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wwwiedpcomFeeding Curious MindswwwIdeasforLeaderscom
DevelopingLeadersISSUE 28 2018
Big picture leadership fine-tuned Quarterly
Insights from Ashridge Aston Columbia CCL emlyon HEC Paris IESE Rotman Saiumld Sauder and others
Listen Collaborate Innovate and the
Jazz of Leadership
Accidental ManagersRoger Delves
Game of Digital TransformationJoseph Press
Sauderrsquos Bruce WiesnerIn Conversation
Netflixrsquos Reed HastingsLeadership Journey
Building Better Teamworkemlyon at Total
Columbiarsquos Dil Sidhu In Conversation
Executive DEVELOPMENT
24 | Developing Leaders Issue 28 2018
Are You InDigital Transformation is without a doubt one of todayrsquos most popular business buzzwords Organizations spend millions on projects to transform processes products and people Many leaders employ consultants to define and implement transformation Some brave leaders tackle the transformation challenge internally ndash seeking guidance from a business schools to set an inspiring vision leaders appoint top talent and allocate resources and set aggressive targets towards a new digital era All this occurs while being lsquoambidextrousrsquo ndash running the current business
What is Digital and why is it exciting Simply put it is an era when the game will never be the same It all starts by having digital literally in our hands Personalized experiences emphasize individual contributions individual experiences and individual voice Digital tools afford new levels of creative expression From filters in Instagram to videos on Facebook we are all able to rejoice in new levels of creative confidence We now have no excuse not to experiment ndash the low cost to try and test ideas makes it a perfect catalyst for the rapid prototyping in an iterative innovation journey The Digital Dust of our online interactions provides unprecedented transparency on what we do opening opportunities for insights into why we do what we do stimulating reflection and learning The emitting Digital Sparks ndash contributions conversations and even constructive conflicts ndash light transformation fires of new insights iterations and collective understanding In the interconnected digital world we access an army of collaborators who seek to contribute to communities and create movements In the utopist mind digital can ultimately encourage a higher purpose to bring meaning and even social value to organizations
The New Playing FieldIf finding a common definition of digital is a challenge defining digital transformation is even harder Does it mean the same thing to everyone inside the organization Probably not Essential to positioning yourself and your transformation agenda is to where you want to play Digitalization of process is today`s table stakes Although integrating new technologies into the organization is essential for staying competitive be aware getting people within the organization to use technology more effectively is not enough to ensure sustainability in an increasingly competitive and disruptive environment Some leaders may seek to grow market share by acquiring new products amp services They may seek to maximize the existing business models and minimize transformation by keeping the acquired entity away from the center Other may seek to digitalize existing products and services requiring deep transformation of existing processes technologies and people More progressive (and occasionally aggressive) leaders will look within to create new products and services
Playing the Digital Transformation GameLeading Digital Innovation with Design to Transform Your Organization
By Joseph Press
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 25
Regardless of where you choose to play technology will underlie any moves you make You will need to become a digitally-savvy leader In my extensive experience in consulting leaders of technology-enabled transformation the key to unlocking greater impact of digital is not just a question of lsquoimplementationrsquo or lsquoadoptionrsquo In todayrsquos complex world understanding the technologies and ways to co-create is essential to transformation
EXPERIENCES
DESIGN DIGITAL
A Winning Strategy The Transformation Trifecta To accelerate transformation in organizations we recommend leaders develop three areas of excellence Innovation Digital and Design Building these capabilities will increase the likelihood of achieving a lsquotransformation trifectarsquo Only managing one or even two will materially diminish the lsquoaccelerationrsquo achievable with all three you can lead with a significant multiplying effect
To spark transformation the intent for Innovation is indispensable If there is no vision of how digital technologies can enhance the organization in new ways then there is clearly no transformation to be done Innovation needs a purpose so defining the market opportunities and business challenges are essential to ensure the lifeblood necessary to sustain an innovation program It must bring value to the organization itself its customers and more widely for society around the organization In many cases the goalposts of innovation should be what Salim Ismail the Canadian serial entrepreneur and author refers to as a Massively Transformative Purpose (MTP) not just seeking new value Once that innovation mandate is created it should be delivered to bring value Granted digital transformation starts at the top but a shared vision of how to innovate cannot only come from those needs to pave the way for change Leaders who understand both the business and the strategy and who have some influence to try digital innovations in markets must make it their task to design it themselves
Executive DEVELOPMENT
26 | Developing Leaders Issue 28 2018
