The document discusses the need for leadership adaptation in the Navy's public affairs and visual communications community in the face of the Fourth Industrial Revolution. It emphasizes the importance of a strong internal framework for leaders and illustrates how leaders must evolve by learning from examples like Anne Mulcahy at Xerox. Moreover, it outlines efforts to revamp Navy training and standards to better equip communicators for future challenges, including increased flexibility, problem-solving focus, and data literacy.

1. Reinventing the Navy Public Affairs
community to prepare for the
Fourth Industrial Revolution
Leadership Paper
Northwestern University
Leadership 481 - Founda9ons of Leadership
Jon E. McMillan
May 28, 2017
Introduc2on ​1
Leadership Theories:
Adap9ng to the Changing World ​2
LEADERSHIP FOR THE 4IG ​3
REINVENTING XEROX ​4
Applica2on of Leadership:
Reinven9ng the Navy Public Affairs and Visual Communica9ons Community ​6
THE PROBLEM ​6
A STALLED START ​7
A NEW APPROACH ​8
LEADERSHIP ACTIONS AND LEADERSHIP SKILLS REQUIRED ​12
BENEFITS OF THIS APPROACH ​12
OUTCOMES/DESIRED ENDSTATE ​13
Reflec2on ​14
References ​15

2. Introduc2on
“How did you go bankrupt?"
“Two ways. Gradually, then suddenly.”
​Ernest Hemingway​, ​The Sun Also Rises
The world is in that moment right between gradually and suddenly.
Instead of bankruptcy, we are about to suddenly experience the Fourth Industrial Revolu9on,
4IR, a technological revolu9on that will change everything. The revolu9on is being fueled by
technologies that fuse the physical, digital and biological worlds, especially in the emerging
fields of ar9ficial
intelligence, robo9cs, the
Internet of Things,
autonomous vehicles, 3D
prin9ng and
nanotechnology. Klaus
Schwab, Founder and
Execu9ve Chairman of
the World Economic
Forum, says the 4IR will “fundamentally alter the way we live, work, and relate to one another.
In its scale, scope, and complexity, the transforma9on will be unlike anything humankind has
experienced before.”
Even though technology changes over the past decade have been great -- the emergence and
acceptance of social media, the use of big data, the growing power of computers and mobile
devices, and the abili9es of ar9ficial intelligence and machine learning -- it has been a gradual
change for the world in comparison to what will happen over the next decade.
Leaders today are s9ll working to understand and adapt to the gradual changes of the past
decade. For many organiza9onal leaders, it’s been difficult to see, understand or adapt to the
changes that have already occurred, let alone see, understand or start preparing for what’s
next.
This paper will look at leadership in the digital age and explore successful prac9ces that have
helped organiza9ons adapt to the changing world. This paper will then explore how the Navy’s
public and visual communica9on field can use these leadership prac9ces to befer adapt to the
digital age.
1

3. Leadership Theories
Adap2ng to the Changing World
Leadership is the “behavioral choices we make in order to create a different future,” said Linda
Ginzel, a clinical professor of managerial psychology at the University of Chicago Booth School
of Business, in a May 2017 ​MIT Sloan Management Review​ ar9cle by Eric J. McNulty.
Ginzel teaches that management and leadership are
complementary skill and behavior sets. She told McNulty that
management is how you succeed in the present, and leadership is
how you move people forward into the unknown of the future.
“Execu9ves decide when to manage and when to lead,” she said.
Which behavior an execu9ve chooses is based on the person and
the situa9on they face.
During her interview with McNulty, Ginzel used the making of the American skyscraper story as
an analogy for how she believes execu9ves can become stronger leaders.
McNulty writes: “For ages, the height of buildings was limited by the requirement for thick,
load-bearing walls. That all changed when William LeBaron Jenney, acknowledged as the father
of the American skyscraper, conceived an inner
steel skeleton as a way to support a building. The
first one was built in Chicago in 1884. With this
shii of thinking, the sky literally became the
limit. Ginzel sees the same poten9al in people
once they look less to external reference points
for strength and work on building their inner
core. Much of her teaching addresses the need
to shed ‘load-bearing’ assump9ons that limit
one’s development. Building a stronger internal
framework makes it easier to handle ambiguity,
change, and other challenges of leadership.”
This idea of building a strong internal framework
is closely related to the Authen9c Leadership
theory. Peter Northouse writes in ​Leadership:
2

