SlideShare a Scribd company logo
Leadership 2.0
       Creating collective value in
         the Collaboration Era

                                       May 16, 2008




                               1
                                   1
José Cabrera                   blog.cabreramc.com
A conversation about ...
   “The new ways to create
     collective value in the
    Collaboration Era, the
 future of leadership and the
 need to build people centric
     organizations, where
  leadership and innovation
       is everyone's job”
                                2
                                    2
José Cabrera                    blog.cabreramc.com
Life in 1900 ...
  US life expectancy was 47 years
     14% of homes had a bathtub
    6% of homes had a telephone
               8000 cars in the US
           144 miles of paved road
     42% of the work force was in
                            farming
   More than 95% of all births took
                   place at home.
                                      3
                                          3
José Cabrera                          blog.cabreramc.com
Management in 1900 ...
    Standardized job descriptions
         Production planning and
                      scheduling
                 Cost accounting
                  Profit analysis
               Financial controls
  Incentive based compensation
          Personnel departments
                                    4
                                        4
José Cabrera                        blog.cabreramc.com
“”
 It's time to change
                                      Gary Hamel
 “The current management is a
 mature discipline and, as such,
   incapable of solving the new
  challenges that will confront the
     organizations in the new
           Millennium “


José Cabrera
                                       5
                                           5
                                                    3
                                       blog.cabreramc.com
10
                reasons for
               management
                 innovation
                              6
                                  6
José Cabrera                  blog.cabreramc.com
“”
 New Era
                                          Peter M. Senge
 Perhaps for the first time in history,
    humankind has the capacity to
  create more information than
     anyone can absorb, to foster
   greater interdependency
    than anyone can manage, and to
     accelerate change faster

                                                           1
   than anyone’s ability to keep pace
                                           7
                                               7
José Cabrera                              blog.cabreramc.com
New social structures




José Cabrera
                         8
                             8
                                       2
                         blog.cabreramc.com
New economic order




       USA, Europe,   China, India,
         Japan         Emergents

José Cabrera
                            9
                                9
                                        3
                            blog.cabreramc.com
“”
 New Talent
                                           Marc Prensky
        Digital Natives are used to
      receiving information really fast.
      They like to parallel process and
    multi-task. They prefer graphics to
          text. They function best when
     networked. They thrive on instant
    gratification and frequent rewards.
  They prefer games to “serious” work.


José Cabrera
                                           10
                                                10
                                                          4
                                           blog.cabreramc.com
“”
 New minds
                                                     Daniel Pink
“high-concept skills” the ability to create
artistic and emotionally satisfying products, to
detect patterns and unexpected opportunities,
and to combine seemingly unrelated ideas into
a novel invention
“high touch skills” being able to
empathize, to understand subtleties of human
interaction, to find joy in one’s self and elicit it in
others, and to engage in the pursuit of purpose


                                                                      5
and meaning
                                                          11
                                                               11
José Cabrera                                              blog.cabreramc.com
“”
 New identity
                                               Manuel Castells
      Identity is becoming the main, and
         sometimes the only, source of
          meaning in a historical period
            characterized by widespread
          destructuring of organizations,
     delegitimation of institutions, fading
   away of major social movements, and
        ephemeral cultural expressions.


José Cabrera
                                              12
                                                   12
                                                            6
                                              blog.cabreramc.com
“”
 New value creation
 models
              Peers Pioneers
                    Ideagoras
                   Prosumers
            New Alexandrians
           Global Plant Floors
          The Wiki Workplace

José Cabrera
                                 13
                                      13
                                              7
                                 blog.cabreramc.com
“”
 New markets
                                         Chris Anderson

                       Small number of
                   mainstream products
               versus huge number
               of niches in the tail




José Cabrera
                                           14
                                                14
                                                      8
                                           blog.cabreramc.com
New organizations
   “Enterprise 2.0 the use of emergent social
  software platforms within companies, or between
    companies and their partners or customers.quot;
                                    Andrew McAfee




José Cabrera
                                         15
                                              15
                                                    9
                                         blog.cabreramc.com
“”
 Transparency is key
  Transparency is the key word for
            what we are doing now:
           drawing lessons from the
             present crisis. In all the
          domains that are at stake,
    transparency will be one of the
     most important principles for a
         simple reason: opacity is a
       recipe for herd behavior and
                           contagion


                                                       10
            Jean-Claude Trichet, President
                   European Central Bank     16
                                                  16
José Cabrera                                 blog.cabreramc.com
Relevant questions ...
                How do these changes impact my
                customers?
                What will be their impact on my
                products and services
                competitiveness?
                How does all this affect me personally?
                How will these changes affect my
                future employability?

