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C-SUITEs AND CEOs
LeadershipDigital
& Innovation
FACINGNOVELCHALLENGES
KienbaumFrance2015
LeadershipDigital
& Innovation
FOREWORD
Kienbaum is a world’s leading family-owned provider of senior-level executive sear...
LeadershipDigital
& Innovation
04
01 0302
TheIdentikit
CEO
Concepts
Exploration
Introductionto
ourLeaders
CONTENTS
05
OurR...
LeadershipDigital
& Innovation
INTRODUCTION to KIENBAUM2015
This study gives you an abstract of how traditional organizati...
OUR
RESEARCH
FOCUS
LeadershipDigital
& Innovation
What skills, leadership aptitudes and
personality traits appear to be critical
at the head ...
LeadershipDigital
& Innovation
Corporate Governance Model Executive Leadership
Competency Model
 Preparing for a new gove...
INTRODUCTION
TO
OUR
LEADERS
LeadershipDigital
& Innovation
WHO ARE THEY
Introduction to our Leaders
Leaders
interviewed
110
We chose to maintain the c...
LeadershipDigital
& Innovation
WHO ARE THEY
Introduction to our Leaders
Part of the SBF 120 and the largest private
compan...
LeadershipDigital
& Innovation
WHO ARE THEY
Introduction to our Leaders
of all the interviewees
are women
20%
average age
...
LeadershipDigital
& Innovation
WHAT ARE THEIR ROLES
Introduction to our Leaders
CEOs and Managing
Directors
31
Executive
C...
LeadershipDigital
& Innovation
Introduction to our Leaders
First Kienbaum C-Level study
regarding the implications of
Digi...
LeadershipDigital
& Innovation
WHICH INDUSTRIES DO THEY REPRESENT
Introduction to our Leaders
Industrial sectors
Construct...
LeadershipDigital
& Innovation
CONCEPTS
EXPLORATION
LeadershipDigital
& Innovation
70% OF THE 2005 FORTUNE 1000 COMPANIES
DON’T EXIST ANYMORE
 No business is too big to fail...
LeadershipDigital
& Innovation
2 SCHEMATIC ASSUMPTIONS COLLECTED
FROM TRADITIONAL BUSINESS FACING THE DIGITAL SHIFT
Big gr...
LeadershipDigital
& Innovation
 What digital brings to my business
model and offers. From a
manufacturing economy to a
fu...
LeadershipDigital
& Innovation
4 AXES IN THE DIGITAL URGENCY
Char Graph Information
Modelization/representation
of the wor...
LeadershipDigital
& Innovation
The definition and the adoption of consumption trends
and economic tendencies are no longer...
LeadershipDigital
& Innovation
• Business models have changed from a product
orientation to platforms for customers.
• We ...
LeadershipDigital
& Innovation
 Sponsorship from the CEO and the
Comex is fine but commitment is
required to go to the ne...
LeadershipDigital
& Innovation
3 MAIN PHASES IN DIGITAL TRANSFORMATION
There are three major corporate transformation phas...
LeadershipDigital
& Innovation
TIMING IS EVERYTHING
The suitable
organization and
the chosen leader
depend on the
momentum...
LeadershipDigital
& Innovation
THE SIZE: A CRITICAL FACTOR FOR INNOVATION
• Major breaks to innovation: organization &
cul...
LeadershipDigital
& Innovation
STRATEGIC DIAGNOSTIC’S MOST IMPERATIVE PHASES
1
2
3
Factors to consider when establishing a...
LeadershipDigital
& Innovation
Drastic
decisions
have to be
endorsed
and taken
FAILURE 2 MOST FREQUENT CASES
80% Step down...
LeadershipDigital
& Innovation
Leading Change
remains the master
challenge
IT IS ALL ABOUT CHANGE MANAGEMENT
• The Digital...
LeadershipDigital
& Innovation
THE
IDENTIKIT
CEO
LeadershipDigital
& Innovation
To lead in a VUCA world (Volatile, Uncertain, Complex,
Ambigious) at different levels of tr...
LeadershipDigital
& Innovation
EXECUTIVE SKILLS HIGHLIGHTED BY OUR PANEL
#20 LEADERSHIP SKILLS ranking by perceived signif...
LeadershipDigital
& Innovation
TOP-PERFORMING LEADERSHIP « MAGIC SAUCE »
#10 LEADERSHIP PROFILES built up from the Top 20 ...
LeadershipDigital
& Innovation
01
04
02 Accept to have a digital strategy and regularly
change it
 Main challenge is to ...
LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
Leadership crisis:
Vision deficit
+
Boldness...
LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
Real challenge to
accept and
initiate the
re...
LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
Major obstacle to
change: lack of
commitment...
