My talk at TEM, Paris - April 2017

1. The main challenge at many large
companies is not to find out what to do, but
how to do it.
The point is that adapting an organization to
new realities is difficult.
Sometimes this even kills a company.
Maybe yours?

2. Stefan
Lindegaard
Strategy,
Transformation
and Leadership in
a Digital World
CEO / Thought Leader
stefanlindegaard@me.com
Follow my work on LinkedIn

3. Where are
YOU headed?

4. A network and skills exercise
• Draw a 6 by 6 matrix

5. Digitalization Innovation
management
Leadership
skills
Coding Finance
Peter
Nisha
Sharon
Chen
August

6. A network and skills exercise
• Five people you interact with the most on
work and career related issues
• Five capabilities / skills / types of mindset
or thinking that are most relevant for your
work today
• What are your key findings?

7. BONUS!
• Capabilities / skills / types of mindset or
thinking that are most relevant for your
work and career in 2020
• What are your key findings?
• Match this with your key people today

8. Strategy

9. My starting points
• Transparent, open, connected
• More disruption, same competition level
• Listen, adapt, experiment and execute

10. Exponential growth = merging technologies =
merging/new industries

12. What should Singapore consider?

13. Stay relevant, survive and prosper!

14. Disruption

16. Disruption is a two-headed monster
Markets
+
Organization

18. Thought sparks on knowledge disruption

22. In a way, Facebook’s platform is shrinking.
Just a few years ago, almost every post a
user made was text. But today, an
agglomeration of pictures, videos, text and
live content define the platform. Without
advances in computer vision and machine
learning more broadly, Facebook would be
handicapped by its own new features.
“Content is getting more complex,” Mark
Rabkin, Facebook’s VP of engineering for
ads told me.

26. Corporate innovation
management

27. Two key elements for corporate
innovation management
Corporate innovation capabilities
=
Innovation outcomes

28. TBX – middle managers stop innovation
just by doing their jobs

29. Digital capabilities for
corporate innovation

30. A key question
for executives
and corporate
innovation
teams today is:

31. How can robots,
machines and
artificial
intelligence help us
do our jobs better?

32. The human factor is the heart and soul of
corporate innovation efforts.
This leads to failures as well as successes.

33. Analog by nature
Humans are analog beings.
Knowledge, experience and relationships
reside inside the heads of people
#tacitknowledge.

34. Emotional intelligence (EQ)
EQ can bring out great things, but it can also
lead to decisions being based on (wrong)
perceptions.
#emotionsforgoodandbad

35. Close mindedness
People are often drawn to people they like
and who are like themselves. Just look at
top leadership teams.
#lackofdiversity

36. AICI connects human factors with digital
capabilities to reduce failures and enhance
successes within corporate innovation.

37. Where everyone benefits
1. Decision intelligence
2. Ecosystem management
3. Pattern detection and recognition
4. People identification and development
5. Technology mapping and understanding

38. Our two-headed approach
1. We identify and answer the big questions
(think tank)
2. We develop digital platforms, services,
and processes with our network
(accelerator)

39. Organizational change,
corporate culture and people

40. The triangle for transformation
• CEO and top executives
• A core team
• ??

41. Successful organizations tend to be
rooted in networked business structures
and approaches

43. The “best” people?
• Competence /potential
• Adaptability is key
– but in which direction?
• Communities and networks
• Create right conditions and
let talent roam freely
• Many kinds of intelligence
https://www.linkedin.com/pulse/how-
hire-best-people-corporate-
innovation-stefan-lindegaard

44. Who should be trained?
• The team itself
• Executives
• Managers
• Employees
• Key external stakeholders
What group is the most important?
Where do you start?

45. The outside voice matters the most when
working to change internal perceptions

46. A good example by GE

47. A good example by GE

48. A CFO is wary about investing in the training
and education of the employees.
He asks the CEO: ”What happens if we
invest in developing our people and then
they leave the company?”
The CEO is a bright person and replies:
”What happens if we don’t and they stay?”

49. Stefan
Lindegaard
Let’s stay in
touch.
CEO / Thought Leader
stefanlindegaard@me.com
Follow my work on LinkedIn