We are in the Fourth Industrial Revolution—an age of AI, machine learning, robotics, blockchains, and IoT. It is a new era requiring new strategies to remain competitive. Old ways of leading organisations will no longer work. We need Leadership 2.0. If you do not believe this, then just look at what is happening to big-box retailers and incumbent organisations that are now on the brink of bankruptcy.
Successfully leading an organisation in the digital age takes bold disruption and a commitment to reengineering the company’s DNA. This level of change cannot be a knee-jerk response or just reaching for the newest CRM platform. Mutating from a traditional company with a rigid hierarchy and profit-based mission into a ‘humachine’—a combination of the better qualities of humankind with the mechanical efficiencies of machines—requires five distinct steps: developing a long-term vision, accurately assessing the status quo, allocating resources, embracing organisational transparency, and launching experimental pilot programmes.
Step 1: Develop a long-term vision
Many executives feel pressure to rapidly become ‘digital’ by acquiring technology. But research reveals that the most successful companies do not react to pressure. Instead, they begin by developing a long-term vision, driven by their unique intentionality and mission. Then, they carefully think about what a company’s structure should look like to support this vision.
Far too often, companies focus on current problems and find quick ways to address them. They merely ‘patch’ the current system. Hasty patches may have worked in the past, but it will not work in the Fourth Industrial Revolution. Preventing your boat from capsizing is not the goal—it is ‘competing’ in the boat race.
Denne historien er fra March 2020-utgaven av Indian Management.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent ? Logg på
Denne historien er fra March 2020-utgaven av Indian Management.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
