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© 2017 TAS Consulting Partner I All Rights Reserved
www.tas-consultingpartner.com
Leading into the Unknown
www.pixabay.com
© 2017 TAS Consulting Partner I All Rights Reserved
SINCE THE FUTURE IS LESS PREDICTABLE , W E COULD
LOOK AT THE PAST FOR ...
© 2017 TAS Consulting Partner I All Rights Reserved
NOW ADAYS, THE ESTABLISHED BUSINESS
CAN BE OVERTURNED VERY SW IFLY
D I...
© 2017 TAS Consulting Partner I All Rights Reserved
START-UP W ILL CONTINUE TO DRIVE DISRUPTION
BUT THEY COULD BE OTHERS
S...
© 2017 TAS Consulting Partner I All Rights Reserved
Structure
Vision
Value
Stakeholder
Experience
Force
of
Change
Leadersh...
© 2017 TAS Consulting Partner I All Rights Reserved
FORCES OF CHANGE THAT CREATE PIVOTAL
IMPACT TO W ORKPLACE AND W ORKFOR...
© 2017 TAS Consulting Partner I All Rights Reserved
UNDERSTANDING OF W HAT W ILL BE CHANGING
HELP IMPROVING LEADER EFFECTI...
© 2017 TAS Consulting Partner I All Rights Reserved
The way we work has changed, so does
PE R F O R M A N C E M A N A G E ...
© 2017 TAS Consulting Partner I All Rights Reserved
NEW BUSINESS ENVIRONMENT CHANGE
ROLE OF LEADERS IN MANAGING PEOPLE
Sou...
© 2017 TAS Consulting Partner I All Rights Reserved
THE MORE ADVANCED ORGANIZAT ION W ILL BECOME,
THE MORE HUMAN LEADERS N...
© 2017 TAS Consulting Partner I All Rights Reserved
THERE IS A TIME AND PLACE FOR EVERY LEADERSHIP
STYLE IF THEY ARE APPLI...
© 2017 TAS Consulting Partner I All Rights Reserved
TRANS FORMATIONAL LEADERSHIP HAS INCREASED ITS
IMPORTANT AMINDST THE D...
© 2017 TAS Consulting Partner I All Rights Reserved
1. I would never require a follower to do
something that I wouldn't do...
© 2017 TAS Consulting Partner I All Rights Reserved
LEADERS IN DISRUPTIVE ENVIRONMENT SHARE
COMMON CHARACTERISTIC OF AGILE...
© 2017 TAS Consulting Partner I All Rights Reserved
IT DOESN’T CHANGE EXISTING MODEL,IF RIGHTLY
DEFINED, BUT SOME REFINEME...
© 2017 TAS Consulting Partner I All Rights Reserved
www.pixabay.com
www.tas-consultingpartner.com
tas@tas-consultingpartne...
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Leading in the digital age

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technology is changing state of workforce including fundamental relationship between leader and follower, leader need to be prepared to take effective action in complex and rapid changing condition

Publié dans : Direction et management

Leading in the digital age

  1. 1. © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com Leading into the Unknown www.pixabay.com
  2. 2. © 2017 TAS Consulting Partner I All Rights Reserved SINCE THE FUTURE IS LESS PREDICTABLE , W E COULD LOOK AT THE PAST FOR W HAT SEEMED UNEXPECTED O C C U P A T I O N T H A T W E R E N O T E X I S T I N 2 0 0 6 Source : 10 jobs that didn’t exist 10 years ago, World Economic Forum, 2016 2 0 0 1 2 0 0 6 2 0 1 1 2 0 1 6 T H E L A R G E S T C O M P A N I E S B Y M A R K E T C A P Typical Fortune 500 Google Facebook Tesla Average Uber Airbnb Snapchat Xiaomi 20 8 6 5 4 4 3 2 1.7 T I M E T O R E A C H U N I C O R N Years Source : Visual Capitalist, 2017 Source : Accenture mentioned in Digital Transformation of Industries, World Economic Forum,2016 App Developer Social Media Manager Uber Drivers Driverless Car Engineer Cloud Computing Specialist Big Data Analyst Sustainability Manager YouTube Content Creator Drone Operators Millennial Generation Expert 46 50 62 68 Electricity Telephone Automobile Airplane 2 3 4 7 Twitter Facebook Internet iPod, YouTube 12 14 18 22 28 ATM Cellphone Personal Computer Television Credit card Years R E A C H I N G 5 0 M I L L I O N U S E R S
