plant is evolving from recording the past to controlling the present to predicting the future.
What You'll Learn From this Presentation:
-Where your company ranks among the four Industrial Revolutions
-How to get to the next stage
-How increased visibility can have a positive and resounding impact throughout the manufacturing process
-What it takes to embrace Industry 4.0
We hebben het niet makkelijk, de laatste jaren. Onze klant staat aan het roer en leidt het gesprek over ons merk – de controle hebben we zelf al lang niet meer. Nee, in de ‘people-economy’ bepalen relaties en vriendschap onze identiteit en toegevoegde waarde. We moeten mee in deze nieuwe stroming. Maar welke stappen zetten we om fundamenteel te veranderen? Hoe komen we van gesloten, hiërarchisch en onpersoonlijk naar open, authentiek en verbonden? Biedt de Chief Friendship Officer uitkomst? Welke leiderschapskwaliteiten horen daarbij? En hoe zorgen we dat we die ontwikkelen?
De overduidelijke trend om internet en social media een plek in de bedrijfsstrategie te geven, leidt ons naar de ‘people-economy’. In deze nieuwe werkelijkheid bepalen relaties en zelfs vriendschap onze identiteit en toegevoegde waarde. En zijn dialoog en co-creatie de meest waardevolle middelen die we hebben – tenminste, zolang ze authentiek zijn.
Organisaties en ondernemingen moeten mee in deze ontwikkeling en zetten geleidelijk aan de klant volledig aan het roer. Het zal niet lang duren voordat onze ‘vrienden’ het gesprek rond ons merk leiden. Kritisch, soms uitdagend, maar uiteindelijk ontzettend toegewijd.
De meeste bedrijven blijven echter vasthouden aan hun oude ‘modus operandi’. Ze blijven hun oude boodschap zenden, maar nu wel via ‘nieuwe’ kanalen als Twitter en Facebook. Er is duidelijk een wanhopige behoefte aan een nieuw soort leiderschap. Na jarenlang vooral gefocust te hebben op ‘shareholder value’, ‘return on investment’ en ‘kostenreductie’, begrijpen ze dat het tijd wordt dat er, naast de Chief Financial Officer, een nieuw soort CFO haar of zijn plek in de boardroom inneemt: de Chief Friendship Officer.
Gebaseerd op zijn onderzoek bij talloze Nederlandse en Belgische bedrijven, laat Menno Lanting ons zien welke stappen gezet moeten worden om organisaties fundamenteel te veranderen. Van gesloten, hiërarchisch en onpersoonlijk naar open, authentiek en verbonden. Hij geeft concrete antwoorden op vragen als: Hoe kan ik zelf sociale netwerken gebruiken? Welke nieuwe business- en communicatiemodellen ontstaan er? Op welke manier behouden we als organisatie aansluiting met de jonge, sociale netwerkgeneratie? En hoe ontwikkelen we de juiste leiderschapskwaliteiten?
Een introductie bij Achmea Claims Center in de wondere wereld van webcare: de theorie (hoe kun je succesvol zijn, wat zijn succesfactoren en bedreigingen bij webcare) en de praktijk (twee casees: TNT maakt mijn bedrijf kapot en T-Mobile Webcare).
Inleidende presentatie tijdens het lenteplatform Whatsapp, Doc? van ROS Robuust (regionale ondersteuningsstructuur voor de eerste lijn zorg in Zuid-Nederland).
14. “ Het communiceren via sociale netwerken is nu de 4 na belangrijkste online activiteit. Nog voor het gebruik van e-mail” Nielsen, Global Faces: Networked Places, 2009
15. In 2012 zijn er meer smartphones met Internet dan PC’s.
16. “ Voor het eerst in de geschiedenis van de mensheid komen interpersoonlijke-, organisatie- en massacommunicatie samen.” Prof. Jan van Dijk