                                      17
                                           17
José Cabrera                          blog.cabreramc.com
Where
               to begin   ?
                          18
                               18
José Cabrera              blog.cabreramc.com
Jump into the lifeboat!
        Value creation in the
   Collaboration Era requires
   imagination, creativity
    and passion. It's about
  creating new people centric
         organizations, where
          leadership and
            innovation is
          everyone's job.

                                19
                                     19
José Cabrera                    blog.cabreramc.com
“”
 Join the conversations
            Market are
           conversations
         Organizations are
         conversations

   Leadership = Conversations
                             20
                                  20
José Cabrera                 blog.cabreramc.com
Build your personal agenda
 If you do not have a personal agenda,
  is highly probable that you are part of
               somebody else's agenda
  You must have your own vision about
      the the future of leadership and a
         personal action plan to develop
   yourself, start now introducing some
  leadership 2.0 practices in your daily
                  routine as a manager.

                                            21
                                                 21
José Cabrera                                blog.cabreramc.com
Challenge the “statu quo”
   Question the old ways of working that only
had meaning in the past and arose to solve a
      problem that no longer is relevant to the
                                   organization.
       Build capacity for experimentation with
          low risk so that you can launch new
    innovation initiatives and interact with the
                                     new reality.
         Gives a chance to new ideas without
 crippling the ability of the organization to get
                  their results on a daily basis.
                                                    22
                                                         22
José Cabrera                                        blog.cabreramc.com
Foster an innovation culture
     A culture that questions the quot;Status
    quoquot; and face challenges in unusual
                                   ways.
       Find new ways to deal with future
     challenges, exploring new avenues
       and avoiding the easy answers to
                               problems.
       Create people centric and flexible
    organizations, where leadership and
            innovation is everyone's job.
                                            23
                                                 23
José Cabrera                                blog.cabreramc.com
Search for analogies and best
 practices in different environments
      Explore your competition's solutions
                         and best practices.
       Create your own innovation system,
              which will allow you to launch
           innovation initiatives with limited
                                  resources.
      Give the new ideas a chance without
        risking your organization's ability to
                        deliver daily results.
                                                 www.infonomia.com
                                                    24
                                                         24
José Cabrera                                        blog.cabreramc.com
“”
 Focus on      execution
                                            Larry Bossidy
           “The missing link between
      aspirations -what the leaders of
       the company want to achieve-
       and results: the organization's
                  ability to achieve it.”
            “The discipline of aligning
        persons with goals in order to
             achieve planned results”
      “A system to have things done”

                                              25
                                                   25
José Cabrera                                  blog.cabreramc.com
“Getting Real”
                Test your ideas in a real
  environment, with real customers and
                            real markets.
  Don't lose your time. Skip all the stuff
     that represent real and build the
    real thing. Experiment, listen and
                                 improve.
    Get something real up and running
       quickly. It's the best way to build
                              momentum.
                                             www.37signals.com/

                                                   26
                                                        26
José Cabrera                                       blog.cabreramc.com
Time is the key
    In the current environment of high
          competition and accelerated
     changes time is the key variable.
         Launch on time and on
      budget; adjust the scope of
                       your idea.
   Long term projects are nothing but
   fantasy, something that keeps you
                     away from real.
                                         27
                                              27
José Cabrera                             blog.cabreramc.com
Create agile organizations
    Build transparent organizations.
 It's about staying small and being
  fast and flexible, open to change
                     and innovation.
    More flexible, more changes
   and, definitely, more freedom
                    and more fun.
   Less paperwork and formalities,
            less mass, less fear.
                                       28
                                            28
José Cabrera                           blog.cabreramc.com
Avoid “passion killers”
        Hire happy, enthusiastic
        people. People who are
     passionate about their job.
        Look for people who are
   curious and willing to learn.
   Don't think you need a tech-
 celebrity. A happy yet average
      employee is better than a
     disliked and negative guru.