LeadershipDigital
& Innovation
THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL
I know
therefore I am
I doubt
therefore I go...
LeadershipDigital
& Innovation
LEADERS’
QUOTES
About
Digital & Innovation
Leverages
LeadershipDigital
& Innovation
POINTS OF VIEW
Digital flattens the organizations, we assist a reversed
pyramidalization
It...
LeadershipDigital
& Innovation
POINTS OF VIEW
French archaic structure is not compatible with the agility required
by digi...
LeadershipDigital
& Innovation
POINTS OF VIEW
Our major challenge today, after having turned our organization towards
digi...
LeadershipDigital
& Innovation
POINTS OF VIEW
The major difference between France and the US: the editor controls
the adve...
LeadershipDigital
& Innovation
POINTS OF VIEW
Digital? It brings a new financial culture
LeadershipDigital
& Innovation
“ ...
LeadershipDigital
& Innovation
POINTS OF VIEW
Our CEO is far from the subject. Necessity to do a lot of lobbying, to
evang...
LeadershipDigital
& Innovation
POINTS OF VIEW
Clients want a simpler relation: need to deeply transform the
organizations,...
LeadershipDigital
& Innovation
POINTS OF VIEW
Need to revise the weight of the Excom roles and functions
There is a genera...
LeadershipDigital
& Innovation
POINTS OF VIEW
Need to get out of the pyramidal organization to go to a network and
project...
LeadershipDigital
& Innovation
POINTS OF VIEW
To change something: it is not the organization that initiate change but
the...
LeadershipDigital
& Innovation
POINTS OF VIEW
Digital create a consumption rupture led by the client service
Culture eats ...
LeadershipDigital
& Innovation
POINTS OF VIEW
Digital is not nice to have: it’s both a working process change
and a busine...
LeadershipDigital
& Innovation
POINTS OF VIEW
For a pureplayer, culture is very important, it defines interaction
and recr...
LeadershipDigital
& Innovation
POINTS OF VIEW
Necessity to bring in new and fresh talent from pureplayers
Companies should...
LeadershipDigital
& Innovation
POINTS OF VIEW
Necessity to have a commitment from the elites to put themselves
in the serv...
LeadershipDigital
& Innovation
KIENBAUM
CONSULTANTS
INTERNATIONAL
LeadershipDigital
& Innovation
CONTACT US
Consultant
Technology, Digital, Media & Innovation
Kienbaum Paris
romain.eyherab...
LeadershipDigital
& Innovation
THE KIENBAUM GROUP
Executive Search & Leadership Consulting
 We advise our French and inte...
LeadershipDigital
& Innovation
KIENBAUM WORLDWIDENETWORK
• Austria
• Croatia
• Czech Republic
• Denmark
• Finland
• France...
LeadershipDigital
& Innovation
KIENBAUM EXPERTISES
Executive Search
• Executive board members
• C-level executives
• Super...
LeadershipDigital
& Innovation
KIENBAUMFrance2015Digital & Innovation Leadership Study
47, avenue George V
75008 Paris
Tel...
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Digital & Innovation Leadership Study - Kienbaum France 2015

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Quels dirigeants pour répondre aux défis de la transformation numérique ?

C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.

Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.

Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »

Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.

Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.

Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.

Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.

Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.

Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.

Publié dans : Direction et management
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Digital & Innovation Leadership Study - Kienbaum France 2015

  1. 1. C-SUITEs AND CEOs LeadershipDigital & Innovation FACINGNOVELCHALLENGES KienbaumFrance2015
  2. 2. LeadershipDigital & Innovation FOREWORD Kienbaum is a world’s leading family-owned provider of senior-level executive search and leadership consulting, serving clients globally for 70 years. Our consultancy services uniquely concentrate on leadership and transformation. In Germany since 1945 and in France for over 20 years, Kienbaum advises large multinational organizations, listed or family-owned medium-sized companies and startups on building, reinforcing and developing their executive and leadership teams. While continually working in new areas to develop the most creative and independent solutions and concepts for the markets of tomorrow, we focus our expertise on how an individual can have impact on competitiveness. Our job in helping organizations is obviously highly resonant with market trends and company priorities to address both a digital shift and an innovation imperative. As part of our Search and Leadership Consulting projects, we have ongoing discussions with decision makers among the most innovative and successful in their respective markets. Throughout 2014, we have conducted a series of interviews to gather the views of the key players and reference leaders. Our goal is to illustrate a sharp picture of the key issues of the digital transition and the modern paradigm; to point out the talents and skills that are and will be essential for success. With the increase consideration of the digital/innovation dimension by executive committees and boards of directors, we observe growing necessities for every company to design and deploy creative management teams prepared to disruptions and muting activities. 2