To facilitate transformation the raw ingredient is Digital While this may seem obvious it is often where leaders and their organizations are most lacking An understanding of the underlying digital technologies that can be brought into successful use to enable transformation The effective use of data is an area where we see organizations struggling What kind of data needs to be captured to provide useful insights and solutions How do you capture it What do you do with it once captured These are not as simple questions as they may initially seem What devices should be included in the process Are we just talking tablets and smartphone apps or looking to incorporate Augmented Reality (AR) and Artificial Intelligence (AI) If so are these technologies ready for what we ideally want to use them for Are our people ready to use them This list is ever-growing with robotics or cryptocurrencies and the Internet of Things
To create transformation the third element of the trifecta is Design Critical to highlight of Design is not just the rote methodology of Design Thinking or just the lsquolook and feelrsquo of the digital touch points Although these are important ingredients leaders who design meaningful experiences for customers the company and the communicate are the true levers to engage people in the transformation journey It is about bringing stakeholders onboard at the right time and with the right purpose In order to ensure the resilience required for transformation the starting point must be the leadership themselves They need to design a meaningful vision of the future create a shared experience and build a common language to ensure ownership of the transformation project On our experience this is the most challenging part of achieving a transformation trifecta Most leaders prefer the innovation intent or the shiny technology rather than co-creating with peers across the organization If successfully coordinated with the Innovation Mandate and Digital elements Design enables transformation to be truly impactful
Prepare to Play Many leaders tend to focusing on only one of the Trifecta dimensions in leading transformation but it is vital to maintain a balanced approach to optimize success Whether you aim to transform your company your team your community or yourself you need to be prepared To help with leading transformation the Center for Creative Leaders recommends asking yourself 10 Digital Transformation Leadership Questions
Acquire New Products and Services
Create New Products amp Services
Digitalization of Products amp ServicesDigitalization of Processes
INN
OV
ATI
ON
TRANSFORMATION
The Transformation Playing FieldAs innovation increases transformation increases so where do you want to play
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 27
Understanding the technologies and ways to co-create is essential to transformation
1 Digital Vision The goalpost of Innovation-led transformation should be a MTP (Massively Transformative Purpose) so are you simply seeking new value and what was the pitch to introduce digital into the business
2 Strategic Intent Innovation needs a purpose so what do you see as the market opportunities business challenges that necessitated an innovation program Do you want to play in the 10 or 10x Choose your intention
minus digital technologies to transform Process ndash digitalization of existing processes to improve their efficiency
minus digital technologies to transform Product ndashintegrating digital into the experiences of consumers to improve impact and engagement
minus digital technologies to transform Platform ndash new business models with new partners to deliver new benefits across the value chain
3 Stories and Experiences Ideas become reality by adoption so what stories and experiences can you tell to illustrate how digitally-enabled products and services can fulfill consumersusers needs
4 A Talented Community It takes a tribe to sustain and scale innovation and create a movement so what are the backgrounds skills culture mindset training of your digital champions
5 Outside-In Bringing ideas and minds from the outside acts as a catalyst to spark transformation so who have you brought in from the outside to influence the digital mandate
6 Engage the Ecosystem Digital innovation in a market is ultimately a collaborative effort across a value chain so what partners and alliances where sought to spark and sustain innovation
7 Transformation Approach Experimentation can deliver wins that disrupt the status quo can achieve a transformation groundswell so what methods and phases introduced and spread the digital agenda
Case StudyAt a global food and beverage company digital transformation journey began with immersive workshops called ldquoDigital Dayrdquo Sponsored by VP of digital marketing and VP for digital services leaders of six functions were brought together in a design-informed experience to solve business challenges using digital The sessions began inspiring participants with new uses of digital within their functions Leaders were asked to imagine the near future of their consumers and employees Collaborating with designers they created mock ups and low tech prototypes of how digital could Improve their daily lives To deliver the innovative ideas action plans with clear owners and next steps articulated how to navigate the institutional barriers to achieve impact Five years later the company has an innovation unit within the IT Supply Chain function is digitalizing marketing to deliver personalized experiences and has a successful crowdsourcing innovation platform To accelerate the cultural change the company Digitalized their executive learning amp development Institute delivers an Innovation leadership program to bring leaders to innovation ecosystems across the globe and even acts as an incubator for food and beverage vertical startups The most meaningful transformation sparked by digital is the contributions to becoming a health amp wellness organization by creating shared value for consumers the company and the community at large
Executive DEVELOPMENT
28 | Developing Leaders Issue 28 2018
8 Programs Platforms and Processes Digital transformation needs resources to achieve business objectives so how have you positioned the program organized it and enabled with digital to stimulate creativity and sustain success