  3. 3. © 2017 TAS Consulting Partner I All Rights Reserved NOW ADAYS, THE ESTABLISHED BUSINESS CAN BE OVERTURNED VERY SW IFLY D I G I TA L D I S R U P T I O N P O T E N T I A L #1 Technology Product and Services #2 Media & Entertainment #3 Retail #4 #5 Telecommunication #6 Education Financial Services #7 Hospitality & Travel #8 CPG & Manufacturing #9 Health Care #10 #11 Oil & Gas #12 Pharmaceuticals Utilities Investment Time Mean Impact potential competitive disruption within five years as a result of digital technologies and business models Source : Global Center for Digital Business Transformation, Cisco and IMD, 2015 Cumulativecapability 1950 1960 1970 1980 1990 2000 2010 2020 Mainframe Big data, analytics, visualization PCs IoT & Smart Machine Web 2.0, cloud, mobile Web1.0 eCommer ce Combinational Effects is the outcome where the capability of technologies working in tandem far exceed their capabilities when deployed separately C O M B I N AT O N A L E F F E C T Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017
  4. 4. © 2017 TAS Consulting Partner I All Rights Reserved START-UP W ILL CONTINUE TO DRIVE DISRUPTION BUT THEY COULD BE OTHERS Source : Global Center for Digital Business Transformation, Cisco and IMD, 2015 Start-up Inside industry outside industry outside industry incumbent Inside industry W H O I S T H E M O S T L I K E LY T O D I S R U P T Y O U R I N D U S T R Y ? A B I L I T Y A D V A N T A G E S Innovation Agility Experiment & Risk Capital Brand Customers … and Leadership ? incumbent Start-up
  5. 5. © 2017 TAS Consulting Partner I All Rights Reserved Structure Vision Value Stakeholder Experience Force of Change Leadership Process Organizational Performance Business Strategy Competent & Engaged Employee Revenue generation Cost efficiency Brand awareness Corporate reputation Employee productivities Social responsibility Customer satisfaction Employee satisfaction Sustainability index Compliance index Source : adapted from “Organization Effectiveness Model”, Talent Management Handbook, Lance et.al, 2011 CHANGE IS CONSTANT AND EXPONENTIAL, LEADERS CANNOT SIMPLY ACT THE SAME
  6. 6. © 2017 TAS Consulting Partner I All Rights Reserved FORCES OF CHANGE THAT CREATE PIVOTAL IMPACT TO W ORKPLACE AND W ORKFORCE Rapid adoption of robots, autonomous vehicles, AI, commoditized sensors and global collaboration renew re-thinking of work R E C O N F I G U R AT I O N Social and organization Increase democratization shifts workplace and communities from hierarchy to power balanced C O N N E C T E D W O R L D A truly connectedness allows work from anywhere, opening talent pool, speeding up ideation and product development T A L E N T M A R K E T All inclusive, very diverse Workplace continues to grow membership to four generation, minorities will become majority. Mature talent to stay longer C O L L A B O R AT I O N Human and machine Advances in analytics, algorithms and automation continue to make improvement in productivity and decision making. Exponential pattern of T E C H N O L O G Y C H A N G E Source : Future of HR Project Summit, SHRM and NAHR 2015
  7. 7. © 2017 TAS Consulting Partner I All Rights Reserved UNDERSTANDING OF W HAT W ILL BE CHANGING HELP IMPROVING LEADER EFFECTIVENESS DC E B C B A D EF G structured, hierarchical network of team FTE Part-time Outsource Full Timer Partnership Borrowed Open source Machine O R G A N I Z AT I O N will be redesigned for speed, agility and adaptability W O R K F O R C E already include employee on and off balance sheet as well as machine Employer Brand Digital Experience Advertising Physical Process New technologies and evolution of candidate behaviors change the way R E C R U I T M E N T will be manager’s push L&D create content learned skill last very long at the pace of learning self controlled and driven collective intelligence half-life of learned skills at speed of business Technology is not new to L E A R N I N G but increasing amount of content creation and accessibility T H I N G S W E R E T H I N G S A R E A
