Uploaded byJane McConnell
Leadership in the Digital Age
The document discusses the findings from a 2015 survey on leadership in the digital age, analyzing responses from 373 individuals across 26 countries. It emphasizes the importance of a strong, shared sense of purpose, trust, and distributed decision-making within organizations as key factors influencing agility and effectiveness in the workplace. Challenges reported include slow decision-making, internal politics, and a lack of senior management sponsorship, which hinder organizations from fully utilizing their digital capabilities.
More Related Content
![Chpt 3 Skills[1]](https://cdn.slidesharecdn.com/ss_thumbnails/chpt3skills1-100410204759-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Leadership in the Digital Age
Leadership in the Digital Age
- 1. Jane McConnell Utrecht, March2015 TheWorkplaceintheDigitalAge Leadership in the Digital Age
- 2. 9th annual survey 373people from 26 countries representing 280 organizations. Participants responded to an in- depth online survey of 140 questions. TheWorkplaceintheDigitalAge
- 3. 3 Strategic Advisor 16years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher on digital workplaces for 9 yrs digital-workplace-trends.com American-French living in deep Provence for 25 years
- 4. 4 Clients who havetaught me so much! •! Air Liquide, Paris •! Amadeus, Madrid •! ArcelorMittal, Luxembourg •! Arup, UK •! Alcatel-Lucent, Paris •! Alstom Group, Paris, Switzerland •! BASF, Germany •! Ericsson, Stockholm •! IKEA, Sweden •! Nokia, Helsinki •! Novartis, Switzerland •! UNHCR – United Nations High Commissioner for Refugees, Geneva •! United Nations Peacekeeping Operations, New York •! United Nations Secretariat, New York •! …. 2014 2013 199620042007-2012 2011 1998 2015
- 5.
- 6.
- 7. Arie de Geus, 1997 “Survivingand thriving in a volatile world require, first of all, management which is sensitive to its company’s environment.” “Only after seeing that something is about to change (or has already begun to change) outside the company will management be ready to deal with the effects of that change.”
- 8. Value-driven culture and inspirationalpurpose “A strong shared culture is the glue that keeps empowered organizations from falling apart. Frontline employees are trusted to make the right decisions guided by a number of shared values rather than by a thick book of rules and policies.” Frederic Laloux 2013
- 9. 1. Open tothe external environment 2. Strong, shared sense of purpose 3. Trust and distributed decision-making TheWorkplaceintheDigitalAge
- 10. TheWorkplaceintheDigitalAge A guiding framework– So much more than technology!
- 11. TheWorkplaceintheDigitalAge Open, participatoryAt manylevels, in many places! Digital = strategic! Open, participatory! Smooth, social, operational! Virtual, empowered! Inclusive, anyplace!Cross-organizational sharing and trust ! Customer focused! Skilled, equipped, motivated! Imagine what it would be like if…
- 12.
- 13. Too many competingpriorities 35 48 Slow decision-making, often consensus-based 22 55 Politics, inside the organization 11 50 Lack of senior management sponsorship 15 48 Lack of strategy 22 45 No strong business case, ROI or proven value 24 30 Hesitation or resistance to rethink how we work 30 36 Too much focus on the tool, not enough on people and change 28 45 Lack of understanding operational issues at decision level 19 45 Difficulty putting theory into practice 15 25 Lack of good practices for comparison 20 16 Management fears about losing control 19 30 Support function losing control (e.g. Comm, HR, IT) 19 23 Concerns about employees wasting time 6 32 Strong Weak N=58 N=48 Challengestoday Decision-making Value Rethink work Reality Control Reported regularly in surveys over the past 4 years
- 14. 14 Open to theexternal environment Closed
- 15. 15 Strong, shared senseof purpose Weak
- 16. 16 Trust and distributeddecision-making Controlled
- 17.
- 18. What difference doesit make to have a strong, shared sense of purpose?
- 19. 5 Strong, shared sense oforganizational purpose and identity 1 Weak, inconsistent sense of organizational purpose and identity Strong,sharedsenseofpurpose Survey question
- 20. Strong,sharedsenseofpurpose Too manycompeting priorities 35 48 Slow decision-making, often consensus-based 22 55 Politics, inside the organization 11 50 Lack of senior management sponsorship 15 48 Lack of strategy 22 45 No strong business case, ROI or proven value 24 30 Hesitation or resistance to rethink how we work 30 36 Too much focus on the tool, not enough on people and change 28 45 Lack of understanding operational issues at decision level 19 45 Difficulty putting theory into practice 15 25 Lack of good practices for comparison 20 16 Management fears about losing control 19 30 Support function losing control (e.g. Comm, HR, IT) 19 23 Concerns about employees wasting time 6 32 Strong Weak N=58 N=48 Percentage reporting serious challenge holding us back. Does not include manageable challenge required special effort. Q4 2014. Strong Weak Decision-making, politics, senior sponsorship
- 21. Does a strong,shared sense of purpose make a difference for our business?
