Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
Kienbaum Consultants International introduces its 2016 updated study about the Executive Leadership Competency Models of the future: Next Generations CEOs.
Foreseeing what leaders will look like in the next decades
and the Leadership skills required at the top.
“New Leadership” profiles are and will increasingly be dictated by the Digital surge.
Innovation and digital disruption in professional servicesTapmint
This is a presentation for http://tapmint.com which I gave internally at one of the world's largest professional services firms. It discusses digital disruption in financial services, professional services and accounting services.
Various models of corporate innovation are also highlighted. Case studies of 3 companies are provided - Suncorp Group, Sensis and Carsales. Finally, I provide some thoughts on implementation.
Kienbaum Consultants International introduces its 2016 updated study about the Executive Leadership Competency Models of the future: Next Generations CEOs.
Foreseeing what leaders will look like in the next decades
and the Leadership skills required at the top.
“New Leadership” profiles are and will increasingly be dictated by the Digital surge.
Innovation and digital disruption in professional servicesTapmint
This is a presentation for http://tapmint.com which I gave internally at one of the world's largest professional services firms. It discusses digital disruption in financial services, professional services and accounting services.
Various models of corporate innovation are also highlighted. Case studies of 3 companies are provided - Suncorp Group, Sensis and Carsales. Finally, I provide some thoughts on implementation.
Digital transformation chiefdigitalofficer_engl_hipp_090715Helmar Hipp
The digital transformation is one of the biggest challenges affecting almost all businesses. Changing consumer habits, new competitors, disrupted business models and technology innovation impact strategy, people as well as all processes and technologies being used in enterprises. The presentation describes the the need, role, goals of a chief digital officer in a company, who can be cornerstone to successfully manage the digital transformation
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digisalonki - Tools for Chief Digital Officer (CDO) - Nov 13, 2015Matti Vesala
My presentation in Digisalonki on November 13, 2015 in Espoo, Finland. The main responsibility of a CDO is to make IT and Business work together in agile ways in order to develop digital enterprises.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
4As The Chief Digital Officer: Driving Digital Strategy and InnovationDonnovan Andrews
The Chief Digital Officer: Driving Digital Strategy and Innovation
On June 30, join Donnovan Andrews, Chief Advisor of Digital Media and Innovation, 4As, as he explores the multifaceted role of the Chief Digital Officer––and how this expanding role will drive industry innovation and help transform your business.
On Friday 29th January, Jo gave a presentation on managing your Digital Transformation at Bryo, a network of young entrepreneurs.
Need help with your transformation? Contact us:
http://www.duvalunionconsulting.com/
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Unlock Your Organization Through Digital TransformationDigital Surgeons
Digital Transformation allows you to be disruptor, not the disrupted. See what you missed from our workshop at the Carnegie Mellon Engineering and Technology Innovation Management (ETIM) program’s 10th Anniversary Summit with senior leaders from academia and industry. Learn how to digitally optimize your business with principles of human-centered design that put the heart of the consumer at the center of business model innovation.
Digital Transformation
Design Thinking
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Classement des Entreprises de Taille Intermédiaire surperformantes 2016Almaviva Santé
Le Magazine des Affaires publie le classement des 100 Entreprises de Taille Intermédiaire surperformantes afin de valoriser ces trajectoires d’entreprises.
Pour l’édition 2016, le groupe Almaviva Santé est classé en 2e position du palmarès.
Digital transformation chiefdigitalofficer_engl_hipp_090715Helmar Hipp
The digital transformation is one of the biggest challenges affecting almost all businesses. Changing consumer habits, new competitors, disrupted business models and technology innovation impact strategy, people as well as all processes and technologies being used in enterprises. The presentation describes the the need, role, goals of a chief digital officer in a company, who can be cornerstone to successfully manage the digital transformation
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digisalonki - Tools for Chief Digital Officer (CDO) - Nov 13, 2015Matti Vesala
My presentation in Digisalonki on November 13, 2015 in Espoo, Finland. The main responsibility of a CDO is to make IT and Business work together in agile ways in order to develop digital enterprises.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
4As The Chief Digital Officer: Driving Digital Strategy and InnovationDonnovan Andrews
The Chief Digital Officer: Driving Digital Strategy and Innovation
On June 30, join Donnovan Andrews, Chief Advisor of Digital Media and Innovation, 4As, as he explores the multifaceted role of the Chief Digital Officer––and how this expanding role will drive industry innovation and help transform your business.
On Friday 29th January, Jo gave a presentation on managing your Digital Transformation at Bryo, a network of young entrepreneurs.
Need help with your transformation? Contact us:
http://www.duvalunionconsulting.com/
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Unlock Your Organization Through Digital TransformationDigital Surgeons
Digital Transformation allows you to be disruptor, not the disrupted. See what you missed from our workshop at the Carnegie Mellon Engineering and Technology Innovation Management (ETIM) program’s 10th Anniversary Summit with senior leaders from academia and industry. Learn how to digitally optimize your business with principles of human-centered design that put the heart of the consumer at the center of business model innovation.