4. Theory and Prac2ce​ (2016), there are four essen9al components that make up authen9c
leadership:
1. Self-awareness: Reflec9ng on their core values, iden9fy, emo9ons, mo9ves and goals.
2. Internalized moral perspec9ve: A process of self-regula9on where internal moral
standards and values guide their behavior.
3. Balanced processing: The ability to analyze informa9on objec9vely and explore other
people’s opinions before making a decision.
4. Rela9onal transparency: The ability to be open and honest with others.
In addi9on to those four elements, Northouse writes there are other factor that influence
authen9c leadership. They include the afributes of confidence, hope, op9mism and resilience;
the ability to make ethical decisions; and major life events or experiences that helped shape
their life.
All these elements combine to make that strong internal framework -- that skyscraper -- Linda
Ginzel was talking about.
LEADERSHIP FOR THE 4IG
Leaders who are best equipped to face the challenges of the Fourth Industrial Revolu9on will
need that strong internal framework. Ernest J. Wilson III, the Walter Annenberg Chair in
Communica9on, and Dean of the Annenberg School for Communica9on at the University of
Southern California wrote in his essay, ​Leadership in
the Digital Age​, that “digital leaders are
dis9nguished from non-leaders by their different
combina9ons of skills, aptudes, knowledge and
their professional and personal experiences.”
He writes that digital leaders “must be flexible and
adaptable, and possess wide intellectual curiosity
and a hunger for new knowledge. They must be
willing to see value in sharply different perspec9ves,
and be comfortable with uncertainty, and like all leaders at all 9me, must possess true passion
for what they do. They look globally for solu9ons and challenges, and also hunger for constant
learning and insist on constant learning from their collaborators and followers. They maintain a
more egalitarian and results oriented approach than earlier leaders needed.”
3

5. Look at those leadership traits: Be flexible and adaptable. Possess intellectual curiosity and a
hunger for new knowledge. See value in different perspec9ves. Be comfortable with
uncertainty. Have a true passion for what they do. Those are all skills common to authen9c
leaders.
REINVENTING XEROX
Anne Mulcahy provides a good example of an authen9c leader and digital leader. Mulcahy was
the Chief Execu9ve Officer at Xerox from 2001 to 2009. In 2008 she was one named one of
America’s Best Leaders by U.S. News and Report and was named ‘CEO of the Year’ by Chief
Execu9ve magazine.
A year before she was named CEO, Mulcahy was promoted to Chief Opera9ng Office and was
put in charge of Xerox at one of its most difficult moments. The company was facing possible
bankruptcy. It was $18 billion in
debt and its stock had fallen
from $65 in 1999 to $27 in May
2000 and then $6.88 in October
2000.
She had a blunt message for
shareholders. "Xerox's business
model is unsustainable," she
said. Expenses were too high,
and the profit margins were
simply too low to return to
profitability.
The shareholders didn’t respond
well to Mulcahy’s honest
assessment and they started
dumping shares, driving its stock price down 26 percent the next day. Later, Mulcahy said she
learned a lesson that day about how talking to shareholders and would probably rephrase it a
bit today. However, she s9ll stands by the main message. “I thought it was far more credible to
acknowledge that the company was broken and drama9c ac9ons had to be taken.”
Faced with these challenges, everyone was telling Mulcahy need to declare bankruptcy to clear
Xerox's $18 billion debt. "Bankruptcy is never a win,” Mulcahy said. She firmly believed that
using bankruptcy to escape from debt could make it much harder for Xerox to be a high-tech
4

