Leadership in the Collaboration Era

Leadership 2.0
Creating collective value in
the Collaboration Era

May 16, 2008

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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”
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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.
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Management in 1900 ...
Standardized job descriptions
Production planning and
scheduling
Cost accounting
Profit analysis
Financial controls
Incentive based compensation
Personnel departments
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“”
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
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blog.cabreramc.com

10
reasons for
management
innovation
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“”
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

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than anyone’s ability to keep pace
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New social structures

José Cabrera
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blog.cabreramc.com

New economic order

USA, Europe, China, India,
Japan Emergents

José Cabrera
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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
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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

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and meaning
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“”
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
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blog.cabreramc.com

“”
New value creation
models
Peers Pioneers
Ideagoras
Prosumers
New Alexandrians
Global Plant Floors
The Wiki Workplace

José Cabrera
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blog.cabreramc.com

“”
New markets
Chris Anderson

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

José Cabrera
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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
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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

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Jean-Claude Trichet, President
European Central Bank 16
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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?

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Where
to begin ?
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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.

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“”
Join the conversations
Market are
conversations
Organizations are
conversations

Leadership = Conversations
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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.

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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.
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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.
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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
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“”
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”

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“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/

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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.
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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.
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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.

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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

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Leadership 2.0
Creating collective value in
the Collaboration Era

May 16, 2008

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Leadership in the Collaboration Era

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