Digital Transformation
Design Thinking
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Classement des Entreprises de Taille Intermédiaire surperformantes 2016Almaviva Santé
Le Magazine des Affaires publie le classement des 100 Entreprises de Taille Intermédiaire surperformantes afin de valoriser ces trajectoires d’entreprises.
Pour l’édition 2016, le groupe Almaviva Santé est classé en 2e position du palmarès.
Holacracy - une nouvelle technologie socialeJulien Gogniat
Slides projetées lors de ma conférence à l'Agile Tour Lausanne 2014 - l'Holacracy est une nouvelle méthode de management qui apporte du sens, de l'agilité, de la transparence et de l'action à toute organisation qui la pratique.
Plus d'infos sur : decouvrirlholacracy.wordpress.com
A lire également : Comprendre l'émergence des nouvelles pratiques - article pour HR Today - http://decouvrirlholacracy.wordpress.com/2014/11/27/hr-today-comprendre-lemergence-des-nouvelles-pratiques/
Chaque jour 8h30 Digitools.io ( Magazine 3.0 / Annuaire intelligent ) vous propose sur ses réseaux sociaux une Data liée à la transformation numérique des entreprises.
Vital Trends in Digital Experience and Transformation in 2016 | Dreamforce 20...Dion Hinchcliffe
Here's the deck I presented at the Emerging Tech Trends track at the Hilton Union Square at Dreamforce 2016 last week. Updates on trends from last year and new trends both are included. A thorough list of what your organization should be considering from both a technology standpoint and as a business.
Frenchweb 500 - Le classement des 500 premières entreprises de la Tech frança...FrenchWeb.fr
En 1995, un premier flot de nouveaux acteurs se confronte à des acteurs historiques, à des régulations qui visent à protéger la rente de ces derniers… le temps d'opérer leurs propres transformations. Trente ans plus tard, quelles sont les principales entreprises de la FrenchTech qui dominent dans cet écosystème ? C’est la question à laquelle nous avons voulu répondre au travers de ce Frenchweb 500.
When Collaboration Drives Your Digital TransformationeXo Platform
Companies always try to include digital transformation to their strategies. What about including it in employee collaboration? Find out about how collaboration can drive your Digital transformation
A traditional print media company’s foray into digital media.
A 38-year-old bank’s journey to become more responsive to its customers’ needs.
A construction company revolutionizing its business by creating a more efficient operating model.
What can we learn from these organizations’ experiences in navigating the often ambiguous and seemingly risky transformations, that are starting to produce results? Do the leaders of these diverse industries share common pivots? What does it feel like to lead such transformations?
A traditional print media company’s foray into digital media. A 38-year-old bank’s journey to become more responsive to its customers’ needs. A construction company revolutionizing its business by creating a more efficient operating model. What can we learn from these organizations’ experiences in navigating the often ambiguous and seemingly risky transformations, that are starting to produce results? Do the leaders of these diverse industries share common pivots? What does it feel like to lead such transformations?
This comes at a time when becoming digital is top on many organizations’ agendas, but few are seeing results*. To find some answers, we held lively and open conversations with 12 digital leaders across industries and geographies (organizations that are starting to realize value from their transformation efforts).
Using this wealth of information, combined with the design principles for an agile organization, we start to paint a picture of practical tactics for building and operating a successful agile organization.
Special thanks to all the thought leaders interviewed!
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Visionary IT - Perspectives on the Modern IT OrganizationAlastair Davies
Produced by the Management Events' Surveys team, this report is based on responses from more than 1,100 enterprise IT decision makers across Europe and SEA.
Find our full calendar of invitational IT-focused events here: bit.ly/ITz9by
Enterprise Digital Transformation Survey report 2015Copperberg
We are pleased to present the first edition of Copperberg Research’s Enterprise Digital Transformation Survey Report 2015.
The Enterprise Digital Transformation (EDT) survey is a long-term initiative to shape a trustworthy, forward-thinking overview of the impact digital transformation will have on multiple business sectors and verticals. The survey provides insight into the current perception of Digital Transformation as held by leaders in the public and the private sector. Download the report and learn more about what more than 620 CxO´s, Directors, Managers and Professors had to say about Digital Transformation.
Find out more www.enditra.com
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
Disrupted - Executive Perspectives on Banking & InsuranceAlastair Davies
Management Events' Surveys team interviewed more than 600 decision makers from leading Banks and Insurers in Europe and Southeast Asia to find their key business needs, development projects and solution investments.
The biggest compendium on business & digital transformation available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations to their better futures.
This is the fourth of 6 editions focused on the culture, talent and human impacts and aspects of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
Financial services firms struggle more than other industries to digitize their products and services, often failing to digitally transform themselves as quickly as other organizations. Facing new competition from more digitally savvy technology businesses, finserv firms are looking for new, better ways of doing digital transformation and addressing risks in their businesses.
In this presentation, moderated by Ian Lowe, VP Marketing at Crownpeak, Eric Feige, Managing Director at VShift, shares real-world examples of how a practical, next-gen approach to digital transformation accelerates growth in financial services, while tackling risk head-on.