6. leader in the future. So, instead of filing for bankruptcy and sefling to manage Xerox out of
their problems, she chose a much more difficult and risky goal -- to lead and restore Xerox to a
great company once again.
For Mulcahy, all this was personal. She had been with Xerox for 25 years. Her husband had also
worked for Xerox. Mulcahy believed deeply in Xerox's values and culture. She was proud of its
heritage of inven9ng plain paper copying. And she knew many, many families depended on her
to get this right.
The most important thing for Mulcahy is family. Her own family and her parents and four
brothers. Mulcahy said she grew up in a gender-neutral household where everyone was taught
to speak their minds without seeking approval for their opinions. “My father loved words and
ideas,” she said. “To him, dinner was a 9me to be provoca9ve, to discuss poli9cs, religion,
current events, anything that was conten9ous. You had to par9cipate, you had to be armed with
informa9on from reading newspapers.”
She believes her upbringing has led her to expect to be defined by -- and succeed because of --
values, character and intellect. “The removes a huge burden, not having to act in a way or prove
something that isn’t natural.”
Armed with authen9c leadership style, Mulcahy took ac9on. Her first step was to tell Xerox’s
leadership team how dire the situa9on was and ask them if they were ready to commit to the
process of reinven9ng the company. She personally met with the top 100 execu9ves and 98 of
them decided to stay. Most of the them were s9ll with the company half a decade later. She
then headed out to listen to Xerox's customers and seek to understand their issues and
complaints.
Mulcahy said she is proud she stayed true to her and the company's values. Over 9me, with a
mixture of inspired leadership and well-thought out management, Xerox rebuilt its product line
and technology base, installed a new management team, and paid off the company's debt.
Mulcahy set out to restore Xerox to the great company it once was. However, she is credited to
do a lot more than restoring Xerox -- she completely transformed it. "Companies disappear
because they can't reinvent themselves," she said recently.
They can also disappear when execu9ves choose to behave like a manager instead of a leader.
In addi9on to being an authen9c leader, Mulcahy also demonstrates many of the afributes of a
“Level 5 Leader.”
5

7. Level 5 Leadership was created by Jim Collins.
He published his research in the book, "From
Good to Great" and also authored an ar9cle on
it for the Harvard Business Review in 2001.
Collins writes that for execu9ves to become
“Level 5” leaders, they must “afend to people
first, strategy second. Get the right people on
the bus and the wrong people off -- then figure
out where to drive it.” Other afributes of
“Level 5 Leaders” is they deal with “the brutal
facts” of the current reality and, at the same
9me, have absolute faith they will prevail; they
remain resilient as they push through
organiza9onal challenges; and they focus
almost exclusively on three things: what the
organiza9on can be good at, how its economics work best, and what ignites its peoples passion
for the organiza9on.
Mulcahy’s story illustrates that she was at once a Level 5 Leader and an authen9c leader.
Applica9on of Leadership
Reinven2ng the Navy Public Affairs
and Visual Communica2ons Community
THE PROBLEM
I’m a senior advisor to the Navy’s Chief of Informa9on. The Chief of Informa9on leads the
Navy’s public affairs and visual communica9on community. That community is made up of
about 240 public affairs officers and 1,100 enlisted Mass Communica9on Specialists.
A large por9on of the work they perform has been focused on telling the Navy story through
ac9ve media engagements, community outreach events and using owned media to tell the
story about Navy people and events based off the principles of news gathering, repor9ng and
feature storytelling.
6