                                   29
                                        29
José Cabrera                       blog.cabreramc.com
Don't let legacy kill your dream

      “The difficulty lies, not in the new
    ideas, but in escaping from the old
                                     ones”
                    John Maynard Keynes
        “If you always do what you have
     always done, you'll always get what
                   you have always got”
                                   Haines


                                             30
                                                  30
José Cabrera                                 blog.cabreramc.com
Leadership 2.0
       Creating collective value in
         the Collaboration Era

                                         May 16, 2008




                               31
                                    31
José Cabrera                   blog.cabreramc.com

More Related Content

Viewers also liked

Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...
Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...
Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...
Social Frontiers: The Next Edge of Social Innovation Research
 
Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...
Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...
Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...
Erik Micheelsen
 
Collaboration framework
Collaboration frameworkCollaboration framework
Collaboration framework
Prem Kumar Aparanji
 
Innovation & Collaboration
Innovation & CollaborationInnovation & Collaboration
Innovation & Collaboration
Saneel Radia
 
Entrepreneurial Innovation & Transdisciplinary Collaboration
Entrepreneurial Innovation & Transdisciplinary CollaborationEntrepreneurial Innovation & Transdisciplinary Collaboration
Entrepreneurial Innovation & Transdisciplinary Collaboration
Simon Priest
 
Collaboration Techniques that really work
Collaboration Techniques that really workCollaboration Techniques that really work
Collaboration Techniques that really work
leisa reichelt
 
12 Principles of Collaboration
12 Principles of Collaboration12 Principles of Collaboration
12 Principles of Collaboration
Jacob Morgan
 
Starting a Collaboration Revolution
Starting a Collaboration RevolutionStarting a Collaboration Revolution
Starting a Collaboration Revolution
Sven Peters
 

Viewers also liked (8)

Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...
Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...
Enhancing Social Innovation by Rethinking Collaboration, Leadership and Publi...
 
Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...
Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...
Co-creation, Open Innovation & Real-Time Collaboration - A web based platform...
 
Collaboration framework
Collaboration frameworkCollaboration framework
Collaboration framework
 
Innovation & Collaboration
Innovation & CollaborationInnovation & Collaboration
Innovation & Collaboration
 
Entrepreneurial Innovation & Transdisciplinary Collaboration
Entrepreneurial Innovation & Transdisciplinary CollaborationEntrepreneurial Innovation & Transdisciplinary Collaboration
Entrepreneurial Innovation & Transdisciplinary Collaboration
 
Collaboration Techniques that really work
Collaboration Techniques that really workCollaboration Techniques that really work
Collaboration Techniques that really work
 
12 Principles of Collaboration
12 Principles of Collaboration12 Principles of Collaboration
12 Principles of Collaboration
 
Starting a Collaboration Revolution
Starting a Collaboration RevolutionStarting a Collaboration Revolution
Starting a Collaboration Revolution
 

Similar to Leadership in the Collaboration Era

"Getting Real" The smarter, faster, easier way to build Organizations 2.0
"Getting Real" The smarter, faster, easier way to build Organizations 2.0"Getting Real" The smarter, faster, easier way to build Organizations 2.0
"Getting Real" The smarter, faster, easier way to build Organizations 2.0
Cabrera Management Consultants
 
Axell-3D
Axell-3DAxell-3D
Axell-3D
Chinmoy Sarkar
 
Axell 3 D
Axell 3 DAxell 3 D
Axell 3 D
Chinmoy Sarkar
 
Developing a Culture to Drive Performance
Developing a Culture to Drive PerformanceDeveloping a Culture to Drive Performance
Developing a Culture to Drive Performance
LOGiQ3
 