- 22. Strong, shared senseof organizational purpose and identity Weak, inconsistent sense of organizational purpose and identity How easy is it for your customer-facing workforce to find what they need to do their jobs when with customers? Percentage responding Very easy or relatively easy 50 % 30 % Strong,sharedsenseofpurpose Survey question
- 23. 1. Real timecommunication 2. Digitalization of business processes 3. Information management 4. Communities and social networking Strong,sharedsenseofpurpose Factors that enable the customer-facing workforce Data from Q4 2014.
- 24. What difference doesit make to be open and reactive to the external environment?
- 25. 5 Open and reactiveto the influence of the external world 1 Closed environment with little interest in the external world Opentotheexternalenvironment Survey question
- 26. Opentotheexternalenvironment Too manycompeting priorities 29 50 Slow decision-making, often consensus-based 24 50 Politics, inside the organization 27 39 Lack of senior management sponsorship 27 42 Lack of strategy 24 36 No strong business case, ROI or proven value 13 36 Hesitation or resistance to rethink how we work 22 47 Too much focus on the tool, not enough on people and change 27 47 Lack of understanding operational issues at decision level 29 36 Difficulty putting theory into practice 18 28 Lack of good practices for comparison 18 17 Management fears about losing control 20 31 Support function losing control (e.g. Comm, HR, IT) 13 25 Concerns about employees wasting time 13 33 Open Closed N=48 N=42 Percentage reporting serious challenge holding us back. Does not include manageable challenge required special effort. Q4 2014. Open Closed Rethinking how we work, focus on people and change
- 27. How does beingopen and reactive to our external environment change our organization?
- 28. Open and reactiveto the influence of the external world Closed environment with little interest in the external world Percentage responding Very agile or agile 48 % 9 % How agile is your organization when you need to react rapidly to major, unexpected events….? Opentotheexternalenvironment Survey question
- 29. 2. Real timecommunication 1. Expert location across the enterprise 3. Involvement and behavior of senior leaders Opentotheexternalenvironment Factors that enable agility Data from Q4 2014.
- 30. What difference doesit make to have distributed decision-making and control instead of hierarchical, centralized decision-making and control?
- 31. 5 Distributed decision- making andcontrol 1 Centralized or hierarchical decision- making and control Distributeddecision-makingandcontrol Survey question
- 32. Too many competingpriorities 38 37 Slow decision-making, often consensus-based 28 41 Politics, inside the organization 28 45 Lack of senior management sponsorship 26 55 Lack of strategy 22 29 No strong business case, ROI or proven value 22 33 Hesitation or resistance to rethink how we work 17 53 Too much focus on the tool, not enough on people and change 28 55 Lack of understanding operational issues at decision level 25 55 Difficulty putting theory into practice 17 43 Lack of good practices for comparison 11 24 Management fears about losing control 15 31 Support function losing control (e.g. Comm, HR, IT) 15 53 Concerns about employees wasting time 20 51 Distributed Centralized N=68 N=58 Percentage reporting serious challenge holding us back. Does not include manageable challenge required special effort. Q4 2014. Distributeddecision-makingandcontrol Understand operational reality, trust employees Distrib. Central.
- 33. Does distributed decision-makingfacilitate people growing and developing?
- 34. Distributed decision- making andcontrol Centralized or hierarchical decision-making and control Percentage responding Very easy or easy 64 % 21 % How easy is it for people to learn and develop their skills and knowledge in the natural flow of work? Distributeddecision-makingandcontrol Survey question
- 35. 2. Use ofvideo 3. Information management 1. Communities and social networking Distributeddecision-makingandcontrol Factors that enable learning in the flow of work Data from Q4 2014.
- 36. Let’s bring itall together.
- 37. Real time communication Digitalizationof business processes Information management Communities and social networking Use of video Expert location across the enterprise Involvement and behavior of senior leaders Thebigpicture Data from Q4 2014.
- 38. Correlations Benefits •! Faster decision-making •!Fewer internal political struggles •! Understanding of operational issues •! Greater trust in employees •! Rethinking work practices •! Agility when faced with unexpected changes •! Better service to customers •! Learning in the flow for the workforce
- 39.
- 40. Jon Husband www.wirearchy.com Wirearchy:“A dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”.
- 41. Some organizations arehere, or think they are!
- 42. Some people wouldlike to be here, or think they would!
- 43. The reality isthat we are all here.
- 44. What kind ofleadership in such a mixed world?