The presentation covered three important keys to mitigating risk :
• Updated governance models: Addressing who owns the client and who owns digital to accelerate progress
• Decoupled digital technology: Overcoming speed-to-market obstacles presented by monolithic software and IT approaches
• Culture change tactics: Changing behaviors throughout the organization
Leading the digital business revolution - webinar slidesAntony Mayfield
Slides from the Brilliant Noise webinar, Leading the Digital Business Revolution, with Martin Gill, VP & Principal Analyst at Forrester, Alun Williams, Digital Director at TUI Travel, and Antony Mayfield.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
2. LeadershipDigital
& Innovation
FOREWORD
Kienbaum is a world’s leading family-owned provider of senior-level executive search and leadership consulting, serving
clients globally for 70 years. Our consultancy services uniquely concentrate on leadership and transformation. In Germany
since 1945 and in France for over 20 years, Kienbaum advises large multinational organizations, listed or family-owned
medium-sized companies and startups on building, reinforcing and developing their executive and leadership teams.
While continually working in new areas to develop the most creative and independent solutions and concepts for the
markets of tomorrow, we focus our expertise on how an individual can have impact on competitiveness. Our job in
helping organizations is obviously highly resonant with market trends and company priorities to address both a digital shift
and an innovation imperative.
As part of our Search and Leadership Consulting projects, we have ongoing discussions with decision makers among the
most innovative and successful in their respective markets. Throughout 2014, we have conducted a series of interviews to
gather the views of the key players and reference leaders.
Our goal is to illustrate a sharp picture of the key issues of the digital transition and the modern paradigm; to point out the
talents and skills that are and will be essential for success. With the increase consideration of the digital/innovation
dimension by executive committees and boards of directors, we observe growing necessities for every company to design
and deploy creative management teams prepared to disruptions and muting activities.
2
4. LeadershipDigital
& Innovation
INTRODUCTION to KIENBAUM2015
This study gives you an abstract of how traditional organizations face the digital transformation and provides you with an
outlook of how and which people successfully grasp and take ownership of the new forces of change in today’s economy.
This study aims at analysing the impacts of the digital shift and the innovation imperative on Corporte Governance Models
and Executive Leadership Competency Models.
The digital revolution arguably disrupts the conventional management and organisational framework and overturns the
Leadership basics. We believe that the key to a successful transformation and design of a modern organization lies in an
human-centric approach to revisit both the leadership and executive skills scheme and the structure of their combinations and
partnership.
This study helps understanding how evolving business models are redefining organizational models and talent
requirements:
the evolution of how executive teams work in corporate organizations;
the changes in the leadership skills required at the top.
The results of all of our interviews have been aggregated anonymously. We hope our study will enlighten and inspire you by
giving you the key facts and figures about the impact of digital on executive organizations and their leaders.
Digital & Innovation Leadership Study…
4
6. LeadershipDigital
& Innovation
What skills, leadership aptitudes and
personality traits appear to be critical
at the head of shifting organizations
and modern digital corporations
Senior Leader Skills
and Qualities
GOVERNANCE AND LEADERSHIP
Digital shift & innovation imperative
How traditional companies and
digital native firms structure their
management teams and process in
response and in action to the
digital shift
Senior Management
Organization
Governance
-
Leadership
Corporate Governance
Model
Executive Leadership
Competency Model
6
7. LeadershipDigital
& Innovation
Corporate Governance Model Executive Leadership
Competency Model
Preparing for a new governance paradigm fitting modern
issues.
Finding a new balance for Boards, CEOs and Executive
Committees.
Digital & Innovation essentially imply culture and governance
matters with HR and organization issues, rather than a
technological problem.
The digital mutation reveals real power-ownership and
governance issues.
GOVERNANCE AND LEADERSHIP
When sponsored by senior leaders and aligned to strategy,
competency models are at the foundation of all aspects of
strategic HR, including selecting, developing and deploying talent.
An organization’s executive leadership competency usually covers
four parts:
•Business/Management skills
•Leadership skills
•Interpersonal skills
•Personal Attributes
We’ll examine and try to understand how these main parts in
leadership competency conception are valued and challenged
within our current and fast moving context.
Digital shift & innovation imperative
7
9. LeadershipDigital
& Innovation
WHO ARE THEY
Introduction to our Leaders
Leaders
interviewed
110
We chose to maintain the confidentiality of both the identity
and the company of the participants. Only free debates and an
open discussion would have enabled the sharing of consistent,
critical and self-challenging information.
The contributors to this study have been selected and queried
according to the relevance of their current or recent leadership
role and their direct or indirect commitment to Digital &
Innovation; through the company they lead, via their function
or depending on the industry sector they belong to.
