Global, connected, accelerated & information sharing new world
210 bill. e-mails each day
3 mill. pictures uploads each day
45 mill. updates each day
5 mill. tweets each day
22 bill. texts each day
26 mill. minutes are uploaded each day
Population: 7.2 billion
Internet access: 3.1 billion
Smartphones: 3.6 billion
Social Media: 2.1 billion
22 mill. searches each day
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The wold has gone VUCA
V = Volatility U = Uncertainty C = Complexity A = Ambiguity
Presenter
Presentation Notes
Limits planning and management V = Volatility The nature and dynamics of change, and the nature and speed of change forces and change catalysts. U = Uncertainty The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. C = Complexity The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. A = Ambiguity The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. Answer: Have a clear intent, a clear direction for your actions. Vision seeks to create a future In the face of uncertainty, listening and understanding can help leaders discover new ways of thinking and acting. Listening leads to understanding, which is the basis for trust The VUCA world rewards clarity because people are so confused that they grasp at anything that helps them make sense of the chaos The VUCA world rewards networks because they are agile, while it punished the rigidity and brittleness of hierarchies
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What does this mean?
• Always beta • Disruptive innovation • Hyper-competition • Big data = new oil • Agile strategizing • Customer is king • Transparency • Interconnectivity • Employee branding • Multiple channels • Feedback • Exponential organizations
The customers of the next millennium will present challenges and opportunities for both the manufacturing and service sectors. As customers shift buying habits, tastes, and purchasing paradigms, banks and other service providers will have to develop proactive quality plans. Otherwise, current products and services will become irrelevant, unappealing, and uncompetitive. It may not be enough in most cases to just revitalize or enhance existing services. It may be necessary to reinvent most of them to survive the new environment. There are twelve distinct megatrends in customer behavior that will be apparent at the turn of the century and the millennium for which companies must make immediate and appropriate strategic responses and plans now. First. The customers of the future will be value conscious, not cost conscious nor price conscious. They will not associate cheap price with high value, nor high price with high quality. Value for money will be the key purchase criterion. Premium pricing, cost-plus pricing, market entry pricing, and commodity pricing will become unfashionable and disastrous. The new paradigm will be "value pricing". Second. The customers of the future will be highly informed, or "informationalized". The internet and other information technologies will highly increase their bargaining power and demands. They will be capable of electronic benchmarking and electronic window shopping. In other words, they will window shop not with their feet but with their fingers on the keyboard. E-commerce means they can instantaneously compare prices, interest rates, services, and quality of any product or service. Purchase contracts can be electronically "signed" in seconds, or cancelled in seconds if a better offer arrives on the screen within a minute of signing. Third. The customers of the future will develop and acquire global tastes, global requirements, and global standards of quality. They will be well traveled physically and electronically, browsing through Webs of commercial information. Local products for local culture will become things of the past. The distinction between domestic and export sales, domestic and export quality will blur. Even pure domestic producers and service providers will have to deliver export quality expected by local consumers. Fourth. The customers of the future will demand total satisfaction. They would pay for the product-service package inclusive of "before sales service" and "after sales service". In other words, they will pay for the "total experience", rather than just a mere product, or a mere service. Companies will have to shift paradigms from selling finished goods and services to selling an experience. Fifth. The customers of the future will want to be delighted, not just satisfied. They will want their expressed as well as their unexpressed wishes catered to. They expect proactive rather than reactive services. They want manufacturers and service providers to read their minds, rather than ask questions and feedback. Sixth. The customers of the future will be increasingly fastidious and perfectionist. They will demand product and service quality levels measured not in percentage, but in defects per million (dpm) of transactions, or defects per million (ppm). Purchase decisions and customer loyalty will be based on differences in these minute metrics of quality. Seventh. The customers of the future will expect high and wide variety and assortment of products, services, and options. They will want their orders mass customized, rather than mass produced. They will want exact measurements rather than forced into standards offerings. Standardized products and services of the "one-size-fits-all" nature will be abhorred. Flexible manufacturing systems will most adaptive to this new customer behavior. Eight. The customer of the future will expect short product lives. They will not expect long term durability, but will expect high reliability during the short life of the product. They will want new products and services to come out in continuous streams so that they can indulge in myriad of choices. Time-to-market reduction will be the key to competitiveness in this regard. Ninth. The customers of the future will demand short ordering times and real time satisfaction. Order processing times of months and weeks will be standards of the past. Customers will only tolerate hours and minutes of waiting time. Delayed deliveries will be redefined in terms of fractions of an hour, not days. Processes will have to be reengineered to achieve these unforgiving requirements. Tenth. The customers of the future will be process oriented rather than product oriented. They will judge not only the quality of the product and service, but also the quality of the management and the facilities that produce these. They will not settle for just brochures, blueprints, catalogues, and product samples. They will want to see the insides of factories and service establishments to check how people work and how process standards are met. Eleventh. The customers of the future will order more frequently in smaller and smaller lots. They will want just-in-time deliveries, not early not late. In other words, they will not want to carry inventories or stocks. Economic lot size and economic order quantity will soon disappear in the vendor vocabulary, as customers demand order quantities approaching one piece. Twelfth. The customers of the future will be environment conscious. They will prefer or insist on green products made by green processes. They will only buy from socially responsible companies which use environmentally friendly processes in coming out with their products and services. For instance, bank clients of the future may patronized only those banks which use documents made of recycled paper.