  3. 3. LeadershipDigital & Innovation 04 01 0302 TheIdentikit CEO Concepts Exploration Introductionto ourLeaders CONTENTS 05 OurResearch Focus 06 Kienbaum Consultants International Leaders’Quotes p.6 p.9 p.16 p.55p.39p.30
  4. 4. LeadershipDigital & Innovation INTRODUCTION to KIENBAUM2015 This study gives you an abstract of how traditional organizations face the digital transformation and provides you with an outlook of how and which people successfully grasp and take ownership of the new forces of change in today’s economy. This study aims at analysing the impacts of the digital shift and the innovation imperative on Corporte Governance Models and Executive Leadership Competency Models. The digital revolution arguably disrupts the conventional management and organisational framework and overturns the Leadership basics. We believe that the key to a successful transformation and design of a modern organization lies in an human-centric approach to revisit both the leadership and executive skills scheme and the structure of their combinations and partnership. This study helps understanding how evolving business models are redefining organizational models and talent requirements:  the evolution of how executive teams work in corporate organizations;  the changes in the leadership skills required at the top. The results of all of our interviews have been aggregated anonymously. We hope our study will enlighten and inspire you by giving you the key facts and figures about the impact of digital on executive organizations and their leaders. Digital & Innovation Leadership Study… 4
  5. 5. OUR RESEARCH FOCUS
  6. 6. LeadershipDigital & Innovation What skills, leadership aptitudes and personality traits appear to be critical at the head of shifting organizations and modern digital corporations Senior Leader Skills and Qualities GOVERNANCE AND LEADERSHIP Digital shift & innovation imperative How traditional companies and digital native firms structure their management teams and process in response and in action to the digital shift Senior Management Organization Governance - Leadership Corporate Governance Model Executive Leadership Competency Model 6
  7. 7. LeadershipDigital & Innovation Corporate Governance Model Executive Leadership Competency Model  Preparing for a new governance paradigm fitting modern issues.  Finding a new balance for Boards, CEOs and Executive Committees.  Digital & Innovation essentially imply culture and governance matters with HR and organization issues, rather than a technological problem.  The digital mutation reveals real power-ownership and governance issues. GOVERNANCE AND LEADERSHIP  When sponsored by senior leaders and aligned to strategy, competency models are at the foundation of all aspects of strategic HR, including selecting, developing and deploying talent.  An organization’s executive leadership competency usually covers four parts: •Business/Management skills •Leadership skills •Interpersonal skills •Personal Attributes  We’ll examine and try to understand how these main parts in leadership competency conception are valued and challenged within our current and fast moving context. Digital shift & innovation imperative 7
  8. 8. INTRODUCTION TO OUR LEADERS
  9. 9. LeadershipDigital & Innovation WHO ARE THEY Introduction to our Leaders Leaders interviewed 110 We chose to maintain the confidentiality of both the identity and the company of the participants. Only free debates and an open discussion would have enabled the sharing of consistent, critical and self-challenging information. The contributors to this study have been selected and queried according to the relevance of their current or recent leadership role and their direct or indirect commitment to Digital & Innovation; through the company they lead, via their function or depending on the industry sector they belong to. 9
  10. 10. LeadershipDigital & Innovation WHO ARE THEY Introduction to our Leaders Part of the SBF 120 and the largest private companies in France Leaders in their competitive field, from national start-ups to global companies Pureplayers Business Leaders Technology and Innovation focused Investment Firms Investors & Venture Capitalists Strategy Consulting Firms; Independant advisors; Innovation specialits; Digital champions Digital & Innovation Influencers Corporate Digital & Innovation Leaders 61% 21% 10% 8% 10
  11. 11. LeadershipDigital & Innovation WHO ARE THEY Introduction to our Leaders of all the interviewees are women 20% average age 42 have a Business and Marketing academic background 42%  18% of women interviewed in the corporate leaders population  20% of women interviewed in the pureplayers leaders population  45% of women interviewed in the investors and influencers population  45 years old is the average age in the corporate leaders population  39 years old is the average age in the pureplayers leaders population  33% have an engineering background  25% have a political and social sciences background 11
  12. 12. LeadershipDigital & Innovation WHAT ARE THEIR ROLES Introduction to our Leaders CEOs and Managing Directors 31 Executive Committee Members 39 Senior Executives in charge of Innovation and/or Digital in their respective companies, 40  Chairman & CEO  CEO of a French subsidiary  CEO of European operations  Managing Director of a business or of geographical Business Units 1 third of them has Profit & Loss responsabilities  Chief Information Officers  Chief Marketing Officers  Chief Digital Officers  Chief Innovation Officers 28,5% 35,5% 36% All with a direct report to an Executive Committee Member 12