Big Hairy Audacious Goals
Big Hairy Audacious GoalsBig Hairy Audacious Goals
Big Hairy Audacious Goals
removed_4d1206b5c6020534b4513b7e279cfccf
 
Your Business Brickyard
Your Business BrickyardYour Business Brickyard
Your Business Brickyard
Fabio Platero
 
Ledelsesudfordringer I Vidensamfundet
Ledelsesudfordringer I VidensamfundetLedelsesudfordringer I Vidensamfundet
Ledelsesudfordringer I Vidensamfundet
VidenDanmark
 
The C-Factors Report
The C-Factors ReportThe C-Factors Report
The C-Factors Report
Sparks Ideas
 
SCAD Presentation by The Moderns: Branding and Idea Economy
SCAD Presentation by The Moderns: Branding and Idea EconomySCAD Presentation by The Moderns: Branding and Idea Economy
SCAD Presentation by The Moderns: Branding and Idea Economy
TheModerns
 
Business as Art by Stanford Business Professor Michael Ray
Business as Art by Stanford Business Professor Michael RayBusiness as Art by Stanford Business Professor Michael Ray
Business as Art by Stanford Business Professor Michael Ray
Stanford Graduate School of Business
 
What is the “Secret Sauce” of Innovation?
What is the “Secret Sauce” of Innovation?What is the “Secret Sauce” of Innovation?
What is the “Secret Sauce” of Innovation?
Creativity at Work
 
Leveraging the Present, Preparing for the Future
Leveraging the Present, Preparing for the FutureLeveraging the Present, Preparing for the Future
Leveraging the Present, Preparing for the Future
Carlos Dominguez
 
Leading the Leadership Revolution
Leading the Leadership RevolutionLeading the Leadership Revolution
Leading the Leadership Revolution
Masterful Coaching
 

Similar to Leadership in the Collaboration Era (13)

"Getting Real" The smarter, faster, easier way to build Organizations 2.0
"Getting Real" The smarter, faster, easier way to build Organizations 2.0"Getting Real" The smarter, faster, easier way to build Organizations 2.0
"Getting Real" The smarter, faster, easier way to build Organizations 2.0
 
Axell-3D
Axell-3DAxell-3D
Axell-3D
 
Axell 3 D
Axell 3 DAxell 3 D
Axell 3 D
 
Developing a Culture to Drive Performance
Developing a Culture to Drive PerformanceDeveloping a Culture to Drive Performance
Developing a Culture to Drive Performance
 
Big Hairy Audacious Goals
Big Hairy Audacious GoalsBig Hairy Audacious Goals
Big Hairy Audacious Goals
 
Your Business Brickyard
Your Business BrickyardYour Business Brickyard
Your Business Brickyard
 
Ledelsesudfordringer I Vidensamfundet
Ledelsesudfordringer I VidensamfundetLedelsesudfordringer I Vidensamfundet
Ledelsesudfordringer I Vidensamfundet
 
The C-Factors Report
The C-Factors ReportThe C-Factors Report
The C-Factors Report
 
SCAD Presentation by The Moderns: Branding and Idea Economy
SCAD Presentation by The Moderns: Branding and Idea EconomySCAD Presentation by The Moderns: Branding and Idea Economy
SCAD Presentation by The Moderns: Branding and Idea Economy
 
Business as Art by Stanford Business Professor Michael Ray
Business as Art by Stanford Business Professor Michael RayBusiness as Art by Stanford Business Professor Michael Ray
Business as Art by Stanford Business Professor Michael Ray
 
What is the “Secret Sauce” of Innovation?
What is the “Secret Sauce” of Innovation?What is the “Secret Sauce” of Innovation?
What is the “Secret Sauce” of Innovation?
 