8. That focus served the Navy well for the past decade. The skills used -- wri9ng, photography,
graphic design, videography and broadcast news -- translated well online to Facebook, YouTube,
Flickr, Instagram and Navy websites.
But technology today is minimizing the need to have professionals take photographs, post a
quick video, or send a note back home to the family on the command social media page.
When almost every young adult who joins the Navy today has years of experience managing
their own social media feeds, shoo9ng and pos9ng their own photos and video, why should the
Navy spend money to train and employ specialists?
As military budgets get 9ghter, manpower priori9es change and the Navy is forced to make
tough decisions about what jobs to keep or lose, Navy public affairs and visual communicators
will need to be more than just the people who tell the Navy story.
This challenge for Navy communicators is similar to Xerox’s challenge: How to reinvent yourself
to meet the challenges of tomorrow and how to become more agile and innova9ve.
Specifically, for U.S. Navy communica9on professionals to be able to maintain relevant and be
an asset to the Navy, leaders will need to change the training, expecta9ons and culture of the
community so it can adapt faster; focus efforts on problem solving through communica9on;
become data-conversant; and befer use storytelling to respond to the changing communica9on
environment and the changing leadership and audience expecta9ons.
A STALLED START
This vision started to be shared in August 2015 to the Navy public affairs -- PA -- community
at symposiums and leadership meetings around the world. But, the vision had a few major
problems.
First, it wasn’t a shared vision among PA leadership. Many leaders within the community
didn’t -- and even today don’t -- believe anything needs to change. These PA leaders believe
that Navy leadership needs to better understand the value and importance of public affairs.
Second, the vision meant changing what we teach and expect from both our officer and
enlisted PA team and many senior enlisted leaders felt any change had to first come from the
officer community before it could be implemented in the enlisted community.
Third, changing what we teach and expect from both our officer and enlisted PA team meant
changing training courses and curriculum, changing requirements and occupational standards
7

9. documents, and changing the Navy’s digital content systems. Each of those changes comes
with their own set of governing bodies and rules and timelines for making any sort of change.
Whenever Navy PA leaders went to discuss this vision questions about each of these problem
areas came up and slowly, talk about the vision decreased and then suddenly, it stopped.
We realized we needed to manage some of the problem areas first before we could attempt to
lead the community through such a dramatic change.
Over the next two years, we worked on changing our training, occupational standards, digital
content system and source requirements. Specifically:
1. We commissioned the Naval Postgraduate School to conduct a gap analysis study on
what Navy commanders want and need from Navy Public Affairs and what Navy public
affairs officers believe they provide to their commanders.
2. We realigned the public affairs officer graduate training program to shii away from a
public rela9ons Master's degree to expand our focus on strategy, interna9onal rela9ons
and communica9on.
3. We are revising the enlisted Mass Communica9on Specialists (MC) occupa9onal
standards – the task list that guides MC training and advancement tes9ng. These
standards also frame the MC community with job 9tles and func9onal areas. All of those
are being changed to reflect a move away from being a “journalism-based” community
to an “experience design-based” community. The revision is scheduled to be approved
in June 2017.
4. We are also rewri9ng our main training manual for the MCs. The new manual will
include an emphasis on user research, using and analyzing data, and problem solving
using the DICE Model (Define the problem, Ideate Solu9ons, Create content/experience,
Evaluate effects). It will be organized to align with the new job 9tles and func9onal areas
in the Occupa9onal Standards.
5. We are working with the Department of Defense’s Defense Informa9on School -- the
basic training school for all DoD public affairs and visual communicator -- on the crea9on
of a new Military Communica9on Fundamentals course. This course will incorporate
many of the basic training elements required to achieve the vision.
The next step in the process is to lead -- ​to “move people forward into the unknown of the
future.”
A NEW APPROACH
“To move people forward into the unknown of the future” and Navy public affairs leadership
will need to create a shared vision for the future. To do this, PA leadership will need to
8