  13. 13. LeadershipDigital & Innovation Introduction to our Leaders First Kienbaum C-Level study regarding the implications of Digital/Innovation on Human Resources, executive governance & leadership. This 2014 investigation is aimed to be updated on a regular basis with a broader research scope within Kienbaum’s European, American and Asian network. A French Firms focus at a European scale for global stakes 85% are French companies 15% are French or European operations of foreign companies: UK, USA, Germany, etc 1 out of 2 of the French companies are multinational groups with an international network FRENCH/WORLD FOOTPRINT 13
  14. 14. LeadershipDigital & Innovation WHICH INDUSTRIES DO THEY REPRESENT Introduction to our Leaders Industrial sectors Construction, Electronic, Transportation Industrial Sectors Business Support Services Consumer Goods Health Care Retail Media Travel & Leisure Telecom Utilities Banks & Insurance Investment Instruments Technology Business Support Services Strategy & Management Consulting, IT Services Consumer Goods Automotive, Food & Beverages, Clothing, Personal products Health Care Equipment & Services, Pharmaceuticals, biotechnology Retail General Retailers 6% 7% 6% 6% 6% Industry Segmentation Industries first concerned by digital rupture are intentionally over represented (Media, Technology) Travel & Leisure Airlines, Gambling, Hotels, Recreational Services, Restaurants, Travel & Tourism Telecommunications Mobile and fixed line telecommunications Utilities Electricity, Gas, Water Banks & Insurance Investment Instruments Equity and nonequity investment 9% 5% 6% 6% 6% Media Broadcasting & Entertainment, Media Agencies, Publishing, 24% Technology Software & Computer Services, Internet 13% 14
  15. 15. LeadershipDigital & Innovation CONCEPTS EXPLORATION
  16. 16. LeadershipDigital & Innovation 70% OF THE 2005 FORTUNE 1000 COMPANIES DON’T EXIST ANYMORE  No business is too big to fail  The world has become flat  A global market where historical and geographical divisions are becoming increasingly irrelevant First/ Globalization  No business is too small to succeed  The world is becoming liquid  When technology and society are evolving faster than the ability of many organizations to adapt  This form of digital segregation is accelerating Then/ Digitalization 2 Main reasons 16
  17. 17. LeadershipDigital & Innovation 2 SCHEMATIC ASSUMPTIONS COLLECTED FROM TRADITIONAL BUSINESS FACING THE DIGITAL SHIFT Big groups will succeed in leading their own revolution The invasion of digital barbarians will defeat traditional corporations 17
  18. 18. LeadershipDigital & Innovation  What digital brings to my business model and offers. From a manufacturing economy to a functional economy Innovation  Changes in the expertise streamline from vertical to transversal  Revisit trust and delegation notions Digital transformation of the intern  These changes feed the utilization economy  Urgent need to develop more services than products Client Relationship THE MAJOR SUBJECTS AT STAKE 18
  19. 19. LeadershipDigital & Innovation 4 AXES IN THE DIGITAL URGENCY Char Graph Information Modelization/representation of the world Bigdata & data science Belonging to local groups and global communities Massive use of fleets of devices connected to the Internet, locally and globally 2 3 41 19
  20. 20. LeadershipDigital & Innovation The definition and the adoption of consumption trends and economic tendencies are no longer under the strict control of the company. The company doesn’t decide of what works and doesn’t. The digital is in the hands of the great majority. The company has to get to speed up. It is therefore more challenging for major groups that are often structurally cut from digital realities. . Adoption and Rejection A PARADIGM CHANGE The concept of « game changer » is predominantly shared 20
  21. 21. LeadershipDigital & Innovation • Business models have changed from a product orientation to platforms for customers. • We don’t manage products anymore, we manage customers, therefore appears the urgent necessity to use bigdata. • We don’t run businesses with products and volumes but relevant management of customers: it creates a movement of the KPIs within the company’s organization. How do I incentive and reward people? What do I ask them do to? A new Orientation A BUSINESS MODEL CHANGE Customer Orientation is the new rule of business 21
  22. 22. LeadershipDigital & Innovation  Sponsorship from the CEO and the Comex is fine but commitment is required to go to the next level, from reaction to action The one that had transformed itself through constraint  It is mostly a people challenge: internal transformation and talent acquisition The one that initiate its movement, it is hard, long and heavy  Cultural background can act like a weight The one that does not move and is going to die THE TYPES OF TRADITIONAL COMPANIES CBA 22