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To meet the customers of tomorrow we need employees of tomorrow
• Manage the complexity, the pace and working methods of fully integrated technology
• Cooperate with diverse, globally distributed people
• Create, share, and master knowledge through assessment and filtering of semi-reliable information
• Thriving in chaos, i.e. able to make quick decisions based on inadequate information
• Dealing with dilemmas • Acting as "knowledge artisan" -
translating knowledge into services and supplies
• Practice self management
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The new customer and the new employee requires new organizations
• Wireachy • Decentralized decision power • Open source information sharing • Team structure • Fast innovation & learning • Build for fast transformation of ideas
into new products and services • Horizontal communication lines
• Hierarchy • Centralized decision power • Rigid information pathways • Departmental structure • Slow innovation & learning • Build for effective mass production
and production lines • Vertical communication lines
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Presentation Notes
Where are your organization?
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Presenter
Presentation Notes
Organisatorisk komplexistet og Koblingen til mental udvikling – historisk
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The CEO Rock star is dead!
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Presentation Notes
What go you here will not get you any further! Last 25 years management training has focused on the cultivating the ‘perfect boss’ in one person!
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Agile leadership
• Leadership is a collaborative activity rather than a position
• Leadership is a collaborative phenomenon
• The agile leader facilitates this collaboration
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The world of leadership belongs to the most learning agile
Mental Agility: Thinking critically to penetrate complex problems and expanding possibilities by making fresh connections. • People Agility: Understanding and relating to other people, as well as tough situations to harness and multiply collective performance. • Change Agility: Enjoying experimentation, being curious and effectively dealing with the discomfort of change. • Results Agility: Delivering results in first time situations by inspiring teams, and exhibiting a presence that builds confidence in themselves and others. • Self Awareness: Being reflective and knowing themselves well; understanding their capabilities and their impact on others. The world of leadership belongs to the most learning agile. Develop yourself and your key talent across these dimensions and you will activate enduring human and strategic potential.
Bill Joiner and Stephen Josephs, Jossey-bass 2006, “Leadership Agility five levels of mastery for anticipating and initiating change”.
Presenter
Presentation Notes
Context-setting agility improves your ability to scan your environment, frame the initiatives you need to take, and clarify the outcomes you need to achieve. Context-setting agility entails stepping back and determining the best initiatives to take, given the changes taking place in your larger environment. Stakeholder agility increases your ability to engage with key stakeholders in ways that build support for your initiative. Stakeholder agility requires you to step back from your own views and objectives to consider the needs and perspectives of those who have a stake in your initiatives. Creative agility enables you to transform the problems you encounter into the results you need. Creative agility involves stepping back from your habitual assumptions and developing optimal solutions to the often novel and complex issues you face. Self-leadership agility is the ability to use your initiatives as opportunities to develop into the kind of leader you want to be. Self-leadership agility entails stepping back; becoming more aware of your thoughts, feelings, and behaviors; and experimenting with new and more effective approaches. Expert (~45%) Tactical, problemsolving orientation. More of a supervisor than a manager. Creates a group of individuals rather than a team. Achiever (~35%) Strategic, outcome orientation. Catalyst (~5%) Visionary, facilitative orientation. Intent upon creating a highly participative team. Co-Creator (~4%) Oriented toward shared purpose and collaboration. Develops a collaborative leadership team Synergist (~1%) Holistic orientation. Capable of moving fluidly between various team leadership styles uniquely suited to the situation at hand.
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Leadership in the new reality
Agility
Toward the teams Towards the employee
Toward the organization and business
Authentic Self
Presenter
Presentation Notes
Link and network creator Attracting many diverse talents Modelling collaboration by showing the way to avoid eternal discussions Authentic leadership Transparent decision-making Resources are action Clarify link between the decision, responsibility and goal Technological dexterity Cultivate self-leadership Relations built on trust and engagement