10. understand the challenges the community faces; their own purpose and values; an ability to
reach out and connect with the community at large; empathy for the en9re community and the
challenges they will face trying to adapt to change; and personal self-discipline. In other words,
PA leaders will need to be an authen9c leader.
Kim Erwin writes in her book Communica9ng The New that to manage complexity, to make the
unfamiliar more comprehensible, to build alignment and to inspire confidence, leaders need to
use communica9on as a strategic tool.
Erwin presents a five step framework execu9ves and innovators can use to advance big changes
in an organiza9on. Navy Public Affairs leaders should use these steps to help “move people
into the unknown of the future.”
STEP 1: Create all-in, not buy-in
Erwin writes: “Intel’s Tony Salvador has said, ‘Innova9on is violence,’ meaning that by its nature
innova9on is tough and disrup9ve to everyday people in organiza9ons. If he’s right, then we
need more than buy-in; we need leaders to fully join our idea— to be involved in integra9ng it—
not merely to accept it. If the idea is big enough and bold enough to disrupt the standard order
of things, then “buy in” is no longer enough. It has to be all-in.”
This is the first step of our new approach. We will have get all -- or most -- of the Senior Navy PA
leaders -- officer and enlisted -- to go all-in on the vision for the future. There are about 90 PA
Captains and Commanders (O5s and O6) and about 45 PA senior enlisted (E8 and E9) in the
community. Like Anne Mulcahy did with the 100 senior Xerox execu9ves, the Navy’s Chief of
Informa9on will need to ensure each one of these 135 PA leaders needs hears and understands
the situa9on we face and the need for change. These leaders will have to not only buy-in to the
vision -- but go all-in and commit to helping achieve it.
STEP 2: Build a common basis of judgment
Erwin writes that cross-disciplinary, collabora9ve work required to make big changes in an
organiza9on require teams to have a shared conceptual model. The lack of an effec9ve shared
model can derail a project.
An ini9al problem we encountered when we first explained the vision during our “Stalled Start”
was most PA leaders didn’t have the same contextual understanding of the problem the
community faced nor did they have an understanding of how other organiza9ons were adap9ng
to similar challenges.
9

11. A mistake I made during our “Stalled Start” was to believe I could talk to different groups of
leaders and they would understand and press the “I believe” bufon when I described the
problem and solu9on -- as I saw it.
To build this common basis of judgement, we should provide many -- if not most -- of those 135
Navy PA leaders addi9onal training, exposure and experiences that will help them understand
the problem and solu9ons first-hand.
Specifically:
● We need to be transparent about budget and mission reduc9on discussions about the
PA community to give them a befer sense of the problem.
● We need to have them conduct a SWEATT analysis at their own command to help them
determine what is most important to their commander, what are clear and appropriate
measures, and iden9fy risks and ac9ons they can take to mi9gate risks.
● We need to expose them to a broader base of communica9on ac9vi9es and give them
experiences within adver9sing, design and PR firms; at design, technology and PR
conferences; and with innova9ve universi9es that are researching and adap9ng their
curriculum to adapt with the coming 4IR.
STEP 3: Build belief and convic2on
Erwin’s next step is to build belief and convic9on. Aier we start building that shared conceptual
model, we will need Navy PA leaders to believe the change -- the vision -- is possible to achieve.
Erwin writes that Michael Winnick, Partner at Gravity Tank, Inc and leader of dScout, Gravity
Tank's mobile research plazorm, is a big proponent of this step. “In innova9on-oriented work,
it’s not so much about proving or disproving. It is about gepng people to believe things. And
belief is different than proof. Belief is about taking leaps or developing a sense of intui9on
about what’s next or asking, ‘Why should I do something bold when there are an enormous
number of really valid reasons not to do anything at all?’”
To help build belief and convic9on, top Navy PA leaders need have the 100+ Navy PA leaders
begin to apply what they’ve been learning and experiencing with Steps 1 and 2. This can be
accomplished by assigning projects for leaders to work on to help move the vision forward. It
can also be accomplished by having these leaders develop ways to start sharing the vision and
the changes to the community to the Sailors that work for them. This also brings us to Step 4 --
moving ideas through the organiza9on.
10