  23. 23. LeadershipDigital & Innovation 3 MAIN PHASES IN DIGITAL TRANSFORMATION There are three major corporate transformation phases for a business facing digital/innovation changes. These are the same steps from one industry to another, from one sector to another, the only differentiating factor is time: in terms of market maturity on these topics, company's exposure and ownership by the leaders in charge. Deep Mutation Stage/ Digital is "mainstream", unique and integrated into the group. Sound mutation with one success condition: the CEO is coming from a digital native company. 3rd There is a governance model for each stage of the transformation process and these models are very similar for the majority of the studied sectors 1st Development stage/ Essential to protect the Digital and Innovative initiative, to entrust it apart from the traditional corporate organization in an incubation mode with a budget and direct report to the CEO. 2nd Reintegration of digital activities within a Business Unit represented in the Executive Committee with P&L responsibility. The company must be ready to react in case of disruptions from the historic competition and pureplayers. Positioning the digital activities in a cross-organization to deploy across the group, take and turn the company as a whole. Digital is transversal inside the corporation to carry all the resources in the same way with no left asides. Deployment Stage/ Two possibilities depending on the maturity of the company and its ambition 23
  24. 24. LeadershipDigital & Innovation TIMING IS EVERYTHING The suitable organization and the chosen leader depend on the momentum of the business response • It is mainly a temporal factor and then depends of the industry and where the company stands. • The key item isn’t in fact the industry nor the corporate culture, it is the temporal dimension and the right timing. Every sector and every company has been, is and will be affected and disrupted by the digital surge and innovation outbreaks. • The only difference, as it affects every entities and persons with variable intensity degrees, is depending on the company’s and its market’s maturity and exposition. Temporal situation and maturity point are key factors 24
  25. 25. LeadershipDigital & Innovation THE SIZE: A CRITICAL FACTOR FOR INNOVATION • Major breaks to innovation: organization & culture • One of the enemy of innovation is the size, it is a deal breaker • If a company is too big to innovate, then it must proceed to acquisitions : develop acquire- hiring and priming with promising start-ups If you go for Innovation, you have to accept failure. You must be coherent and act accordingly 25
  26. 26. LeadershipDigital & Innovation STRATEGIC DIAGNOSTIC’S MOST IMPERATIVE PHASES 1 2 3 Factors to consider when establishing a diagnostic1 2 3 Are the stateholders (shareholders + executive team) ready to transform and spin the company or not? If not, a separated entity should be created. How the digital will influence our business model and what does it represent for us? Do we see ideas, innovations, incoming breakthroughts on the market that could have an influence on us in the foreseeable future? 26
  27. 27. LeadershipDigital & Innovation Drastic decisions have to be endorsed and taken FAILURE 2 MOST FREQUENT CASES 80% Step down at the decision moment 20%Failure in the Diagnostic • Not enough naïveté • Absolute search of consensus • Dilution of the risk taking• Over analyze the situation and the outcomes • Matrix model & intellectual logical It’s not only a matter of commitment or content, it is a matter of decision making 27
  28. 28. LeadershipDigital & Innovation Leading Change remains the master challenge IT IS ALL ABOUT CHANGE MANAGEMENT • The Digital shift isn’t a tech modernization or a uses revolution but a deep iterative change program. • Such a transformation must be initiated, driven, accelerated and finalized, over and over again. • Therefore, it is not an expert specialization or even a strong focus, it is a proper Leadership Discipline. The new paradigm shared by everyone and everything when it comes to Digital & Innovation is CHANGE 28
  29. 29. LeadershipDigital & Innovation THE IDENTIKIT CEO
  30. 30. LeadershipDigital & Innovation To lead in a VUCA world (Volatile, Uncertain, Complex, Ambigious) at different levels of transformation-urgency (whether it is Digital, Customer, Business Model or all at once) and in a never ending puzzle, exceptional interpersonal skills are acclaimed - Build relationships, influence, motivate, guide, communicate powerfully, inspire - together with cognitive horsepower. Social Intelligence & Interpersonal Skills in today’s changing world to successfully lead organizations and people SOFT SKILLS MATTER MORE THAN HARD SKILLS The CEO’s Personality is critical, that’s his/her job to give sense 30
  31. 31. LeadershipDigital & Innovation EXECUTIVE SKILLS HIGHLIGHTED BY OUR PANEL #20 LEADERSHIP SKILLS ranking by perceived significance in a CEO personality and profile Bravery & Audacity Inspiration & Charisma Open-Mind & Humility Vision & Path Definition Embodiment of the CEO role Appeal for risks & taste for rupture Confidence in instability People orientation Entrepreuneurial spirit Managerial courage Energy and Dynamism Strength of conviction Transformation Initiative Intuition & Analysis capacity Always questionning oneself Rapid decision-making Efficient Delegation Surrounding oneself with great people Managerial Exemplarity Technological curiosity 85% 82% 71% 70% 66% 91% 93% 90% 90% 60% 45% 40% 37% 35% 33% 58% 60% 50% 49% 30% % of Leaders who believe the most essential skill for a CEO today is … 31
  32. 32. LeadershipDigital & Innovation TOP-PERFORMING LEADERSHIP « MAGIC SAUCE » #10 LEADERSHIP PROFILES built up from the Top 20 major skills selected by our interviewees Curious Humble Aware Open & Self- learner Audacious Test & Experiment Promotes Failure Risk Taker Connects Digital to Business to Marketing Tech Adopter Talent Recruiter & Developer Delegates Brings Experts Surrounds with Great People Inspiring Personality Incarnates Shows Path Exemplary Decision Maker Decides quickly Has convictions Customer Oriented User Centric Services Innovator Entrepreneur Agilie Innovation Capacity Creativity and imagination Accepts a high level of volatility Resilient Goodwill Has strong Beliefs Self-Motivated Transformation Initiator Change Agent 32