9 Culture What are the levers to stimulate and reinforce a culture of digital adoption (leadership role models socialdigital platforms organizational events cultural references collaboration processes learning opportunities physical space hellip)
10 Transformation Leadership A digital culture starts at the top so what is your raison raison drsquoecirctre and behaviours of guiding your daily dose of digital interactions
Transform your LeadershipResponding to these questions requires an awareness of the roadblocks to bring new digitally-enabled experiences to your customers your company and your community To be a successful transformation leader you will need to overcome yourself What do we mean by that Many innovation programs suffer from the `we own innovation` syndrome with departments claiming the innovation territory This limits innovation programs to become an organizational movement A good litmus test is the tolerance for failure Despite the call for failing fast the reality is that most organizations have limited tolerance for failure Donrsquot just talk innovation walk it as well Build innovation inertia with real budget allocations in your annual planning With budget in place to transform you will need to go beyond what most corporate innovation programs are ndash mere digital suggestions boxes We recommend starting with the digitalization of processes and products Support transformation by seeking it from within rather than going outside the organization to bring digital in In our experience searching for the unicorns exponentials and disruptive ideas can inhibit transformation by not developing digital transformation leaders internally We know that innovative leadership is scarce in many companies ndash innovative leaders are not by nature organizational creatures It is rare that leadership will cannibalize themselves willingly or even threaten their existence in the name of digital (regardless of how exciting it may be) To lead transformation you will need to develop the incumbent talent needed to transform This includes yourself because ultimately leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Dr Joseph Press is the Global Innovator amp Strategic Advisor to the Center for Creative Leadershiprsquos President and CEO He brings over 16 yearsrsquo experience as an innovation and digital transformation consultant As the Director of Deloitte Digital Switzerland he worked with global clients on digital transformation and innovation initiatives to achieve business results and accelerate organizational evolution
Leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Executive DEVELOPMENT
24 | Developing Leaders Issue 28 2018
Are You InDigital Transformation is without a doubt one of todayrsquos most popular business buzzwords Organizations spend millions on projects to transform processes products and people Many leaders employ consultants to define and implement transformation Some brave leaders tackle the transformation challenge internally ndash seeking guidance from a business schools to set an inspiring vision leaders appoint top talent and allocate resources and set aggressive targets towards a new digital era All this occurs while being lsquoambidextrousrsquo ndash running the current business
What is Digital and why is it exciting Simply put it is an era when the game will never be the same It all starts by having digital literally in our hands Personalized experiences emphasize individual contributions individual experiences and individual voice Digital tools afford new levels of creative expression From filters in Instagram to videos on Facebook we are all able to rejoice in new levels of creative confidence We now have no excuse not to experiment ndash the low cost to try and test ideas makes it a perfect catalyst for the rapid prototyping in an iterative innovation journey The Digital Dust of our online interactions provides unprecedented transparency on what we do opening opportunities for insights into why we do what we do stimulating reflection and learning The emitting Digital Sparks ndash contributions conversations and even constructive conflicts ndash light transformation fires of new insights iterations and collective understanding In the interconnected digital world we access an army of collaborators who seek to contribute to communities and create movements In the utopist mind digital can ultimately encourage a higher purpose to bring meaning and even social value to organizations
The New Playing FieldIf finding a common definition of digital is a challenge defining digital transformation is even harder Does it mean the same thing to everyone inside the organization Probably not Essential to positioning yourself and your transformation agenda is to where you want to play Digitalization of process is today`s table stakes Although integrating new technologies into the organization is essential for staying competitive be aware getting people within the organization to use technology more effectively is not enough to ensure sustainability in an increasingly competitive and disruptive environment Some leaders may seek to grow market share by acquiring new products amp services They may seek to maximize the existing business models and minimize transformation by keeping the acquired entity away from the center Other may seek to digitalize existing products and services requiring deep transformation of existing processes technologies and people More progressive (and occasionally aggressive) leaders will look within to create new products and services
Playing the Digital Transformation GameLeading Digital Innovation with Design to Transform Your Organization
By Joseph Press
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 25
Regardless of where you choose to play technology will underlie any moves you make You will need to become a digitally-savvy leader In my extensive experience in consulting leaders of technology-enabled transformation the key to unlocking greater impact of digital is not just a question of lsquoimplementationrsquo or lsquoadoptionrsquo In todayrsquos complex world understanding the technologies and ways to co-create is essential to transformation