12. STEP 4: Move ideas through the organiza2on
Erwin writes that it’s “not enough to create a single communica9on experience delivered by you
and your team. You need to give others tools they can use to communicate, to advance the
organiza9on’s understanding.”
What Navy PA will to do is make other leaders within the community evangelicals for this future
vision. To do this, we have to invest in our people.
Specific tac9cs include:
● Sending PA leaders to work within industry and have them talk about those experiences
to the rest of the community. This shouldn’t be reserved to just a few PA leaders -- it
should be designed in a way that allows mul9ple PA leaders and some of their followers
to work in industry for short bursts in order to allow a large number of PA professionals
to cycle through over 9me.
● Sending PA leaders and their followers to applicable workshops and having them present
findings back to the community.
● Encouraging -- even assigning -- PA leaders to write thought-pieces to help move the
vision forward.
STEP 5: Preempt the power of no
Erwin writes that “Anyone along the decision chain, from concept to rollout, can pull the plug or
dig in his or her heels: too costly, too disrup9ve, too complicated, too, well, different.” She goes
on to point out that in almost any organiza9on, it is both easier and safer to say no than it is to
say yes. “This is why mul9-stakeholder sessions early on are so cri9cal,” says Gravity Tank
partner Martha Cofon, “and those sessions need to build empathy (with end-users), immersion
(in both the reality and the poten9al of the situa9on) and engagement with the project and the
team so that they understand and believe that something needs to occur.” Oien9mes, Erwin
writes, the issue isn’t the idea at all— it’s the lack of rela9onships with and among important
stakeholders.
For Navy PA, this steps means taking a broader look at who the stakeholders are. In addi9on to
the actual Navy PA community, stakeholders include Senior Navy commanders -- from the
Secretary of the Navy and Chief of Naval Opera9ons to Fleet Commanders to ship and
installa9on commanding officers. Other stakeholders include tradi9onal ‘customers’ Navy PA
serves: the news media, community organiza9ons, and the book, TV and film industry. As the
vision for the future is being created, all these stakeholders need to be part of the process and
their issues, concerns and needs and wants need to heard.
11

13. If the SWEATT analyses conducted by Navy PA leaders in Step 2 were done properly, these
stakeholders inputs have already been taken into considera9on.
LEADERSHIP ACTIONS AND LEADERSHIP SKILLS REQUIRED
Leadership Ac2on Type of Leadership
Establishing a clear and
compelling vision
Level 4 Leadership
Authen9c Leadership (Self-Awareness/Values)
Building trust with stakeholders Authen9c Leadership (Balanced Processing) (Posi9ve Psychological afributes
[confidence, hope, op9mism, resilience] that build trust)
Level 5 Leadership (First ‘Who’)
Working with other to create
‘all-in’
Authen9c Leadership (Balanced Processing)
Level 2 Leadership (Works effec9vely with others)
Transparent with issues facing
community
Authen9c Leadership (Rela9onal Transparency)
Level 5 Leadership (Stockdale Paradox)
Leading SWEATT analysis Authen9c Leadership (Balanced Processing)
Level 4 Leadership (S9mulates the groups to high performance standards)
Build belief and convic9on Authen9c Leadership (Posi9ve Psychological afributes [confidence, hope,
op9mism, resilience] that build trust)
Level 5 Leadership (Humility + Will builds trust, belief and convic9on)
Empower other leaders to move
the idea through the organiza9on
Level 5 Leadership (Empowering others, selec9ng superb successors for the
cause, wan9ng the organiza9on to become even more successful in the future)
Most of the leadership types needed to achieve this approach fall in the Authen9c Leadership
and Level 5 Leadership styles. Emphasizing these two types of leadership styles will help the
Navy PA community build trust, dig deep inside their own beliefs to give them a strong internal
framework -- that skyscraper -- Linda Ginzel was talking about in the beginning of this paper.
Authen9c Leadership and a strong mix between Level 4 and Level 5 Leadership is a powerful
combina9on for leaders in the digital and Fourth Industrial Revolu9on Age.
BENEFITS OF THIS APPROACH
The major benefits to taking this approach is:
● Leadership is ​better able to establish and maintain trust and cohesion among the
group​. This is vital when leading a group into an unknown future and asking them to
believe in and learn new things and establish new behaviors.
● It builds a large group of leaders invested and empowered to accomplish the vision.
12