9
10. LeadershipDigital
& Innovation
WHO ARE THEY
Introduction to our Leaders
Part of the SBF 120 and the largest private
companies in France
Leaders in their competitive field, from
national start-ups to global companies
Pureplayers Business
Leaders
Technology and Innovation focused
Investment Firms
Investors & Venture
Capitalists
Strategy Consulting Firms; Independant
advisors; Innovation specialits; Digital
champions
Digital & Innovation
Influencers
Corporate Digital &
Innovation Leaders 61% 21%
10% 8%
10
11. LeadershipDigital
& Innovation
WHO ARE THEY
Introduction to our Leaders
of all the interviewees
are women
20%
average age
42
have a Business and
Marketing academic
background
42%
18% of women interviewed in the
corporate leaders population
20% of women interviewed in the
pureplayers leaders population
45% of women interviewed in the
investors and influencers population
45 years old is the average age in
the corporate leaders population
39 years old is the average age in
the pureplayers leaders
population
33% have an engineering background
25% have a political and social sciences
background
11
12. LeadershipDigital
& Innovation
WHAT ARE THEIR ROLES
Introduction to our Leaders
CEOs and Managing
Directors
31
Executive
Committee
Members
39
Senior Executives in
charge of Innovation
and/or Digital in their
respective companies,
40
Chairman & CEO
CEO of a French subsidiary
CEO of European operations
Managing Director of a business
or of geographical Business Units
1 third of them has Profit & Loss
responsabilities
Chief Information Officers
Chief Marketing Officers
Chief Digital Officers
Chief Innovation Officers
28,5% 35,5% 36%
All with a direct report to an
Executive Committee Member
12
13. LeadershipDigital
& Innovation
Introduction to our Leaders
First Kienbaum C-Level study
regarding the implications of
Digital/Innovation on Human
Resources, executive
governance & leadership.
This 2014 investigation is
aimed to be updated on a
regular basis with a broader
research scope within
Kienbaum’s European,
American and Asian network.
A French Firms
focus at a
European scale
for global
stakes
85% are French companies
15% are French or
European operations
of foreign companies:
UK, USA, Germany,
etc
1 out of 2 of the
French companies are
multinational groups with an
international network
FRENCH/WORLD FOOTPRINT
13
14. LeadershipDigital
& Innovation
WHICH INDUSTRIES DO THEY REPRESENT
Introduction to our Leaders
Industrial sectors
Construction, Electronic, Transportation
Industrial
Sectors Business
Support
Services
Consumer
Goods
Health
Care
Retail
Media
Travel &
Leisure
Telecom
Utilities
Banks &
Insurance
Investment
Instruments
Technology
Business Support Services
Strategy & Management Consulting, IT Services
Consumer Goods
Automotive, Food & Beverages, Clothing, Personal
products
Health Care
Equipment & Services, Pharmaceuticals,
biotechnology
Retail
General Retailers
6%
7%
6%
6%
6%
Industry
Segmentation
Industries first
concerned by digital
rupture are
intentionally over
represented (Media,
Technology)
Travel & Leisure
Airlines, Gambling, Hotels, Recreational Services,
Restaurants, Travel & Tourism
Telecommunications
Mobile and fixed line telecommunications
Utilities
Electricity, Gas, Water
Banks & Insurance
Investment Instruments
Equity and nonequity investment
9%
5%
6%
6%
6%
Media
Broadcasting & Entertainment, Media Agencies,
Publishing,
24% Technology
Software & Computer Services, Internet
13%
14
16. LeadershipDigital
& Innovation
70% OF THE 2005 FORTUNE 1000 COMPANIES
DON’T EXIST ANYMORE
No business is too big to fail
The world has become flat
A global market where historical and geographical
divisions are becoming increasingly irrelevant
First/ Globalization
No business is too small to succeed
The world is becoming liquid
When technology and society are evolving faster
than the ability of many organizations to adapt
This form of digital segregation is accelerating
Then/ Digitalization
2
Main
reasons
16
17. LeadershipDigital
& Innovation
2 SCHEMATIC ASSUMPTIONS COLLECTED
FROM TRADITIONAL BUSINESS FACING THE DIGITAL SHIFT
Big groups will
succeed in leading
their own revolution
The invasion of digital
barbarians will defeat
traditional corporations
17
18. LeadershipDigital
& Innovation
What digital brings to my business
model and offers. From a
manufacturing economy to a
functional economy
Innovation
Changes in the expertise
streamline from vertical to
transversal
Revisit trust and delegation
notions
Digital transformation of
the intern
These changes feed the utilization
economy
Urgent need to develop more
services than products
Client Relationship
THE MAJOR SUBJECTS AT STAKE
18
19. LeadershipDigital
& Innovation
4 AXES IN THE DIGITAL URGENCY
Char Graph Information
Modelization/representation
of the world
Bigdata & data science
Belonging to local groups
and
global communities
Massive use of
fleets of devices
connected to the
Internet,
locally and globally
2 3 41
19
20. LeadershipDigital
& Innovation
The definition and the adoption of consumption trends
and economic tendencies are no longer under the strict
control of the company. The company doesn’t decide of
what works and doesn’t. The digital is in the hands of
the great majority. The company has to get to speed up.
It is therefore more challenging for major groups that
are often structurally cut from digital realities.
.
Adoption and Rejection
A PARADIGM CHANGE
The concept of
« game changer »
is predominantly
shared
20
21. LeadershipDigital
& Innovation
• Business models have changed from a product
orientation to platforms for customers.
• We don’t manage products anymore, we manage
customers, therefore appears the urgent necessity to
use bigdata.