EXPERIENCES
DESIGN DIGITAL
A Winning Strategy The Transformation Trifecta To accelerate transformation in organizations we recommend leaders develop three areas of excellence Innovation Digital and Design Building these capabilities will increase the likelihood of achieving a lsquotransformation trifectarsquo Only managing one or even two will materially diminish the lsquoaccelerationrsquo achievable with all three you can lead with a significant multiplying effect
To spark transformation the intent for Innovation is indispensable If there is no vision of how digital technologies can enhance the organization in new ways then there is clearly no transformation to be done Innovation needs a purpose so defining the market opportunities and business challenges are essential to ensure the lifeblood necessary to sustain an innovation program It must bring value to the organization itself its customers and more widely for society around the organization In many cases the goalposts of innovation should be what Salim Ismail the Canadian serial entrepreneur and author refers to as a Massively Transformative Purpose (MTP) not just seeking new value Once that innovation mandate is created it should be delivered to bring value Granted digital transformation starts at the top but a shared vision of how to innovate cannot only come from those needs to pave the way for change Leaders who understand both the business and the strategy and who have some influence to try digital innovations in markets must make it their task to design it themselves
Executive DEVELOPMENT
26 | Developing Leaders Issue 28 2018
To facilitate transformation the raw ingredient is Digital While this may seem obvious it is often where leaders and their organizations are most lacking An understanding of the underlying digital technologies that can be brought into successful use to enable transformation The effective use of data is an area where we see organizations struggling What kind of data needs to be captured to provide useful insights and solutions How do you capture it What do you do with it once captured These are not as simple questions as they may initially seem What devices should be included in the process Are we just talking tablets and smartphone apps or looking to incorporate Augmented Reality (AR) and Artificial Intelligence (AI) If so are these technologies ready for what we ideally want to use them for Are our people ready to use them This list is ever-growing with robotics or cryptocurrencies and the Internet of Things
To create transformation the third element of the trifecta is Design Critical to highlight of Design is not just the rote methodology of Design Thinking or just the lsquolook and feelrsquo of the digital touch points Although these are important ingredients leaders who design meaningful experiences for customers the company and the communicate are the true levers to engage people in the transformation journey It is about bringing stakeholders onboard at the right time and with the right purpose In order to ensure the resilience required for transformation the starting point must be the leadership themselves They need to design a meaningful vision of the future create a shared experience and build a common language to ensure ownership of the transformation project On our experience this is the most challenging part of achieving a transformation trifecta Most leaders prefer the innovation intent or the shiny technology rather than co-creating with peers across the organization If successfully coordinated with the Innovation Mandate and Digital elements Design enables transformation to be truly impactful
Prepare to Play Many leaders tend to focusing on only one of the Trifecta dimensions in leading transformation but it is vital to maintain a balanced approach to optimize success Whether you aim to transform your company your team your community or yourself you need to be prepared To help with leading transformation the Center for Creative Leaders recommends asking yourself 10 Digital Transformation Leadership Questions
Acquire New Products and Services
Create New Products amp Services
Digitalization of Products amp ServicesDigitalization of Processes
INN
OV
ATI
ON
TRANSFORMATION
The Transformation Playing FieldAs innovation increases transformation increases so where do you want to play
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 27
Understanding the technologies and ways to co-create is essential to transformation
1 Digital Vision The goalpost of Innovation-led transformation should be a MTP (Massively Transformative Purpose) so are you simply seeking new value and what was the pitch to introduce digital into the business
2 Strategic Intent Innovation needs a purpose so what do you see as the market opportunities business challenges that necessitated an innovation program Do you want to play in the 10 or 10x Choose your intention
minus digital technologies to transform Process ndash digitalization of existing processes to improve their efficiency
minus digital technologies to transform Product ndashintegrating digital into the experiences of consumers to improve impact and engagement
minus digital technologies to transform Platform ndash new business models with new partners to deliver new benefits across the value chain
3 Stories and Experiences Ideas become reality by adoption so what stories and experiences can you tell to illustrate how digitally-enabled products and services can fulfill consumersusers needs
4 A Talented Community It takes a tribe to sustain and scale innovation and create a movement so what are the backgrounds skills culture mindset training of your digital champions
5 Outside-In Bringing ideas and minds from the outside acts as a catalyst to spark transformation so who have you brought in from the outside to influence the digital mandate
6 Engage the Ecosystem Digital innovation in a market is ultimately a collaborative effort across a value chain so what partners and alliances where sought to spark and sustain innovation