14. ● Because of the rela9onal engagements, ​positive and rewarding relationships are
established throughout the organization -- making it stronger over the long-term.
● A​uthentic leadership tends to help ensure ethical and moral standards are high. Since
the style emphasizes the use of morality as the guidance for leadership, the
organization can have a stronger ethical footing. This will become valuable and critical
as the organization starts to consider the ethical positions it must take during the 4IR.
OUTCOMES/DESIRED ENDSTATE
Measure Outcome/Desired Endstate
Number of Navy PA leaders personally engaged Create all-in, not buy-in
Number of Navy PA leaders who afended addi9onal training,
experiences related to vision
Build a common basis of judgment
Number of Navy PA leaders who completed a SWEATT analysis and
forwarded to PA Headquarters
Build a common basis of judgment
Number of Navy PA leaders exposed to adver9sing, design and PR firms;
at design, technology and PR conferences; and with innova9ve
universi9es that are researching and adap9ng their curriculum to adapt
with the coming 4IR.
Build a common basis of judgment
Number of projects assigned to Navy PA leaders to help move the vision
forward by sharing the vision and the changes to the community and
the Sailors that work for them.
Build belief and convic9on
Number of projects completed by Navy PA leaders that help move the
vision forward by sharing the vision and the changes to the community
and the Sailors that work for them.
Build belief and convic9on
Number of PA leaders assigned to work within industry Move ideas through the organiza9on
Number of PA leaders and their followers who afended applicable
workshops
Move ideas through the organiza9on
Number of PA leaders and/or followers who presented findings from
workshops back to the community.
Move ideas through the organiza9on
Number of thought pieces on the vision and moving the vision
forwarded wrifen by different PA leaders
Move ideas through the organiza9on
13

15. References
Erwin, Kim (2013-08-28). Communicating The New: Methods to Shape and Accelerate
Innovation. Wiley. Kindle Edition.
George, William W.. “​America's Best Leaders: Anne Mulcahy, Xerox CEO.​” Retrieved May 26,
2017, from hfps://www.usnews.com/news/best-leaders/ar9cles/2008/11/19/
americas-best-leaders-anne-mulcahy-xerox-ceo
George, William W., and Andrew N. McLean. ​"Anne Mulcahy: Leading Xerox through the Perfect
Storm (B)."​ Harvard Business School Supplement 405-065, March 2005.
McNulty, Eric J., “​Leadership Development's Epic Fail.​” Retrieved May 25, 2017, from
hfp://sloanreview.mit.edu/ar9cle/leadership-developments-epic-fail/
Northouse, P. G. (2004). Leadership: Theory and prac9ce. Thousand Oaks: Sage.
Schwab, Klaus., “​The Fourth Industrial Revolu9on: What it means and how to respond​.”
Retrieved May 27, 2017, from ​hfps://www.weforum.org/agenda/2016/01/
the-fourth-industrial-revolu9on-what-it-means-and-how-to-respond
Wilson, Ernest J., "​Leadership in the Digital Age.​” Retrieved May 25, 2017, from
hfps://www.researchgate.net/publica9on/237762629_LEADERSHIP_IN_THE_DIGITAL_
AGE_Ernest_J_Wilson_III_To_Appear_in_The_Encyclopedia_of_Leadership
Richardson, John Adm., “A Design for Maintaining Mari9me Superiority.” Retrieved May 27,
2017, from hfp://www.navy.mil/cno/docs/cno_stg.pdf
Graphics
4 IR Graphic. hfps://thinkmarke9ng.ca/wp-content/uploads/2016/09/
Think-Banter-inset-Sept2016-InfoGraphic-1.png
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