• We don’t run businesses with products and volumes
but relevant management of customers: it creates a
movement of the KPIs within the company’s
organization. How do I incentive and reward people?
What do I ask them do to?
A new Orientation
A BUSINESS MODEL CHANGE
Customer
Orientation is the
new rule of
business
21
22. LeadershipDigital
& Innovation
Sponsorship from the CEO and the
Comex is fine but commitment is
required to go to the next level,
from reaction to action
The one that had
transformed itself
through constraint
It is mostly a people challenge:
internal transformation and talent
acquisition
The one that initiate its
movement, it is hard,
long and heavy
Cultural background can act like a
weight
The one that does not
move and is going to
die
THE TYPES OF TRADITIONAL COMPANIES
CBA
22
23. LeadershipDigital
& Innovation
3 MAIN PHASES IN DIGITAL TRANSFORMATION
There are three major corporate transformation phases for a business facing digital/innovation changes. These are the same steps from one
industry to another, from one sector to another, the only differentiating factor is time: in terms of market maturity on these topics, company's
exposure and ownership by the leaders in charge.
Deep Mutation
Stage/
Digital is "mainstream", unique and
integrated into the group. Sound
mutation with one success condition:
the CEO is coming from a digital native
company.
3rd
There is a governance model for each stage of the transformation process and these
models are very similar for the majority of the studied sectors
1st
Development
stage/
Essential to protect the Digital and
Innovative initiative, to entrust it
apart from the traditional corporate
organization in an incubation mode
with a budget and direct report to
the CEO.
2nd
Reintegration
of digital
activities within
a Business Unit
represented in the
Executive Committee
with P&L
responsibility. The
company must be
ready to react in case
of disruptions from
the historic
competition and
pureplayers.
Positioning the
digital activities in a
cross-organization
to deploy across the
group, take and turn
the company as a
whole. Digital is
transversal
inside the
corporation to
carry all the
resources in the
same way with no
left asides.
Deployment
Stage/
Two possibilities depending
on the maturity of the
company and its ambition
23
24. LeadershipDigital
& Innovation
TIMING IS EVERYTHING
The suitable
organization and
the chosen leader
depend on the
momentum of
the business
response
• It is mainly a temporal factor and then depends of
the industry and where the company stands.
• The key item isn’t in fact the industry nor the
corporate culture, it is the temporal dimension and
the right timing. Every sector and every company has
been, is and will be affected and disrupted by the
digital surge and innovation outbreaks.
• The only difference, as it affects every entities and
persons with variable intensity degrees, is depending
on the company’s and its market’s maturity and
exposition.
Temporal situation and maturity point are
key factors
24
25. LeadershipDigital
& Innovation
THE SIZE: A CRITICAL FACTOR FOR INNOVATION
• Major breaks to innovation: organization &
culture
• One of the enemy of innovation is the size, it is
a deal breaker
• If a company is too big to innovate, then it
must proceed to acquisitions : develop acquire-
hiring and priming with promising start-ups
If you go for Innovation, you have to
accept failure. You must be coherent and
act accordingly
25
26. LeadershipDigital
& Innovation
STRATEGIC DIAGNOSTIC’S MOST IMPERATIVE PHASES
1
2
3
Factors to consider when establishing a
diagnostic1
2
3
Are the stateholders (shareholders + executive team)
ready to transform and spin the company or not? If not,
a separated entity should be created.
How the digital will influence our business model and
what does it represent for us?
Do we see ideas, innovations, incoming breakthroughts
on the market that could have an influence on us in the
foreseeable future?
26
27. LeadershipDigital
& Innovation
Drastic
decisions
have to be
endorsed
and taken
FAILURE 2 MOST FREQUENT CASES
80% Step down at the
decision moment
20%Failure in the
Diagnostic
• Not enough naïveté
• Absolute search of consensus
• Dilution of the risk taking• Over analyze the situation and
the outcomes
• Matrix model & intellectual
logical
It’s not only a
matter of
commitment or
content, it is a
matter of
decision
making
27
28. LeadershipDigital
& Innovation
Leading Change
remains the master
challenge
IT IS ALL ABOUT CHANGE MANAGEMENT
• The Digital shift isn’t a tech modernization or a uses revolution but a deep
iterative change program.
• Such a transformation must be initiated, driven, accelerated and finalized, over
and over again.
• Therefore, it is not an expert specialization or even a strong focus, it is a proper
Leadership Discipline.
The new paradigm shared by everyone and everything when it comes to Digital & Innovation is CHANGE
28
30. LeadershipDigital
& Innovation
To lead in a VUCA world (Volatile, Uncertain, Complex,
Ambigious) at different levels of transformation-urgency
(whether it is Digital, Customer, Business Model or all at
once) and in a never ending puzzle, exceptional
interpersonal skills are acclaimed - Build
relationships, influence, motivate, guide,
communicate powerfully, inspire - together with
cognitive horsepower.