Leveraging the Present, Preparing for the Future
Leveraging the Present, Preparing for the FutureLeveraging the Present, Preparing for the Future
Leveraging the Present, Preparing for the Future
 
Leading the Leadership Revolution
Leading the Leadership RevolutionLeading the Leadership Revolution
Leading the Leadership Revolution
 

More from Cabrera Management Consultants

NUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALES
NUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALESNUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALES
NUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALES
Cabrera Management Consultants
 
An agile approach to organizational development
An agile approach to organizational developmentAn agile approach to organizational development
An agile approach to organizational development
Cabrera Management Consultants
 
Profesionales ambidiestros
Profesionales ambidiestrosProfesionales ambidiestros
Profesionales ambidiestros
Cabrera Management Consultants
 
Transfromacion digital sector servicios unifib
Transfromacion digital sector servicios  unifibTransfromacion digital sector servicios  unifib
Transfromacion digital sector servicios unifib
Cabrera Management Consultants
 
Netarchy_Beyond_Hierarchy
Netarchy_Beyond_HierarchyNetarchy_Beyond_Hierarchy
Netarchy_Beyond_Hierarchy
Cabrera Management Consultants
 
Colaborar: ¿Misión imposible?
Colaborar: ¿Misión imposible?Colaborar: ¿Misión imposible?
Colaborar: ¿Misión imposible?
Cabrera Management Consultants
 
Liderando en tiempos de cambios acelerados
Liderando en tiempos de cambios aceleradosLiderando en tiempos de cambios acelerados
Liderando en tiempos de cambios acelerados
Cabrera Management Consultants
 
Mi experiencia como emprendedor
Mi experiencia como emprendedorMi experiencia como emprendedor
Mi experiencia como emprendedor
Cabrera Management Consultants
 
Redarquía organizaciones duales
Redarquía  organizaciones dualesRedarquía  organizaciones duales
Redarquía organizaciones duales
Cabrera Management Consultants
 
Hackeando Empresas y Organizaciones
Hackeando Empresas y  OrganizacionesHackeando Empresas y  Organizaciones
Hackeando Empresas y Organizaciones
Cabrera Management Consultants
 
Organizaciones Duales en la Empresa
Organizaciones Duales en la EmpresaOrganizaciones Duales en la Empresa
Organizaciones Duales en la Empresa
Cabrera Management Consultants
 
ASPGems Valores y Cultura
ASPGems Valores y CulturaASPGems Valores y Cultura
ASPGems Valores y Cultura
Cabrera Management Consultants
 
Transformación Digital
Transformación DigitalTransformación Digital
Transformación Digital
Cabrera Management Consultants
 
Universidad del futuro jc
Universidad del futuro jcUniversidad del futuro jc
Universidad del futuro jc
Cabrera Management Consultants
 
Redarquía - Màs allá de la Jerarquía
Redarquía - Màs allá de la JerarquíaRedarquía - Màs allá de la Jerarquía
Redarquía - Màs allá de la Jerarquía
Cabrera Management Consultants
 
Innovación y Tecnología - Un desafío adaptativo
Innovación y Tecnología - Un desafío adaptativoInnovación y Tecnología - Un desafío adaptativo
Innovación y Tecnología - Un desafío adaptativo
Cabrera Management Consultants
 
Descubre lo que Cabrera MC puede hacer por tu organización...y por ti
Descubre lo que Cabrera MC puede hacer por tu organización...y por tiDescubre lo que Cabrera MC puede hacer por tu organización...y por ti
Descubre lo que Cabrera MC puede hacer por tu organización...y por ti
Cabrera Management Consultants
 
Redarquia, el orden emergente en la Era de la Colaboración
Redarquia, el orden emergente en la Era de la ColaboraciónRedarquia, el orden emergente en la Era de la Colaboración
Redarquia, el orden emergente en la Era de la Colaboración
Cabrera Management Consultants
 
El Espiritu Emprendedor como forma de vida
El Espiritu Emprendedor como forma de vidaEl Espiritu Emprendedor como forma de vida
El Espiritu Emprendedor como forma de vida
Cabrera Management Consultants
 
Redarquía Gestión del Cambio en la Era de la Colaboración
Redarquía Gestión del Cambio en la Era de la ColaboraciónRedarquía Gestión del Cambio en la Era de la Colaboración
Redarquía Gestión del Cambio en la Era de la Colaboración
Cabrera Management Consultants
 