  8. 8. © 2017 TAS Consulting Partner I All Rights Reserved The way we work has changed, so does PE R F O R M A N C E M A N A G E M E N T but how far it will be Go beyond narrow focus on engagement to personalization of E M PL O Y E E E X PE R I E N C E T H I N G S W E R E T H I N G S A R E annual complicated backward ranked ongoing multi-views qualitative forward IQ Intelligence Quotient EQ Emotional Quotient + a n d . . . DQ Digital Quotient Promotion-based career culture Growth-based career culture L E A D E R S in disruptive environment need a new set of quality in addition to IQ and EQ C A R E E R PAT H in digital economy incline toward growth –based than promotion-based applying training performance separation rewardonboarding joining leaving UNDERSTANDING OF W HAT W ILL BE CHANGING HELP IMPROVING LEADER EFFECTIVENESS
  9. 9. © 2017 TAS Consulting Partner I All Rights Reserved NEW BUSINESS ENVIRONMENT CHANGE ROLE OF LEADERS IN MANAGING PEOPLE Source : Future of HR Project Summit, SHRM and NAHR 2015 Practices Today Tomorrow Business Acumen Strategic Business Leadership Data Analytic & Decision Making Sense Making Change Management Agile Leadership Sourcing & Recruiting Talent Leadership Building Employment Communities of Talent. Job Description Diverse Array of Personal Experiences Rewards Management Rewards Personalization Managing Performance Dialogue that Aligns & Drives Performance Organization Design Work-Driven Network Management Leadership & Development Communities Development Boundaryless Careers Employment Brand Employee Experience Organization Development Culture Orchestration Employee Engagement Communities Engagement Team Collaboration Communities Collaboration Corporate Social Responsibility Purpose Meaning E N G A G E A L I G N A T T R A C T P L A N Trend Forecasting & Change Leadership Talent Sourcing & Community Building Organization & Performance Architecture Culture & Community Activism Core Capabilities
  10. 10. © 2017 TAS Consulting Partner I All Rights Reserved THE MORE ADVANCED ORGANIZAT ION W ILL BECOME, THE MORE HUMAN LEADERS NEED TO STAY Close Close by summarizing and confirming confidence Agree Agree on each objectives, support and tracking method Develop Develop plan by discussing each objectives, skill required and support Clarify Clarify the step for setting expectation Open Open with purpose and importance of setting expectation Source : Interaction Management, DDI, 2015 Source : Managers in the Digital Age Need to Stay Human, Harvard Business Review, 2015 C R E A T I N G W O R K P L A C E T H A T O P T I M I Z E H U M A N E N G A G E M E N T R e q u i r e e s s e n t i a l h u m a n s k i l l s S t a r t f o r m t h e f r o n t l i n e s M a k e i t p e r s o n a l R e c o g n i z e c r i t i c a l r o l e o f f o l l o w e r s h i p Put yourself “in the middle” Invest in your people Focus on higher purpose Leave no one behind
  11. 11. © 2017 TAS Consulting Partner I All Rights Reserved THERE IS A TIME AND PLACE FOR EVERY LEADERSHIP STYLE IF THEY ARE APPLIED APPROPRIATELY W h a t i s t h e m a i n o b j e c t i v e ? L e a r n i n g i s e q u a l l y i m p o r t a n t t o r e s u l t Q u i c k r e s u l t i s h i g h l y c r i t i c a l S H O W them exactly what is expected T E L L them exactly what is expected I N S P I R E them with a clear vison. It doesn’t matter how they find the way C H AL L E N G E them to be the best way they can be and working on the plan I N V O L V E them in deciding solution together through discussion and brainstorming C AR E each other feeling along the way solution is being defined Source : What’s your leadership style, compiled by Barbara Davidson, Headway Capital, 2017 AF F I L I AT I V E Focus on building relationship with team to motivate and heal rifts “People come first” D E M O C R AT I C Include everyone in decision making process to get consensus “What do you think” C O AC H I N G Focus on supporting team to continue to grow and reach their potential “Try this” P AC E S E T T I N G Set expectation for team and ask hem to follow your lead “Do as I do now” V I S I O N AR Y Share vision, you inspire team to achieve it “Come with me” C O M M AN D I N G Require compliance to get the job done. You say, they do “Do what I tell you”