  33. 33. LeadershipDigital & Innovation 01 04 02 Accept to have a digital strategy and regularly change it  Main challenge is to stop the segmentation in the strategic thinking process  The key is the misbalance: go further enough in misbalance without jeopardizing its business model Strategic thinking & Execution of tasks  Key to success: doubt and curiosity  Embrace the possibility to fail  Institute the power of failure’s acceptance Self awareness & Behavioral adaptation  Learn to live in chaos in a collaborative dimension  Enhance a new human dimension to manage talents People focus & Human centric THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL 03  The CEO is responsible for the vision, he has to take ownership of the digital topics, he needs to demonstrate intuition and transmit a transformation pace  A strong will is imperative, then the allocation of power and authority must allow to organize the CEO’s ideas and initiate change Inspirational & Visionary leadership #4 MAJOR LEADERSHIP DIMENSIONS categorizing all the leadership profiles and skills emphasized The distinguishing characteristics of a stellar leader 33
  34. 34. LeadershipDigital & Innovation THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL Leadership crisis: Vision deficit + Boldness is missing 01  The appropriate definition of a problem and the differentiation of major objectives from less-relevant concerns.  The anticipation of any obstacles to achieve the objectives and the identification of sensible means to circumvent them.  The critical examination of: • the accuracy of underlying assumptions. • multiple perspectives to identify probable unintended consequences of various action plans.  The articulation of the strengths and weaknesses of the posed suggestions or arguments.  The recognition of what is known about an issue, what more needs to be known, and how best to obtain the needed relevant and accurate information. Strategic thinking & Execution of tasks 34
  35. 35. LeadershipDigital & Innovation THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL Real challenge to accept and initiate the removal and sharing of power 02  The recognition and accurate definition of: • the conclusions that can be drawn from a particular exchange. • the underlying agendas and motivations of individuals and groups involved in a situation. • the core issues and perspectives that are central to a conflict.  The anticipation of the probable reactions of individuals to actions or communications.  The appropriate consideration of the probable effects and possible unintended consequences that may result from taking a particular course of action.  The acknowledgement and balance of the different needs of all relevant stakeholders. People Focus & Human Centric 35
  36. 36. LeadershipDigital & Innovation THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL Major obstacle to change: lack of commitment and determination 03  The incarnation and application of an inspiring leadership in a non- authoritarian manner.  The appropriate balanced leadership style with authenticity, respect for others and trust building.  The highlighting of: • an ethical leadership. • a visionary guidance to show a new path, adopt a new strategy.  The impulsion and drive of the leader function and the whole organization to a higher level of performance, efficiency and growth. Inspirational & Visionary Leadership 36
  37. 37. LeadershipDigital & Innovation THE MUST-HAVE LEADERSHIP SKILL-SETS AT C-LEVEL I know therefore I am I doubt therefore I go 04  The ongoing pursuit of feedback that may reveal errors in the leader’s judgments and results in making appropriate adjustments.  The recognition of: • their personal biases or limitations in perspective and use this understanding to improve their thinking and their action plans. • when serious flaws in their ideas or actions require swift public acknowledgment of mistakes and a dramatic change in direction. • when it is appropriate to resist others’ objections and remain committed to a sound course of action.  The appropriate articulation of the essential flaws in others’ arguments and reiteration of the strengths in their own positions. Self awareness & behavioral adaptation: the power of doubt 37
  38. 38. LeadershipDigital & Innovation LEADERS’ QUOTES About Digital & Innovation Leverages
  39. 39. LeadershipDigital & Innovation POINTS OF VIEW Digital flattens the organizations, we assist a reversed pyramidalization It starts with an awarenessof the CEO Transformation mustn't be entrusted to a non-business leader Opposition between the press with an “income from a situation” and Google with an “income from use” We work bottom to bottom LeadershipDigital & Innovation “ Managing Director of the French Subsidiary of a global software and electronic company What really matters is to engage a process of conversion to innovation Managing Director of an Investment Fund, former Banking Senior Executive 39
  40. 40. LeadershipDigital & Innovation POINTS OF VIEW French archaic structure is not compatible with the agility required by digital At least: digital natives at the board and members of the excom, leaders that have the digital plan at the top of their head A huge gap exists between leadership team in digital native companies and traditional firms Digital is not a destination, it is a journey LeadershipDigital & Innovation “CEO of a pureplayer payment platform Chief Digital Officer of a fashion retail company 40