- 45. Community Managers Change Agentsand Activists Influence from any level and from any part of the organization that results in change Chief Digital Officer
- 46. CDO Communication Internal and external Customer-facing Marketing, Sales, Customerservice Human Resources IT, CTO Information Technology Knowledge Chief Digital Officer: a role that encompasses both internal and external
- 47. The Community Roundtable •!Be a connector – which is different from a hub. •! Have a desire to attract people vs. hunt people down. •! Have an assertive perspective but no need to be right. The Community Manager •! Build relationships within the community. •! Create value for members. •! Be the liaison between community and company. Community managers, connecting… http://thecommunitymanager.com/2014/01/31/the-definition-of-community-management/ http://www.communityroundtable.com/definitions-best-practices/what-defines-a-community-manager/
- 48. Yes, and therole is official - Yes, the responsibility is included in other job roles - Yes, but it is not officially included in job roles – We are planning to do this in 2015 – No community management – CommunityManagers Survey question Do you have community managers?
- 49. Yes, and therole is official - 5% Yes, the responsibility is included in other job roles - 12% Yes, but it is not officially included in job roles – 34% We are planning to do this in 2015 – 12% No community management – 37% CommunityManagers Survey question Do you have community managers?
- 50.
- 51. Communities around personalinterests are a way to learn how to lead and share in a community context.
- 52. Strong, shared senseof purpose Weak, variable sense of purpose Blue = internal members, Gray mixed internal + external Blue = internal members, Gray mixed internal + external
- 53. A change agentleads change, whatever their position in the organization. “These ‘radicals’, often operating at the edge of current thinking and practice, will espouse unorthodox views, question existing practice and open up new fields of inquiry and areas for action.” * * The New Era of Thinking and Practice in Change and Transformation by Helen Bevan and Steve Fairman Change agents and activists, challenging…
- 54. Who is morelikely to report change agents as a top change driver? 1. Organizations with distributed decision-making and control? Or 2. Organizations with centralized decision-making and control? Changeagents
- 55.
- 56. Organizations with hierarchical,centralized decision-making and control Behavior: colleagues Change agents A sense of 'why' Behavior: senior leaders Internal communication Communities Success stories Business processes Behavior: operational mgrs. Informal gatherings Job objectives Classroom training Recognition, rewards Formal events 52% 52% 40% 38% 37% 33% 31% 21% 19% 19% 17% 13% 10% 8% KKeeyy cchhaannggee ddrriivveerrss mmuullttiippllee aannsswweerrss ppoossssiibbllee Because they are needed. Other change drivers are not strong enough.
- 57. Majority - 80% of the survey respondents A sense of 'why' Behavior: colleagues Behavior: senior leaders Change agents Success stories Internal communication Communities Behavior: operational mgrs. Business processes Classroom training Job objectives Informal gatherings Recognition, rewards Formal events 46% 46% 44% 41% 37% 34% 29% 28% 22% 18% 17% 11% 7% 7% KKeeyy cchhaannggee ddrriivveerrss mmuullttiippllee aannsswweerrss ppoossssiibbllee Less critical here. Senior leaders beginning to influence change.
- 58. A sense of'why' Internal communication Behavior: senior leaders Communities Success stories Behavior: colleagues Behavior: operational mgrs. Business processes Change agents Classroom training Job objectives Recognition, rewards Informal gatherings Formal events 56% 54% 51% 47% 46% 42% 28% 28% 28% 25% 21% 14% 7% 7% KKeeyy cchhaannggee ddrriivveerrss mmuullttiippllee aannsswweerrss ppoossssiibbllee Early Adopters - the top 20 % in digital workplace maturity Change is happening. Early Adopters have many other drivers in action.
- 59. What future forthese new leaders?
- 60. New leaders Chief DigitalOfficer Digital will be a natural part of work, no longer something special. Community Managers Community management will be a skill and not a dedicated role. Change Agents and Activists Challenging the status quo and doing something about it will always be needed. Obsolete after 10 years Obsolete after 5 to 6 years Perpetual…. the new normalbecoming
- 61. In the meantime,what can you do?
- 62. TheWorkplaceintheDigitalAge Open, participatoryInfluence whatyou can, where you are.! Integrate digital where it makes sense.! Work out loud.! Improve a process.! Create or join a community.! Reach out to someone far away.! Share something across your organization.! Think how your work affects customers.! Acquire the skills you need.! Be a change agent.
- 63. Bealeaderwhereveryouare. Think about thepurpose of what you are doing: communicate it with others. Open your work: bring in information, ideas and people from outside your organization. Encourage decision-making at the lowest levels possible. …. Behavior of colleagues is one of the top change drivers in all organizations.
- 64. TheWorkplaceintheDigitalAge Thank you! Jane McConnell Getin touch jane@netjmc.com Twitter: @netjmc Where are you on the digital workplace journey? Consider organizing a collective diagnosis of your own digital workplace! http://www.digital-workplace-trends.com/customized-digital-workplace-report/