Social Intelligence & Interpersonal Skills
in today’s changing world to successfully lead organizations and people
SOFT SKILLS MATTER MORE THAN HARD SKILLS
The CEO’s
Personality is
critical, that’s
his/her job to
give sense
30
31. LeadershipDigital
& Innovation
EXECUTIVE SKILLS HIGHLIGHTED BY OUR PANEL
#20 LEADERSHIP SKILLS ranking by perceived significance in a CEO personality and profile
Bravery & Audacity
Inspiration & Charisma
Open-Mind & Humility
Vision & Path Definition
Embodiment of the CEO role
Appeal for risks & taste for rupture
Confidence in instability
People orientation
Entrepreuneurial spirit
Managerial courage Energy and Dynamism
Strength of conviction
Transformation Initiative
Intuition & Analysis capacity
Always questionning oneself
Rapid decision-making
Efficient Delegation
Surrounding oneself with great people
Managerial Exemplarity
Technological curiosity
85%
82%
71%
70%
66%
91%
93%
90%
90%
60%
45%
40%
37%
35%
33%
58%
60%
50%
49%
30%
% of Leaders who believe the most essential skill for a CEO today is …
31
32. LeadershipDigital
& Innovation
TOP-PERFORMING LEADERSHIP « MAGIC SAUCE »
#10 LEADERSHIP PROFILES built up from the Top 20 major skills selected by our interviewees
Curious
Humble
Aware
Open & Self-
learner
Audacious
Test & Experiment
Promotes Failure
Risk Taker
Connects Digital to
Business to
Marketing
Tech Adopter
Talent Recruiter
& Developer
Delegates
Brings Experts
Surrounds with Great
People
Inspiring
Personality
Incarnates
Shows Path
Exemplary
Decision Maker
Decides quickly
Has convictions
Customer
Oriented
User Centric
Services Innovator
Entrepreneur
Agilie
Innovation Capacity
Creativity and imagination
Accepts a high level of
volatility
Resilient
Goodwill
Has strong Beliefs
Self-Motivated
Transformation
Initiator
Change Agent
32
33. LeadershipDigital
& Innovation
01
04
02 Accept to have a digital strategy and regularly
change it
Main challenge is to stop the segmentation in the
strategic thinking process
The key is the misbalance: go further enough in
misbalance without jeopardizing its business model
Strategic thinking & Execution of tasks
Key to success: doubt and curiosity
Embrace the possibility to fail
Institute the power of failure’s acceptance
Self awareness & Behavioral adaptation
Learn to live in chaos in a collaborative dimension
Enhance a new human dimension to manage talents
People focus & Human centric
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
03 The CEO is responsible for the vision, he has to take
ownership of the digital topics, he needs to demonstrate
intuition and transmit a transformation pace
A strong will is imperative, then the allocation of power and
authority must allow to organize the CEO’s ideas and
initiate change
Inspirational & Visionary leadership
#4 MAJOR LEADERSHIP DIMENSIONS categorizing all the leadership profiles and skills emphasized
The
distinguishing
characteristics
of a stellar
leader
33
34. LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
Leadership crisis:
Vision deficit
+
Boldness is
missing
01 The appropriate definition of a problem and the differentiation of
major objectives from less-relevant concerns.
The anticipation of any obstacles to achieve the objectives and the
identification of sensible means to circumvent them.
The critical examination of:
• the accuracy of underlying assumptions.
• multiple perspectives to identify probable unintended
consequences of various action plans.
The articulation of the strengths and weaknesses of the posed
suggestions or arguments.
The recognition of what is known about an issue, what more needs to
be known, and how best to obtain the needed relevant and accurate
information.
Strategic thinking & Execution of tasks
34
35. LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
Real challenge to
accept and
initiate the
removal and
sharing of
power
02 The recognition and accurate definition of:
• the conclusions that can be drawn from a particular exchange.
• the underlying agendas and motivations of individuals and
groups involved in a situation.
• the core issues and perspectives that are central to a conflict.
The anticipation of the probable reactions of individuals to actions or
communications.
The appropriate consideration of the probable effects and possible
unintended consequences that may result from taking a particular
course of action.
The acknowledgement and balance of the different needs of all
relevant stakeholders.
People Focus & Human Centric
35
36. LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
Major obstacle to
change: lack of
commitment and
determination
03 The incarnation and application of an inspiring leadership in a non-
authoritarian manner.
The appropriate balanced leadership style with authenticity, respect
for others and trust building.
The highlighting of:
• an ethical leadership.
• a visionary guidance to show a new path, adopt a new
strategy.
The impulsion and drive of the leader function and the whole
organization to a higher level of performance, efficiency and
growth.
Inspirational & Visionary Leadership
36
37. LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
I know
therefore I am
I doubt
therefore I go
04
The ongoing pursuit of feedback that may reveal errors in the leader’s
judgments and results in making appropriate adjustments.
The recognition of:
• their personal biases or limitations in perspective and use this
understanding to improve their thinking and their action plans.
• when serious flaws in their ideas or actions require swift public
acknowledgment of mistakes and a dramatic change in direction.
• when it is appropriate to resist others’ objections and remain
committed to a sound course of action.
The appropriate articulation of the essential flaws in others’ arguments
and reiteration of the strengths in their own positions.
