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Social Now 2019 : Digital Leadership

In large organisations, digital fluency, confidence and knowledge are still lacking at senior levels, but the answer is not just to appoint a more digital CDO or CTO to fill the gap. Instead, we need practical models for distributing digital leadership among those who understand it and who are involved in development, and we need to clear that ‘digital’ is now everybody’s responsibility.

Change agents and local digital teams are often at the forefront of adopting new ways of working and creating elements of digital strategy, and they should be teaching and guiding traditional leaders, rather than asking for permission and being satisfied with brief moments of attention from above. The greatest challenge for any leader today is transforming their organisational architecture and culture to meet the challenges of the digital age.

This talk will share a practical model for distributed digital leadership, some insights into the challenges and opportunities of this approach, and some thoughts on how digital change agents should take control of the agenda and challenge their leaders to do better.

Social Now 2019 : Digital Leadership

  1. 1. A Prac'cal Model for Distributed Digital Leadership Social Now, June 2019, Lisbon Lee Bryant POST*SHIFT
  2. 2. Digital Strategy Digital maturity diagnostic Digital capabilities mapping Digital roadmap for action Org Transformation Digital learning hub Digital guides network Distributed transformation Business & Team Agility Organisation design & optimisation Agile teams enablement Digital operating model Digital Leadership Animation sessions Digital learning journeys Agile leadership programs Org transforma!on can only be unlocked by addressing leadership issues
  3. 3. our crisis of leadership
  4. 4. Management theory and the rise of a special class of non-workers
  5. 5. The gurus hold on to the pretense of management exper3se because that is the idea that fuses their work into a meaningful whole … [and] subscribe to the myth that Taylor concocted and that has sustained the business of management ever since — the idea that management is a specialized body of knowledge or exper3se that evolves over 3me and is the preserve of a certain class of professionals. “ Ma#hew Stewart, The Management Myth
  6. 6. Orgs need architectural innova!on - not just product innova!on - to survive
  7. 7. We need leaders who are also organisa!onal architects & curators
  8. 8. People can achieve anything if we let them; but at work, we don’t
  9. 9. Learned helplessness is a product of old-style management theory & culture
  10. 10. Trea!ng this as only a culture issue is like blaming lab rats for the maze
  11. 11. Trea!ng this as only a culture issue is like blaming lab rats for the maze
  12. 12. the power of connec4on
 versus the power of division
  13. 13. Give power, take power, share power, distribute power
  14. 14. The digital leadership group / forum as an alterna!ve to all-powerful CDO
  15. 15. Digital guides, change agents and emergent leadership within the org
  16. 16. Sheeren mosaic 2 by Paul Wells Distributed, devolved & inclusive: Use the ‘human sensor network’ to guide
  17. 17. how does this strategic approach create & capture value for the org?
  18. 18. You never change things by figh3ng the exis3ng reality. To change something, build a new model that makes the exis3ng model obsolete. “ Buckminster Fuller
  19. 19. We need a new organisa!onal opera!ng system
  20. 20. Pla"orms + services is the horizontal alterna!ve to ver!cal hierarchies
  21. 21. Haier’s pla"orm strategy is an example of this model in ac!on CUSTOMERS VALUE CREATING FUNCTIONS: Marketing, R&D, Manufacturing etc. SHARED SERVICES PLATFORM: IT, HR etc. SERVANT LEADERSHIP: Execs, Management
  22. 22. Our digital workplace plaCorms are a good starDng point for development
  23. 23. Service-oriented architectures: automate, standardise, simplify & connect
  24. 24. where do we begin?
  25. 25. What opportuni!es & threats do we face? What capabili!es do we need? ORGANISATION
  26. 26. What opportuni!es & threats do we face? What capabili!es do we need? ORGANISATION
  27. 27. “As a sales organisation we need
 to offer an integrated experience
 (not front-ends to a set of
 separate silos working apart) to grow key account value” Define the capability need as an ‘agile user story’ for the organisa!on
  28. 28. What is the value proposi!on of of this new capability?
  29. 29. How can we create it? What systems, skills, data, etc do we already have?
  30. 30. Background photo by Stuart Caie Not only tech: an adap!ve org OS is also built on our human capabili!es
  31. 31. Iterate, build on what works & improve un!l you have the capability you need
  32. 32. 3 levels of digital strategy
  33. 33. op!misa!on: making today’s work more effec!ve Toyota Prius: 1997
  34. 34. transforma!on: using technology to change what we do and how we do it Tesla X: 2015
  35. 35. innova!on: combine, re-mix & packaging capabili!es to create new value Flying Taxi: 2021?
  36. 36. The DLG as coordinator and controller of capability development
  37. 37. Change is rouDne: agility requires conDnuous improvement & feedback
  38. 38. This strategy / ac!on loop is the basis for agile management People over process Dynamics over documents Collabora'on over cascading Adap've over prescripHve Leadership over management
  39. 39. Agile transforma!on cannot be an island - the whole org needs to commit
  40. 40. FrameworkManagers as service designers for employee experience
  41. 41. we should demand more from our leaders to accelerate org change
  42. 42. Addi!onal image credits,fl_lossy,q_auto,t_cg_hero_large/v1/editorial/tesla-model-x-p90- black-2017-pa-%282%29.jpg