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Steve Hearsum @stevehearsumMay 2015
ARE YOU DIGITALLY DELUDED?
What I am going to talk about
1. Digital
2. Social & historical context
3. Implications for leadership (and organisations)
Think about
What is the most important aspect of creating and developing the Digital DNA of your organisation;
is it knowledge of the customer experience path or is it stakeholder relationship management?
or perhaps you think that it is the technical coding capabilities of the organisation or even knowledge of M2M solutions.
Digital Leaders Said Business School July 2015
‘Digital DNA’
Digital: definition
1. (Of signals or data) expressed as series of the digits 0 and 1, typically represented by values of a physical quantity such as voltage or magnetic polarization. Often contrasted with analogue.
2. Relating to, using, or storing data or information in the form of digital signals: digital TV a digital recording
3. Involving or relating to the use of computer technology: the digital revolution
Source: Oxford Dictionaries
Digital: definition
“Digital is not a technology, it’s the speed at which things happen”
“Digital isn’t software, it’s mindset”
OD Network Europe Workshop Participant, May 2015
Leading in a Digital Age Programme, July 2015
Clients often start with the question: what is digital? And it always depends on who is asking.
A better question is: what are the consequences of digital? What do we have to do differently?
What do you understand by ‘digital’?
Richard Gold, Associate Director at Transform
Management Agenda 2015
61% of respondents agreed that “digital technologies and social media are changing the way I do things in my organisation”
66% of respondents agreed that “my organisation needs to recruit or develop new leadership capabilities to take advantage of digital technologies”
Management Agenda 2015
Authors: Dan Lucy, Meysam Poorkavoos and Julia Wellbelove
Technology is changing five times faster than management
Mark Stevenson, Meaning 2014
McKinsey & Company
“Technology is accelerating five times faster than management”
Mark Stevenson, Meaning 2014
McKinsey & Company
Acceleration or amplification?
#ReutersReplyAllGate
It’s been ever thus…
Societal Trends
Demographic Expertise Attention Democratic
From Emmanuel Gobillot’s Leadershift: Reinventing Leadership for the Age of Mass Collaboration
Definition: delusion
An idiosyncratic belief or impression maintained despite being contradicted by reality or rational argument, typically as a symptom of mental disorder
Source: Oxford Dictionaries
Digitally Deluded Leaders: Two Extremes
“All Hail Digital!”
Pace (Fast)
Omni-channel
Customer / User at all costs
Transformation programmes
Flat / flexible structures
Mixed teams
Decision making (risk taking)
Digital mindset
“Nothing’s changed, really”
Same thing / way but faster
Same channels
Serve our needs first
Change programmes
Hierarchical / rigid structures
Silos
Decision making (risk adverse)
Analogue mindset
Shifts required
Clarity to Simplicity Plans to Narratives Roles to Tasks Money to Love
The Elvis Fallacy
From Emmanuel Gobillot’s Leadershift: Reinventing Leadership for the Age of Mass Collaboration
Polarities
Swift and mindful Individual and community Top-down and grassroots Details and big picture Flexible and steady
Pulley & Sessa (2002)
When hiring a CDO… we’ve found it’s the ability to lead transformation across an organization that is the true indicator of likely success in the role, and that requires a combination of hard and soft skills. Hard skills include the ability to articulate a strategic vision, the means to take on problems by identifying root causes across functions and making the tough decisions necessary to resolve them, experience in “pure play” digital and larger company transformations (typically in the consumer and technology sectors), and the managerial ability to lead and see programs through to fruition.
Transformer in chief: The new chief digital officerMcKinsey & Co, September 2015
Implications for leaders and leadership
The importance of soft skills should not be understated: some CDOs estimate they spend 80 percent of their time building relationships. In our experience, successful CDOs have the patience to navigate the complex organizational structures of large businesses; additionally, they collaborate to get buy-in across functions and are able to diplomatically challenge the status quo and solidify relationships with a broad group of people.
Transformer in chief: The new chief digital officerMcKinsey & Co, September 2015
Crucuially
Learn to dance
Questions that matter
What does digital mean to you, individually, collectively and organisationally?
What is the question you are answering?
What do you want to be the Same & Different?
How are you going to answer it, with whom?
What behaviours, skills & competencies does your organisation require more (or less) of?
How do will you attend to the gap (technology & social processes)?
What is an appropriate pace?
How will you maintain and attend to trust?
Questions
www.roffeypark.com
STEVE HEARSUMDevelopment [email protected] : +44 (0)1293 854008M: +44 (0)7917 130409
@stevehearsum
https://uk.linkedin.com/in/stevehearsumhttp://www.linkedin.com/company/roffey-park-institute
MELISSA GREENBusiness Development [email protected] : +44 (0)1293 854055M: +44 (0)7801 616281
http://www.linkedin.com/pub/melissa-green/6/74a/494 http://www.linkedin.com/company/roffey-park-institute