Self awareness & behavioral adaptation:
the power of doubt
37
39. LeadershipDigital
& Innovation
POINTS OF VIEW
Digital flattens the organizations, we assist a reversed
pyramidalization
It starts with an awarenessof the CEO
Transformation mustn't be entrusted to a non-business leader
Opposition between the press with an “income from a situation” and
Google with an “income from use”
We work bottom to bottom
LeadershipDigital
& Innovation
“ Managing Director
of the French Subsidiary
of a global software and
electronic company
What really matters is to engage a process of conversion to innovation
Managing Director
of an Investment Fund,
former Banking Senior
Executive
39
40. LeadershipDigital
& Innovation
POINTS OF VIEW
French archaic structure is not compatible with the agility required
by digital
At least: digital natives at the board and members of the excom,
leaders that have the digital plan at the top of their head
A huge gap exists between leadership team in digital native
companies and traditional firms
Digital is not a destination, it is a journey
LeadershipDigital
& Innovation
“CEO of a pureplayer
payment platform
Chief Digital
Officer of a fashion
retail company
40
41. LeadershipDigital
& Innovation
POINTS OF VIEW
Our major challenge today, after having turned our organization towards
digital, it is the speed
Main issue: to recruit the adequate talents
In large corporations, it is more difficult because there is more resistance from
the inside. The perception is that digital must adapt to business when it should
be the opposite: adapt business to digital
LeadershipDigital
& Innovation
“Chief Information
Officer of a French
leader in electrical
equipment
Chief Digital
Officer of a leader in
personal care and
cosmetic products
We need to have an opportunity speech: look for new things ; to dig for it: test &
learn model
41
42. LeadershipDigital
& Innovation
POINTS OF VIEW
The major difference between France and the US: the editor controls
the advertising agency
Most of the historic press titles have failed in rebuilding and
regenerating influencing brands on the web
The main issue in the media sector and in the press is that ten years ago, majors
titles were still making a lot of money so they didn’t engage any transformation
because there was no sense of urgency
Don’t make a journal, make journalism
LeadershipDigital
& Innovation
“Managing Director
of a digital media group
42
43. LeadershipDigital
& Innovation
POINTS OF VIEW
Digital? It brings a new financial culture
LeadershipDigital
& Innovation
“ Chief Information
Officer of the global
operations of a
multinational
pharmaceutical
company
What really make the difference is not the technology but the vision
The organization and the leadership needed depend of the
momentum of the response. It is mainly a temporal factor and then it
depends of the industry and where the company stands.
Major topic : digitalization of the organizational and HR process
Managing Director
of a national TV
broadcaster
43
44. LeadershipDigital
& Innovation
POINTS OF VIEW
Our CEO is far from the subject. Necessity to do a lot of lobbying, to
evangelize, to allow time and energy to translate ideas and projects in
intern.
The real revolution is that the client takes the power
Digital is above all a great opportunity to transform the company structure in
depth. If it is not embraced that way, it will create a schism within the company.
Companies that don’t transform within 2-3 years will die before 2020
LeadershipDigital
& Innovation
“ Chief Digital & IT
Director for the French
Market of a global chain
of restaurants
Internet & CRM
Director of a Tourism
& Travel company
44
45. LeadershipDigital
& Innovation
POINTS OF VIEW
Clients want a simpler relation: need to deeply transform the
organizations, working process and IT systems to allow the company to
answer the clients needs
Very few companies have governance structures ready for the transformation of
their customer relationship through digital
Digital is a change catalyzer, decompartmentalizes the functions and brings down
the barriers of translation between professions
LeadershipDigital
& Innovation
“ Vice President of a
Cloud Computing
Company
R&D Director of a
French software
company
45
46. LeadershipDigital
& Innovation
POINTS OF VIEW
Need to revise the weight of the Excom roles and functions
There is a generation conflict: in Digital, it is possible to change things with
a 10 people team
In digital, it is the one who does it who is right
In the CAC40, not enough renewal, the status quo restraints agility
LeadershipDigital
& Innovation
“ Managing Director
of a French financial and
investment organization
Less mature companies see the digital as a communication channel when
more advanced companies see the digital as a mainstream force
CEO of a Innovation
and R&D healthcare firm
46
47. LeadershipDigital
& Innovation
POINTS OF VIEW
Need to get out of the pyramidal organization to go to a network and
project culture
Digital is just people’s life
LeadershipDigital
& Innovation
“Chief Digital
Officer of a leading
market research and
market information
company
Chief Digital Officer is a bandmaster. This function is condemned to
disappear. If he is still in function in 5 years, he will have failed.
