leadership and the digital revolution

Leadership and the Digital RevolutionKate Carruthers

Smart Services CRC Conference

Brisbane - Dec 2010

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We thought the future would look

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Instead it looks like this

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Or this…

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5© Kate Carruthers | www.katecarruthers.com

I blame …

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“Work is not a place anymore” Dr Laura Forlano 

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Old models aren’t sustainable

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Work looks different now

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GenYInnova*on

Economics

CustomersDeadlines

Revenue

Repor*ng

KPIsStrategy

Talent

We’reaskedtojugglealot

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… and a cool office is not the answer

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Challenges of leadership in the age of openness

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The 10 Open ElementsInformation Sharing• Explaining• Updating• Conversing• Open Mic• Crowdsourcing• Platforms

Decision Making• Centralized• Democratic• Self-managing• Distributed

Source: Charlene Li, Open Leadership

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“I keep six honest serving-men(They taught me all I knew);Their names are What and Why and WhenAnd How and Where and Who.”Rudyard Kipling (1902)

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Challenges of Leadership1. Control 2. Transparency3. Openness4. Technology5. Engagement6. Influence7. Clarity

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Control was an Illusion• Locus of control is important• Some people need to feel someone

is in control, while others need to feel in control

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Good information reduces need for control

Transparency is critical

• Transparency is the opposite of privacy

• Privacy still has a place• Supported by openness

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Openness helps to frame what transparency means

Openness is foundational

• Openness does not mean telling everything

• It is being clear about boundaries, roles and process

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Openness sets the foundation for relationships

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“Technologies can be more and more interesting, but it is always human behavior that drives their uptake.” Kaila Colbin

Technology driving change

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Source: Charlene Li, Open Leadership

Engagement is key

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Influence is essential

Source: Jonny Bentwood http://bit.ly/h98vz9

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Clarity is foundational• Mission• Roles• Rules of engagement• Guidelines• Decision making

Without clarity confusion (or long policy documents) prevails

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Necessities for leadership

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“Technologies can take us further than ever before, and we can do more with them than ever before, but it is always humanity that generates meaning.” Damon Horowitz 

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Core Values for

1. Those affected by a decision involved in the process2. Participant contribution will influence the decision 3. Sustainable decisions by recognizing and

communicating the needs and interests of all participants

4. Involvement of potentially affected by or interested in a decision

5. Input from participants in how they participate 6. Information needed to participate meaningfully 7. Communicate how input affected the decision

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Source: http://www.iap2.org/displaycommon.cfm?an=4

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Source: Crispin Butteris, Bang The Table http://corporate.bangthetable.com/a-crash-course/

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Case Study

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“a*ghtbudget…webelievecrea*vitylovesconstraint”AnnalieKillian

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“it really is a very uplifting experience …you’re bombarded with new ways of thinking [about the future] ” Craig Dunn CEO

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“Wemakethatopentoeveryone…Everyoneinorghaschancetohearthethoughtleaders…[it]immersesorganisa*oninthesameconceptsandthesamethinkingatsame*me…”LeeBarneN

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Itenergisesorganisa*on…Catalysesideasandincreasesthespeedandreducesthewindowtoadoptnewideas”LeeBarneN

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• Ideas Farm• Code Jam• Innovation

Festival• Innov8

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• Blogs• Wikis• Podcasts• Learning• Collaboration

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• Support from CEO and CIO• Culture of thought leadership

and earned trust• Focused leadership • Internal skilled resources• Planned approach + focus on

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Key Elements

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Contact details

Kate CarruthersTwitter: @kcarruthersBlog: www.katecarruthers.com kate@katecarruthers.com

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