More from Cabrera Management Consultants (20)

NUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALES
NUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALESNUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALES
NUEVOS MODELOS ORGANIZATIVOS ORGANIZACIONES DUALES
 
An agile approach to organizational development
An agile approach to organizational developmentAn agile approach to organizational development
An agile approach to organizational development
 
Profesionales ambidiestros
Profesionales ambidiestrosProfesionales ambidiestros
Profesionales ambidiestros
 
Transfromacion digital sector servicios unifib
Transfromacion digital sector servicios  unifibTransfromacion digital sector servicios  unifib
Transfromacion digital sector servicios unifib
 
Netarchy_Beyond_Hierarchy
Netarchy_Beyond_HierarchyNetarchy_Beyond_Hierarchy
Netarchy_Beyond_Hierarchy
 
Colaborar: ¿Misión imposible?
Colaborar: ¿Misión imposible?Colaborar: ¿Misión imposible?
Colaborar: ¿Misión imposible?
 
Liderando en tiempos de cambios acelerados
Liderando en tiempos de cambios aceleradosLiderando en tiempos de cambios acelerados
Liderando en tiempos de cambios acelerados
 
Mi experiencia como emprendedor
Mi experiencia como emprendedorMi experiencia como emprendedor
Mi experiencia como emprendedor
 
Redarquía organizaciones duales
Redarquía  organizaciones dualesRedarquía  organizaciones duales
Redarquía organizaciones duales
 
Hackeando Empresas y Organizaciones
Hackeando Empresas y  OrganizacionesHackeando Empresas y  Organizaciones
Hackeando Empresas y Organizaciones
 
Organizaciones Duales en la Empresa
Organizaciones Duales en la EmpresaOrganizaciones Duales en la Empresa
Organizaciones Duales en la Empresa
 
ASPGems Valores y Cultura
ASPGems Valores y CulturaASPGems Valores y Cultura
ASPGems Valores y Cultura
 
Transformación Digital
Transformación DigitalTransformación Digital
Transformación Digital
 
Universidad del futuro jc
Universidad del futuro jcUniversidad del futuro jc
Universidad del futuro jc
 
Redarquía - Màs allá de la Jerarquía
Redarquía - Màs allá de la JerarquíaRedarquía - Màs allá de la Jerarquía
Redarquía - Màs allá de la Jerarquía
 
Innovación y Tecnología - Un desafío adaptativo
Innovación y Tecnología - Un desafío adaptativoInnovación y Tecnología - Un desafío adaptativo
Innovación y Tecnología - Un desafío adaptativo
 
Descubre lo que Cabrera MC puede hacer por tu organización...y por ti
Descubre lo que Cabrera MC puede hacer por tu organización...y por tiDescubre lo que Cabrera MC puede hacer por tu organización...y por ti
Descubre lo que Cabrera MC puede hacer por tu organización...y por ti
 
Redarquia, el orden emergente en la Era de la Colaboración
Redarquia, el orden emergente en la Era de la ColaboraciónRedarquia, el orden emergente en la Era de la Colaboración
Redarquia, el orden emergente en la Era de la Colaboración
 
El Espiritu Emprendedor como forma de vida
El Espiritu Emprendedor como forma de vidaEl Espiritu Emprendedor como forma de vida
El Espiritu Emprendedor como forma de vida
 
Redarquía Gestión del Cambio en la Era de la Colaboración
Redarquía Gestión del Cambio en la Era de la ColaboraciónRedarquía Gestión del Cambio en la Era de la Colaboración
Redarquía Gestión del Cambio en la Era de la Colaboración
 

Recently uploaded

PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
projectseasy
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
PraghyaBhandari
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...
Brian Frerichs
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
Newman George Leech
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
➑➌➋➑➒➎➑➑➊➍
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Aggregage
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
Workforce Group
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
Dubiz
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
Divyanshu56740
 
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesFamily/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
AishwaryaDoiphode3
 
Best Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management StudentsBest Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management Students
zoyaws1
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Growth Buyouts - The  Dawn of the GBO (Slow Ventures)Growth Buyouts - The  Dawn of the GBO (Slow Ventures)
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Razin Mustafiz
 