7 Transformation Approach Experimentation can deliver wins that disrupt the status quo can achieve a transformation groundswell so what methods and phases introduced and spread the digital agenda
Case StudyAt a global food and beverage company digital transformation journey began with immersive workshops called ldquoDigital Dayrdquo Sponsored by VP of digital marketing and VP for digital services leaders of six functions were brought together in a design-informed experience to solve business challenges using digital The sessions began inspiring participants with new uses of digital within their functions Leaders were asked to imagine the near future of their consumers and employees Collaborating with designers they created mock ups and low tech prototypes of how digital could Improve their daily lives To deliver the innovative ideas action plans with clear owners and next steps articulated how to navigate the institutional barriers to achieve impact Five years later the company has an innovation unit within the IT Supply Chain function is digitalizing marketing to deliver personalized experiences and has a successful crowdsourcing innovation platform To accelerate the cultural change the company Digitalized their executive learning amp development Institute delivers an Innovation leadership program to bring leaders to innovation ecosystems across the globe and even acts as an incubator for food and beverage vertical startups The most meaningful transformation sparked by digital is the contributions to becoming a health amp wellness organization by creating shared value for consumers the company and the community at large
Executive DEVELOPMENT
28 | Developing Leaders Issue 28 2018
8 Programs Platforms and Processes Digital transformation needs resources to achieve business objectives so how have you positioned the program organized it and enabled with digital to stimulate creativity and sustain success
9 Culture What are the levers to stimulate and reinforce a culture of digital adoption (leadership role models socialdigital platforms organizational events cultural references collaboration processes learning opportunities physical space hellip)
10 Transformation Leadership A digital culture starts at the top so what is your raison raison drsquoecirctre and behaviours of guiding your daily dose of digital interactions
Transform your LeadershipResponding to these questions requires an awareness of the roadblocks to bring new digitally-enabled experiences to your customers your company and your community To be a successful transformation leader you will need to overcome yourself What do we mean by that Many innovation programs suffer from the `we own innovation` syndrome with departments claiming the innovation territory This limits innovation programs to become an organizational movement A good litmus test is the tolerance for failure Despite the call for failing fast the reality is that most organizations have limited tolerance for failure Donrsquot just talk innovation walk it as well Build innovation inertia with real budget allocations in your annual planning With budget in place to transform you will need to go beyond what most corporate innovation programs are ndash mere digital suggestions boxes We recommend starting with the digitalization of processes and products Support transformation by seeking it from within rather than going outside the organization to bring digital in In our experience searching for the unicorns exponentials and disruptive ideas can inhibit transformation by not developing digital transformation leaders internally We know that innovative leadership is scarce in many companies ndash innovative leaders are not by nature organizational creatures It is rare that leadership will cannibalize themselves willingly or even threaten their existence in the name of digital (regardless of how exciting it may be) To lead transformation you will need to develop the incumbent talent needed to transform This includes yourself because ultimately leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Dr Joseph Press is the Global Innovator amp Strategic Advisor to the Center for Creative Leadershiprsquos President and CEO He brings over 16 yearsrsquo experience as an innovation and digital transformation consultant As the Director of Deloitte Digital Switzerland he worked with global clients on digital transformation and innovation initiatives to achieve business results and accelerate organizational evolution
Leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 25
Regardless of where you choose to play technology will underlie any moves you make You will need to become a digitally-savvy leader In my extensive experience in consulting leaders of technology-enabled transformation the key to unlocking greater impact of digital is not just a question of lsquoimplementationrsquo or lsquoadoptionrsquo In todayrsquos complex world understanding the technologies and ways to co-create is essential to transformation
EXPERIENCES
DESIGN DIGITAL
A Winning Strategy The Transformation Trifecta To accelerate transformation in organizations we recommend leaders develop three areas of excellence Innovation Digital and Design Building these capabilities will increase the likelihood of achieving a lsquotransformation trifectarsquo Only managing one or even two will materially diminish the lsquoaccelerationrsquo achievable with all three you can lead with a significant multiplying effect
To spark transformation the intent for Innovation is indispensable If there is no vision of how digital technologies can enhance the organization in new ways then there is clearly no transformation to be done Innovation needs a purpose so defining the market opportunities and business challenges are essential to ensure the lifeblood necessary to sustain an innovation program It must bring value to the organization itself its customers and more widely for society around the organization In many cases the goalposts of innovation should be what Salim Ismail the Canadian serial entrepreneur and author refers to as a Massively Transformative Purpose (MTP) not just seeking new value Once that innovation mandate is created it should be delivered to bring value Granted digital transformation starts at the top but a shared vision of how to innovate cannot only come from those needs to pave the way for change Leaders who understand both the business and the strategy and who have some influence to try digital innovations in markets must make it their task to design it themselves