  12. 12. © 2017 TAS Consulting Partner I All Rights Reserved TRANS FORMATIONAL LEADERSHIP HAS INCREASED ITS IMPORTANT AMINDST THE DISRUPTIVE ENVIRONMENT T R A N S A C T I O N A L L E A D E R S H I P T R A N S F O R M AT I O N A L L E A D E R S H I P Status quo / day-to-day Change-oriented Work within set established goals and organization boundaries Work amidst changing environment and boundaryless organization Role, process, structure, performance evaluation, reward, task vs. outcome Motivation and engagement, common purpose, sense of ownership shared vison Use experience to reacts to the problem as they arise Foresee the problem and generate new idea to address Reward and punish in traditional ways according to organization standard Energize people to go extra-miles through creative way in rewarding which could be personalized Planning and executing Attracting followers by putting their own self interest in the first place Innovation Stimulating followers by setting group interest as a priority F o c u s E n v i r o n m e n t Pr i n c i p l e s P r o b l e m S o l v i n g R e w a r d s E m p h a s i s
  13. 13. © 2017 TAS Consulting Partner I All Rights Reserved 1. I would never require a follower to do something that I wouldn't do myself. 2. My followers would say that they know what I stand for. 3. Inspiring others has always come easy to me. 4. My followers have told me that my enthusiasm and positive energy are infectious. 5. My followers would say that I am very attentive to their needs and concerns. 6. Even though I could easily do a task myself, I delegate it to expand my followers' skills. 7. Team creativity and innovation are the keys to success. 8. I encourage my followers to question their most basic way of thinking. FOUR PILLARS THAT HELP MAKE EFFECTIVE TRANSFORMATIONA L LEADERS I N D I V I D U AL I Z E D C O N S I D E R AT I O N I N T E L L E CT U AL S T I M U L AT I O N I N S P I R AT I O N AL M O T I V AT I O N I D E AL I Z E D I N F L U E N C E WHAT ARE YOU MISSING? Source : Transactional Leader, 2017
  14. 14. © 2017 TAS Consulting Partner I All Rights Reserved LEADERS IN DISRUPTIVE ENVIRONMENT SHARE COMMON CHARACTERISTIC OF AGILE LEADERS Source : Redefining Leadership for a Digital Age, IMD, 2017 E n g a g e V i s i o n a r y H u m b l e A d a p t a b l e H y p e r A w a r e n e s s I n f o r m e d D e c i s i o n M a k i n g F a s t E xe c u t i o n S l o w d r i v i n g W r o n g d i r e c t i o n C a r e l e s s D r i v i n g
  15. 15. © 2017 TAS Consulting Partner I All Rights Reserved IT DOESN’T CHANGE EXISTING MODEL,IF RIGHTLY DEFINED, BUT SOME REFINEMENT IS NEEDED Continuous Learning Building Relationship and Trust Communicating with Respect Business Acumen Decision Making Leading Change Establishing Direction Driving Execution Stakeholder Focus Influencing Action Driving Innovation and Improvement Leading Team Building and Developing Talent Energizing and Inspiring Excellence Delegate and Empowering Others Building and Strengthening Networks E x a m p l e o f S C C C C L e a d e r s h i p C o m p e t e n c i e s
  16. 16. © 2017 TAS Consulting Partner I All Rights Reserved www.pixabay.com www.tas-consultingpartner.com tas@tas-consultingpartner.com THANK YOU All information contained in this presentation has been produced base on publicly available information from various sources. Should you have any comment to make regarding topic presented and their content, please contact t r u s t w o r t h y a g i l i t y s i m p l i c i t y © 2017 TAS Consulting Partner I All Rights Reserved

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