  41. 41. LeadershipDigital & Innovation POINTS OF VIEW Our major challenge today, after having turned our organization towards digital, it is the speed Main issue: to recruit the adequate talents In large corporations, it is more difficult because there is more resistance from the inside. The perception is that digital must adapt to business when it should be the opposite: adapt business to digital LeadershipDigital & Innovation “Chief Information Officer of a French leader in electrical equipment Chief Digital Officer of a leader in personal care and cosmetic products We need to have an opportunity speech: look for new things ; to dig for it: test & learn model 41
  42. 42. LeadershipDigital & Innovation POINTS OF VIEW The major difference between France and the US: the editor controls the advertising agency Most of the historic press titles have failed in rebuilding and regenerating influencing brands on the web The main issue in the media sector and in the press is that ten years ago, majors titles were still making a lot of money so they didn’t engage any transformation because there was no sense of urgency Don’t make a journal, make journalism LeadershipDigital & Innovation “Managing Director of a digital media group 42
  43. 43. LeadershipDigital & Innovation POINTS OF VIEW Digital? It brings a new financial culture LeadershipDigital & Innovation “ Chief Information Officer of the global operations of a multinational pharmaceutical company What really make the difference is not the technology but the vision The organization and the leadership needed depend of the momentum of the response. It is mainly a temporal factor and then it depends of the industry and where the company stands. Major topic : digitalization of the organizational and HR process Managing Director of a national TV broadcaster 43
  44. 44. LeadershipDigital & Innovation POINTS OF VIEW Our CEO is far from the subject. Necessity to do a lot of lobbying, to evangelize, to allow time and energy to translate ideas and projects in intern. The real revolution is that the client takes the power Digital is above all a great opportunity to transform the company structure in depth. If it is not embraced that way, it will create a schism within the company. Companies that don’t transform within 2-3 years will die before 2020 LeadershipDigital & Innovation “ Chief Digital & IT Director for the French Market of a global chain of restaurants Internet & CRM Director of a Tourism & Travel company 44
  45. 45. LeadershipDigital & Innovation POINTS OF VIEW Clients want a simpler relation: need to deeply transform the organizations, working process and IT systems to allow the company to answer the clients needs Very few companies have governance structures ready for the transformation of their customer relationship through digital Digital is a change catalyzer, decompartmentalizes the functions and brings down the barriers of translation between professions LeadershipDigital & Innovation “ Vice President of a Cloud Computing Company R&D Director of a French software company 45
  46. 46. LeadershipDigital & Innovation POINTS OF VIEW Need to revise the weight of the Excom roles and functions There is a generation conflict: in Digital, it is possible to change things with a 10 people team In digital, it is the one who does it who is right In the CAC40, not enough renewal, the status quo restraints agility LeadershipDigital & Innovation “ Managing Director of a French financial and investment organization Less mature companies see the digital as a communication channel when more advanced companies see the digital as a mainstream force CEO of a Innovation and R&D healthcare firm 46
  47. 47. LeadershipDigital & Innovation POINTS OF VIEW Need to get out of the pyramidal organization to go to a network and project culture Digital is just people’s life LeadershipDigital & Innovation “Chief Digital Officer of a leading market research and market information company Chief Digital Officer is a bandmaster. This function is condemned to disappear. If he is still in function in 5 years, he will have failed. Design is very important in an anthropologic sense Entrepreneurial spirit is required to recreate the innovation climate Managing Partner of the Digital Activities of a global management consulting firm 47
  48. 48. LeadershipDigital & Innovation POINTS OF VIEW To change something: it is not the organization that initiate change but the individuals Digital is 30% of training and 70% of daily implementation What counts today is time : earn time and accelerate thanks to digital LeadershipDigital & Innovation “Chief Operating Officer of a media agency network Head of Digital of an Energy Supplier Need to reduce the complexity, to focus on what we do know We can have an electricity department but we need to have access to electricity in every room 48
  49. 49. LeadershipDigital & Innovation POINTS OF VIEW Digital create a consumption rupture led by the client service Culture eats strategy every morning at breakfast Develop a failure culture : launch unfinished projects very quickly Digital is a flat world: a big change from the hierarchical and vertical classic corporate structure LeadershipDigital & Innovation “CEO of the French entity of a worldwide Communications Group Marketing Director of a video website A matrix organization, when it comes to digital, enables the irrigation of the rest of the group 49