Executive DEVELOPMENT
26 | Developing Leaders Issue 28 2018
To facilitate transformation the raw ingredient is Digital While this may seem obvious it is often where leaders and their organizations are most lacking An understanding of the underlying digital technologies that can be brought into successful use to enable transformation The effective use of data is an area where we see organizations struggling What kind of data needs to be captured to provide useful insights and solutions How do you capture it What do you do with it once captured These are not as simple questions as they may initially seem What devices should be included in the process Are we just talking tablets and smartphone apps or looking to incorporate Augmented Reality (AR) and Artificial Intelligence (AI) If so are these technologies ready for what we ideally want to use them for Are our people ready to use them This list is ever-growing with robotics or cryptocurrencies and the Internet of Things
To create transformation the third element of the trifecta is Design Critical to highlight of Design is not just the rote methodology of Design Thinking or just the lsquolook and feelrsquo of the digital touch points Although these are important ingredients leaders who design meaningful experiences for customers the company and the communicate are the true levers to engage people in the transformation journey It is about bringing stakeholders onboard at the right time and with the right purpose In order to ensure the resilience required for transformation the starting point must be the leadership themselves They need to design a meaningful vision of the future create a shared experience and build a common language to ensure ownership of the transformation project On our experience this is the most challenging part of achieving a transformation trifecta Most leaders prefer the innovation intent or the shiny technology rather than co-creating with peers across the organization If successfully coordinated with the Innovation Mandate and Digital elements Design enables transformation to be truly impactful
Prepare to Play Many leaders tend to focusing on only one of the Trifecta dimensions in leading transformation but it is vital to maintain a balanced approach to optimize success Whether you aim to transform your company your team your community or yourself you need to be prepared To help with leading transformation the Center for Creative Leaders recommends asking yourself 10 Digital Transformation Leadership Questions
Acquire New Products and Services
Create New Products amp Services
Digitalization of Products amp ServicesDigitalization of Processes
INN
OV
ATI
ON
TRANSFORMATION
The Transformation Playing FieldAs innovation increases transformation increases so where do you want to play
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 27
Understanding the technologies and ways to co-create is essential to transformation
1 Digital Vision The goalpost of Innovation-led transformation should be a MTP (Massively Transformative Purpose) so are you simply seeking new value and what was the pitch to introduce digital into the business
2 Strategic Intent Innovation needs a purpose so what do you see as the market opportunities business challenges that necessitated an innovation program Do you want to play in the 10 or 10x Choose your intention
minus digital technologies to transform Process ndash digitalization of existing processes to improve their efficiency
minus digital technologies to transform Product ndashintegrating digital into the experiences of consumers to improve impact and engagement
minus digital technologies to transform Platform ndash new business models with new partners to deliver new benefits across the value chain
3 Stories and Experiences Ideas become reality by adoption so what stories and experiences can you tell to illustrate how digitally-enabled products and services can fulfill consumersusers needs
4 A Talented Community It takes a tribe to sustain and scale innovation and create a movement so what are the backgrounds skills culture mindset training of your digital champions
5 Outside-In Bringing ideas and minds from the outside acts as a catalyst to spark transformation so who have you brought in from the outside to influence the digital mandate
6 Engage the Ecosystem Digital innovation in a market is ultimately a collaborative effort across a value chain so what partners and alliances where sought to spark and sustain innovation
7 Transformation Approach Experimentation can deliver wins that disrupt the status quo can achieve a transformation groundswell so what methods and phases introduced and spread the digital agenda
Case StudyAt a global food and beverage company digital transformation journey began with immersive workshops called ldquoDigital Dayrdquo Sponsored by VP of digital marketing and VP for digital services leaders of six functions were brought together in a design-informed experience to solve business challenges using digital The sessions began inspiring participants with new uses of digital within their functions Leaders were asked to imagine the near future of their consumers and employees Collaborating with designers they created mock ups and low tech prototypes of how digital could Improve their daily lives To deliver the innovative ideas action plans with clear owners and next steps articulated how to navigate the institutional barriers to achieve impact Five years later the company has an innovation unit within the IT Supply Chain function is digitalizing marketing to deliver personalized experiences and has a successful crowdsourcing innovation platform To accelerate the cultural change the company Digitalized their executive learning amp development Institute delivers an Innovation leadership program to bring leaders to innovation ecosystems across the globe and even acts as an incubator for food and beverage vertical startups The most meaningful transformation sparked by digital is the contributions to becoming a health amp wellness organization by creating shared value for consumers the company and the community at large