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  BankingCheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
itnewsafrica
 
Data Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and TemplatesData Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and Templates
Aurelien Domont, MBA
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
mcynthus
 
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
itnewsafrica
 

Recently uploaded (20)

PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
 
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesFamily/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
 
Best Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management StudentsBest Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management Students
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Growth Buyouts - The  Dawn of the GBO (Slow Ventures)Growth Buyouts - The  Dawn of the GBO (Slow Ventures)
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
 
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  BankingCheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
 
Data Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and TemplatesData Analytics and AI Strategy Toolkit, Playbook and Templates
Data Analytics and AI Strategy Toolkit, Playbook and Templates
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
 
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
 

Leadership in the Collaboration Era

  • 1. Leadership 2.0 Creating collective value in the Collaboration Era May 16, 2008 1 1 José Cabrera blog.cabreramc.com
  • 2. A conversation about ... “The new ways to create collective value in the Collaboration Era, the future of leadership and the need to build people centric organizations, where leadership and innovation is everyone's job” 2 2 José Cabrera blog.cabreramc.com
  • 3. Life in 1900 ... US life expectancy was 47 years 14% of homes had a bathtub 6% of homes had a telephone 8000 cars in the US 144 miles of paved road 42% of the work force was in farming More than 95% of all births took place at home. 3 3 José Cabrera blog.cabreramc.com
  • 4. Management in 1900 ... Standardized job descriptions Production planning and scheduling Cost accounting Profit analysis Financial controls Incentive based compensation Personnel departments 4 4 José Cabrera blog.cabreramc.com
  • 5. “” It's time to change Gary Hamel “The current management is a mature discipline and, as such, incapable of solving the new challenges that will confront the organizations in the new Millennium “ José Cabrera 5 5 3 blog.cabreramc.com
  • 6. 10 reasons for management innovation 6 6 José Cabrera blog.cabreramc.com
  • 7. “” New Era Peter M. Senge Perhaps for the first time in history, humankind has the capacity to create more information than anyone can absorb, to foster greater interdependency than anyone can manage, and to accelerate change faster 1 than anyone’s ability to keep pace 7 7 José Cabrera blog.cabreramc.com
  • 8. New social structures José Cabrera 8 8 2 blog.cabreramc.com
  • 9. New economic order USA, Europe, China, India, Japan Emergents José Cabrera 9 9 3 blog.cabreramc.com
  • 10. “” New Talent Marc Prensky Digital Natives are used to receiving information really fast. They like to parallel process and multi-task. They prefer graphics to text. They function best when networked. They thrive on instant gratification and frequent rewards. They prefer games to “serious” work. José Cabrera 10 10 4 blog.cabreramc.com
  • 11. “” New minds Daniel Pink “high-concept skills” the ability to create artistic and emotionally satisfying products, to detect patterns and unexpected opportunities, and to combine seemingly unrelated ideas into a novel invention “high touch skills” being able to empathize, to understand subtleties of human interaction, to find joy in one’s self and elicit it in others, and to engage in the pursuit of purpose 5 and meaning 11 11 José Cabrera blog.cabreramc.com
  • 12. “” New identity Manuel Castells Identity is becoming the main, and sometimes the only, source of meaning in a historical period characterized by widespread destructuring of organizations, delegitimation of institutions, fading away of major social movements, and ephemeral cultural expressions. José Cabrera 12 12 6 blog.cabreramc.com
  • 13. “” New value creation models Peers Pioneers Ideagoras Prosumers New Alexandrians Global Plant Floors The Wiki Workplace José Cabrera 13 13 7 blog.cabreramc.com
  • 14. “” New markets Chris Anderson Small number of mainstream products versus huge number of niches in the tail José Cabrera 14 14 8 blog.cabreramc.com
  • 15. New organizations “Enterprise 2.0 the use of emergent social software platforms within companies, or between companies and their partners or customers.quot; Andrew McAfee José Cabrera 15 15 9 blog.cabreramc.com
