Welcome to a Disruptive World
Welcome to the future of leadership and get ready to be brave! You lead in a volatile, uncertain, complex, and ambiguous world, where new technologies, ways of working, and players regularly change the rules, and sometimes the game itself.
Whatever industry you are in, disruption is either in your face or just on the horizon. The blockchain enables new depths of trust; artificial intelligence (AI) provides new insights to informed decision making; the Internet of Things (IOT) offers new connectivity between people and things; sharing transforms ownership and business models; and data makes everything more personal (and more transparent).
These waves will continue to flow—there is no expectation that the turbulent waters of change will recede anytime soon. Whether you see your world as disruptive, or exponential, one thing is sure: Unless you are riding a wave, you most likely aren’t sleeping well for fear of drowning.
“How can I ensure a sustainable future for my organisation and myself?” is just the start of what may be keeping you up at night. Many questions you need to answer are:
What’s Keeping You Up At Night?
- How should I use digital channels to engage customers and employees, to increase impact and efficiencies?
- How should I use data, analytics, and AI to improve my ability to understand customers and enable better decision making?
- How should I innovate to create new products, services, and businesses while improving ongoing operations?
- How should I design personalised and value-generating experiences across all channels?
- How do I leverage networks of virtually distributed teams to create ecosystems that increase efficiencies, learning, and scalability?
- How do I establish communities of employees, customers, experts, and/or partners to contribute to my organisation?
- How should I create shared value across my value chain to benefit this community?
- How could I transform my organisation to stimulate and sustain personal, organisational, and societal change?
If you are a leading a business, an organisation, or just your career, you most likely would relate to some or all of these questions.
If not, you should be asking them because the answers will inform your future.
By asking, “How could I ... / How should I... / How do I...” to explore the critical themes of today—innovation, technology, collaboration, and community—we expose the essential enabler: leadership.
While people might be overwhelmed by the complexity of a disruptive world, this is an exciting time for bold and forward-thinking leaders. Unfortunately, our current models of leadership are unable to answer clearly many of these strategic questions.
We are still bound by outdated paradigms of leading traditional linear and hierarchical organisation models. Many of the policies, systems, and processes that worked well in the past will not be effective in the future.
New realities call for new imperatives. Leaders need to show new direction, governance, framework, and guidance.
To be future-ready is a journey, worth taking. We aim to provide you with the insights required to transform your own leadership models and to successfully guide your organisation/ your teams toward greater performance in a sea of disruption.
Organisations need leaders at all levels to remain agile and adaptable, your ability to lead through a disruptive business environment will be an essential competitive advantage. From our experiences with leaders, we see a significant shift from current and future leadership practices. Where are you today, and where do you need to be tomorrow?
|A leader leads a defined team of followers.||A leader leads open and dynamic networks and teams of followers|
|A leader is formally or semi-formally assigned, acknowledged, and defined.||Leadership is defined by role and is contextual.|
|There are defined organisational structures with clear direct and dotted lines.||Structures are organised through networks of influence. Multiple leadership roles are networked, dynamic, and highly contextual. Multi-function project team structures are increasingly popular as a way of organising.|
|Teams are structured for command and control.||Teams are structured for agility and performance. This means that there is always a multi-tiered way of organising for speed, agility, adaptability, and stability.|
|A leader leads with vision, direction, plans, and followers on a relatively stable roadmap.||A leader has a core vision and insights, but the rest is highly dynamic and uncertain.|
|Leaders’ effectiveness depends on their influence on individuals.||New media offers multiple channels to extend leaders’ influence in ways not seen before.|
|Communication channels are tightly managed and controlled by the brand.||User-generated content on new media channels affects the brand, image, and influence (i.e., leaks are quickly spread via social media, potentially derailing leaders and organisations). All business leaders must demonstrate skill and strategy in using new communications channels.|
From our experiences and observations, we believe most leaders are not adequately prepared for the future.
To prepare yourself to navigate the polarities and make your transformation possible, we recommend disrupting leadership itself, in three essential places.
Join our training programs to make that transformation possible.