Executive DEVELOPMENT
28 | Developing Leaders Issue 28 2018
8 Programs Platforms and Processes Digital transformation needs resources to achieve business objectives so how have you positioned the program organized it and enabled with digital to stimulate creativity and sustain success
9 Culture What are the levers to stimulate and reinforce a culture of digital adoption (leadership role models socialdigital platforms organizational events cultural references collaboration processes learning opportunities physical space hellip)
10 Transformation Leadership A digital culture starts at the top so what is your raison raison drsquoecirctre and behaviours of guiding your daily dose of digital interactions
Transform your LeadershipResponding to these questions requires an awareness of the roadblocks to bring new digitally-enabled experiences to your customers your company and your community To be a successful transformation leader you will need to overcome yourself What do we mean by that Many innovation programs suffer from the `we own innovation` syndrome with departments claiming the innovation territory This limits innovation programs to become an organizational movement A good litmus test is the tolerance for failure Despite the call for failing fast the reality is that most organizations have limited tolerance for failure Donrsquot just talk innovation walk it as well Build innovation inertia with real budget allocations in your annual planning With budget in place to transform you will need to go beyond what most corporate innovation programs are ndash mere digital suggestions boxes We recommend starting with the digitalization of processes and products Support transformation by seeking it from within rather than going outside the organization to bring digital in In our experience searching for the unicorns exponentials and disruptive ideas can inhibit transformation by not developing digital transformation leaders internally We know that innovative leadership is scarce in many companies ndash innovative leaders are not by nature organizational creatures It is rare that leadership will cannibalize themselves willingly or even threaten their existence in the name of digital (regardless of how exciting it may be) To lead transformation you will need to develop the incumbent talent needed to transform This includes yourself because ultimately leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Dr Joseph Press is the Global Innovator amp Strategic Advisor to the Center for Creative Leadershiprsquos President and CEO He brings over 16 yearsrsquo experience as an innovation and digital transformation consultant As the Director of Deloitte Digital Switzerland he worked with global clients on digital transformation and innovation initiatives to achieve business results and accelerate organizational evolution
Leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Executive DEVELOPMENT
26 | Developing Leaders Issue 28 2018
To facilitate transformation the raw ingredient is Digital While this may seem obvious it is often where leaders and their organizations are most lacking An understanding of the underlying digital technologies that can be brought into successful use to enable transformation The effective use of data is an area where we see organizations struggling What kind of data needs to be captured to provide useful insights and solutions How do you capture it What do you do with it once captured These are not as simple questions as they may initially seem What devices should be included in the process Are we just talking tablets and smartphone apps or looking to incorporate Augmented Reality (AR) and Artificial Intelligence (AI) If so are these technologies ready for what we ideally want to use them for Are our people ready to use them This list is ever-growing with robotics or cryptocurrencies and the Internet of Things
To create transformation the third element of the trifecta is Design Critical to highlight of Design is not just the rote methodology of Design Thinking or just the lsquolook and feelrsquo of the digital touch points Although these are important ingredients leaders who design meaningful experiences for customers the company and the communicate are the true levers to engage people in the transformation journey It is about bringing stakeholders onboard at the right time and with the right purpose In order to ensure the resilience required for transformation the starting point must be the leadership themselves They need to design a meaningful vision of the future create a shared experience and build a common language to ensure ownership of the transformation project On our experience this is the most challenging part of achieving a transformation trifecta Most leaders prefer the innovation intent or the shiny technology rather than co-creating with peers across the organization If successfully coordinated with the Innovation Mandate and Digital elements Design enables transformation to be truly impactful
Prepare to Play Many leaders tend to focusing on only one of the Trifecta dimensions in leading transformation but it is vital to maintain a balanced approach to optimize success Whether you aim to transform your company your team your community or yourself you need to be prepared To help with leading transformation the Center for Creative Leaders recommends asking yourself 10 Digital Transformation Leadership Questions
Acquire New Products and Services
Create New Products amp Services
Digitalization of Products amp ServicesDigitalization of Processes
INN
OV
ATI
ON
TRANSFORMATION