Design is very important in an anthropologic sense
Entrepreneurial spirit is required to recreate the innovation climate
Managing Partner
of the Digital
Activities of a global
management consulting
firm
47
48. LeadershipDigital
& Innovation
POINTS OF VIEW
To change something: it is not the organization that initiate change but
the individuals
Digital is 30% of training and 70% of daily implementation
What counts today is time : earn time and accelerate thanks to digital
LeadershipDigital
& Innovation
“Chief Operating
Officer of a media
agency network
Head of Digital of
an Energy Supplier
Need to reduce the complexity, to focus on what we do know
We can have an electricity department but we need to have access to
electricity in every room
48
49. LeadershipDigital
& Innovation
POINTS OF VIEW
Digital create a consumption rupture led by the client service
Culture eats strategy every morning at breakfast
Develop a failure culture : launch unfinished projects very quickly
Digital is a flat world: a big change from the hierarchical and vertical classic
corporate structure
LeadershipDigital
& Innovation
“CEO of the French
entity of a worldwide
Communications Group
Marketing Director
of a video website
A matrix organization, when it comes to digital, enables the
irrigation of the rest of the group
49
50. LeadershipDigital
& Innovation
POINTS OF VIEW
Digital is not nice to have: it’s both a working process change
and a business model change in order for the company to create
more value, to work in a more efficient way and to serve its clients with
innovative methods
Digital maturity of middle management is very difficult because it changes
everything: management model, time relation, working time…
LeadershipDigital
& Innovation
“ Chief Information
Officer of a French
power and utilities group
Chief Information
Officer of an
International French
Transportation Group Digital erases all the hierarchical relations , professional as well as social
50
51. LeadershipDigital
& Innovation
POINTS OF VIEW
For a pureplayer, culture is very important, it defines interaction
and recruitment. Ours promote the right to fail, the scarcity to deliver on
time even if it’s not perfect, to be customer oriented and data driven
The CMO role evolves with new skills: Digital - Client Relationship - Data
Digital mutation is a client mutation therefore data mutation
LeadershipDigital
& Innovation
“ CEO of the French
operations of a digital
community marketplace
Chief Marketing
Officer of the
American operations of a
French Tourism
Company
Elaborate and enhance a collaborative and data driven organization
The best companies transform themselves while they are at the top
51
52. LeadershipDigital
& Innovation
POINTS OF VIEW
Necessity to bring in new and fresh talent from pureplayers
Companies shouldn’t transform by themselves, they should be more open to
the world and forget their certainties
LeadershipDigital
& Innovation
“ Managing Director
of an Investment Fund
specialized in clean and
green tech & services
The era of technocratic leaders is over
Managing Director
of the Innovation
Lab of a beverages
production group
Innovation is a topic that is not preempted by top executive teams
Digital is the marketing of the supply
52
53. LeadershipDigital
& Innovation
POINTS OF VIEW
Necessity to have a commitment from the elites to put themselves
in the service of their employees
Challenge to revisit our job
Opposition between the intuitive dimensionand the analytical
dimension
Real challenge is the collaboration of the top executives
LeadershipDigital
& Innovation
“ Chief Executive
Officer of the French
subsidiary of a global
Communication Network
Diretor of the
Digital Agency of a
multinational investment
banking firm
We need to attract skills that are underepresented in the finance sector:
curiosity, flexibility, proactivity, agility
53
56. LeadershipDigital
& Innovation
THE KIENBAUM GROUP
Executive Search & Leadership Consulting
We advise our French and international clients on building or reinforcing their teams in France in
the following fields:
• Executive search: CEOs, general managers, non-executive and executive directors
• Search and selection of senior experts
• “First 100 days” integration support (On-Boarding)
We apply a structured and transparent method in full compliance with our values of quality
and professionalism and our dedication to maintaining highest standards.
In the area of People Development, we do not use standard assessments. Our processes and
Assessments are specifically tailored to our clients and their environment. We bring extensive
experience in Executive Individual Coaching, Expatriation Coaching, Leadership & Management
skills development, CoDevelopment.
Kienbaum advises in management or functional competency design and brings pragmatic skills
diagnostic solutions to companies that want to identify, evaluate and capitalize on their existing
people skills and align them with their strategy and main future challenges.
Executive
Search & HR
Consulting
Leader in
Germany
A Family
Group created
in 1945
56
57. LeadershipDigital
& Innovation
KIENBAUM WORLDWIDENETWORK
• Austria
• Croatia
• Czech Republic
• Denmark
• Finland
• France
• Germany
• Great Britain
• Hungary
American locations
• Brazil
• Mexico
• USA
Asian locations
• China
• Japan
• Singapore
• Thailand
• Italy
• The Netherlands
• Poland
• Romania
• Russia
• Spain
• Sweden
• Switzerland
• Turkey
European locations
36 offices
in 22
countries
630
employees
over the
world
57
58. LeadershipDigital
& Innovation
KIENBAUM EXPERTISES
Executive Search
• Executive board members
• C-level executives
• Supervisory boards
• Advisory boards
• Leading executives
• Specialists
Strategy & Culture
• Strategy design/reviews
• Corporate principles
• Portfolio management
• Corporate culture/Engagement
Organisation & Management
• Corporate governance
• Restructuring/Cost reduction
• Operational excellence
• Performance management
• Risk management/Sustainability
Human Resources
• Compensation
• Assessment, diagnostics
• Talent management
• Management development
• Coaching and leadership
development
• Strategic workforce management
Executive
Search
Strategy &
Culture
Organisation &
Management
Human
Resources
Human
Values for
Business
58