  • 16. “” Transparency is key Transparency is the key word for what we are doing now: drawing lessons from the present crisis. In all the domains that are at stake, transparency will be one of the most important principles for a simple reason: opacity is a recipe for herd behavior and contagion 10 Jean-Claude Trichet, President European Central Bank 16 16 José Cabrera blog.cabreramc.com
  • 17. Relevant questions ... How do these changes impact my customers? What will be their impact on my products and services competitiveness? How does all this affect me personally? How will these changes affect my future employability? 17 17 José Cabrera blog.cabreramc.com
  • 18. Where to begin ? 18 18 José Cabrera blog.cabreramc.com
  • 19. Jump into the lifeboat! Value creation in the Collaboration Era requires imagination, creativity and passion. It's about creating new people centric organizations, where leadership and innovation is everyone's job. 19 19 José Cabrera blog.cabreramc.com
  • 20. “” Join the conversations Market are conversations Organizations are conversations Leadership = Conversations 20 20 José Cabrera blog.cabreramc.com
  • 21. Build your personal agenda If you do not have a personal agenda, is highly probable that you are part of somebody else's agenda You must have your own vision about the the future of leadership and a personal action plan to develop yourself, start now introducing some leadership 2.0 practices in your daily routine as a manager. 21 21 José Cabrera blog.cabreramc.com
  • 22. Challenge the “statu quo” Question the old ways of working that only had meaning in the past and arose to solve a problem that no longer is relevant to the organization. Build capacity for experimentation with low risk so that you can launch new innovation initiatives and interact with the new reality. Gives a chance to new ideas without crippling the ability of the organization to get their results on a daily basis. 22 22 José Cabrera blog.cabreramc.com
  • 23. Foster an innovation culture A culture that questions the quot;Status quoquot; and face challenges in unusual ways. Find new ways to deal with future challenges, exploring new avenues and avoiding the easy answers to problems. Create people centric and flexible organizations, where leadership and innovation is everyone's job. 23 23 José Cabrera blog.cabreramc.com
  • 24. Search for analogies and best practices in different environments Explore your competition's solutions and best practices. Create your own innovation system, which will allow you to launch innovation initiatives with limited resources. Give the new ideas a chance without risking your organization's ability to deliver daily results. www.infonomia.com 24 24 José Cabrera blog.cabreramc.com
  • 25. “” Focus on execution Larry Bossidy “The missing link between aspirations -what the leaders of the company want to achieve- and results: the organization's ability to achieve it.” “The discipline of aligning persons with goals in order to achieve planned results” “A system to have things done” 25 25 José Cabrera blog.cabreramc.com
  • 26. “Getting Real” Test your ideas in a real environment, with real customers and real markets. Don't lose your time. Skip all the stuff that represent real and build the real thing. Experiment, listen and improve. Get something real up and running quickly. It's the best way to build momentum. www.37signals.com/ 26 26 José Cabrera blog.cabreramc.com
  • 27. Time is the key In the current environment of high competition and accelerated changes time is the key variable. Launch on time and on budget; adjust the scope of your idea. Long term projects are nothing but fantasy, something that keeps you away from real. 27 27 José Cabrera blog.cabreramc.com
  • 28. Create agile organizations Build transparent organizations. It's about staying small and being fast and flexible, open to change and innovation. More flexible, more changes and, definitely, more freedom and more fun. Less paperwork and formalities, less mass, less fear. 28 28 José Cabrera blog.cabreramc.com
  • 29. Avoid “passion killers” Hire happy, enthusiastic people. People who are passionate about their job. Look for people who are curious and willing to learn. Don't think you need a tech- celebrity. A happy yet average employee is better than a disliked and negative guru. 29 29 José Cabrera blog.cabreramc.com
  • 30. Don't let legacy kill your dream “The difficulty lies, not in the new ideas, but in escaping from the old ones” John Maynard Keynes “If you always do what you have always done, you'll always get what you have always got” Haines 30 30 José Cabrera blog.cabreramc.com
  • 31. Leadership 2.0 Creating collective value in the Collaboration Era May 16, 2008 31 31 José Cabrera blog.cabreramc.com