  50. 50. LeadershipDigital & Innovation POINTS OF VIEW Digital is not nice to have: it’s both a working process change and a business model change in order for the company to create more value, to work in a more efficient way and to serve its clients with innovative methods Digital maturity of middle management is very difficult because it changes everything: management model, time relation, working time… LeadershipDigital & Innovation “ Chief Information Officer of a French power and utilities group Chief Information Officer of an International French Transportation Group Digital erases all the hierarchical relations , professional as well as social 50
  51. 51. LeadershipDigital & Innovation POINTS OF VIEW For a pureplayer, culture is very important, it defines interaction and recruitment. Ours promote the right to fail, the scarcity to deliver on time even if it’s not perfect, to be customer oriented and data driven The CMO role evolves with new skills: Digital - Client Relationship - Data Digital mutation is a client mutation therefore data mutation LeadershipDigital & Innovation “ CEO of the French operations of a digital community marketplace Chief Marketing Officer of the American operations of a French Tourism Company Elaborate and enhance a collaborative and data driven organization The best companies transform themselves while they are at the top 51
  52. 52. LeadershipDigital & Innovation POINTS OF VIEW Necessity to bring in new and fresh talent from pureplayers Companies shouldn’t transform by themselves, they should be more open to the world and forget their certainties LeadershipDigital & Innovation “ Managing Director of an Investment Fund specialized in clean and green tech & services The era of technocratic leaders is over Managing Director of the Innovation Lab of a beverages production group Innovation is a topic that is not preempted by top executive teams Digital is the marketing of the supply 52
  53. 53. LeadershipDigital & Innovation POINTS OF VIEW Necessity to have a commitment from the elites to put themselves in the service of their employees Challenge to revisit our job Opposition between the intuitive dimensionand the analytical dimension Real challenge is the collaboration of the top executives LeadershipDigital & Innovation “ Chief Executive Officer of the French subsidiary of a global Communication Network Diretor of the Digital Agency of a multinational investment banking firm We need to attract skills that are underepresented in the finance sector: curiosity, flexibility, proactivity, agility 53
  54. 54. LeadershipDigital & Innovation KIENBAUM CONSULTANTS INTERNATIONAL
  55. 55. LeadershipDigital & Innovation CONTACT US Consultant Technology, Digital, Media & Innovation Kienbaum Paris romain.eyherabide@kienbaum.com ROMAIN EYHERABIDE CARL AZAR CEO & Partner Kienbaum Paris carl.azar@kienbaum.com 55
  56. 56. LeadershipDigital & Innovation THE KIENBAUM GROUP Executive Search & Leadership Consulting  We advise our French and international clients on building or reinforcing their teams in France in the following fields: • Executive search: CEOs, general managers, non-executive and executive directors • Search and selection of senior experts • “First 100 days” integration support (On-Boarding)  We apply a structured and transparent method in full compliance with our values of quality and professionalism and our dedication to maintaining highest standards.  In the area of People Development, we do not use standard assessments. Our processes and Assessments are specifically tailored to our clients and their environment. We bring extensive experience in Executive Individual Coaching, Expatriation Coaching, Leadership & Management skills development, CoDevelopment.  Kienbaum advises in management or functional competency design and brings pragmatic skills diagnostic solutions to companies that want to identify, evaluate and capitalize on their existing people skills and align them with their strategy and main future challenges. Executive Search & HR Consulting Leader in Germany A Family Group created in 1945 56
  57. 57. LeadershipDigital & Innovation KIENBAUM WORLDWIDENETWORK • Austria • Croatia • Czech Republic • Denmark • Finland • France • Germany • Great Britain • Hungary American locations • Brazil • Mexico • USA Asian locations • China • Japan • Singapore • Thailand • Italy • The Netherlands • Poland • Romania • Russia • Spain • Sweden • Switzerland • Turkey European locations 36 offices in 22 countries 630 employees over the world 57
  58. 58. LeadershipDigital & Innovation KIENBAUM EXPERTISES Executive Search • Executive board members • C-level executives • Supervisory boards • Advisory boards • Leading executives • Specialists Strategy & Culture • Strategy design/reviews • Corporate principles • Portfolio management • Corporate culture/Engagement Organisation & Management • Corporate governance • Restructuring/Cost reduction • Operational excellence • Performance management • Risk management/Sustainability Human Resources • Compensation • Assessment, diagnostics • Talent management • Management development • Coaching and leadership development • Strategic workforce management Executive Search Strategy & Culture Organisation & Management Human Resources Human Values for Business 58
  59. 59. LeadershipDigital & Innovation KIENBAUMFrance2015Digital & Innovation Leadership Study 47, avenue George V 75008 Paris Tel. 33 (0)1 56 59 12 00 paris@kienbaum.com www.kienbaum.com

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