The Transformation Playing FieldAs innovation increases transformation increases so where do you want to play
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 27
Understanding the technologies and ways to co-create is essential to transformation
1 Digital Vision The goalpost of Innovation-led transformation should be a MTP (Massively Transformative Purpose) so are you simply seeking new value and what was the pitch to introduce digital into the business
2 Strategic Intent Innovation needs a purpose so what do you see as the market opportunities business challenges that necessitated an innovation program Do you want to play in the 10 or 10x Choose your intention
minus digital technologies to transform Process ndash digitalization of existing processes to improve their efficiency
minus digital technologies to transform Product ndashintegrating digital into the experiences of consumers to improve impact and engagement
minus digital technologies to transform Platform ndash new business models with new partners to deliver new benefits across the value chain
3 Stories and Experiences Ideas become reality by adoption so what stories and experiences can you tell to illustrate how digitally-enabled products and services can fulfill consumersusers needs
4 A Talented Community It takes a tribe to sustain and scale innovation and create a movement so what are the backgrounds skills culture mindset training of your digital champions
5 Outside-In Bringing ideas and minds from the outside acts as a catalyst to spark transformation so who have you brought in from the outside to influence the digital mandate
6 Engage the Ecosystem Digital innovation in a market is ultimately a collaborative effort across a value chain so what partners and alliances where sought to spark and sustain innovation
7 Transformation Approach Experimentation can deliver wins that disrupt the status quo can achieve a transformation groundswell so what methods and phases introduced and spread the digital agenda
Case StudyAt a global food and beverage company digital transformation journey began with immersive workshops called ldquoDigital Dayrdquo Sponsored by VP of digital marketing and VP for digital services leaders of six functions were brought together in a design-informed experience to solve business challenges using digital The sessions began inspiring participants with new uses of digital within their functions Leaders were asked to imagine the near future of their consumers and employees Collaborating with designers they created mock ups and low tech prototypes of how digital could Improve their daily lives To deliver the innovative ideas action plans with clear owners and next steps articulated how to navigate the institutional barriers to achieve impact Five years later the company has an innovation unit within the IT Supply Chain function is digitalizing marketing to deliver personalized experiences and has a successful crowdsourcing innovation platform To accelerate the cultural change the company Digitalized their executive learning amp development Institute delivers an Innovation leadership program to bring leaders to innovation ecosystems across the globe and even acts as an incubator for food and beverage vertical startups The most meaningful transformation sparked by digital is the contributions to becoming a health amp wellness organization by creating shared value for consumers the company and the community at large
Executive DEVELOPMENT
28 | Developing Leaders Issue 28 2018
8 Programs Platforms and Processes Digital transformation needs resources to achieve business objectives so how have you positioned the program organized it and enabled with digital to stimulate creativity and sustain success
9 Culture What are the levers to stimulate and reinforce a culture of digital adoption (leadership role models socialdigital platforms organizational events cultural references collaboration processes learning opportunities physical space hellip)
10 Transformation Leadership A digital culture starts at the top so what is your raison raison drsquoecirctre and behaviours of guiding your daily dose of digital interactions
Transform your LeadershipResponding to these questions requires an awareness of the roadblocks to bring new digitally-enabled experiences to your customers your company and your community To be a successful transformation leader you will need to overcome yourself What do we mean by that Many innovation programs suffer from the `we own innovation` syndrome with departments claiming the innovation territory This limits innovation programs to become an organizational movement A good litmus test is the tolerance for failure Despite the call for failing fast the reality is that most organizations have limited tolerance for failure Donrsquot just talk innovation walk it as well Build innovation inertia with real budget allocations in your annual planning With budget in place to transform you will need to go beyond what most corporate innovation programs are ndash mere digital suggestions boxes We recommend starting with the digitalization of processes and products Support transformation by seeking it from within rather than going outside the organization to bring digital in In our experience searching for the unicorns exponentials and disruptive ideas can inhibit transformation by not developing digital transformation leaders internally We know that innovative leadership is scarce in many companies ndash innovative leaders are not by nature organizational creatures It is rare that leadership will cannibalize themselves willingly or even threaten their existence in the name of digital (regardless of how exciting it may be) To lead transformation you will need to develop the incumbent talent needed to transform This includes yourself because ultimately leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Dr Joseph Press is the Global Innovator amp Strategic Advisor to the Center for Creative Leadershiprsquos President and CEO He brings over 16 yearsrsquo experience as an innovation and digital transformation consultant As the Director of Deloitte Digital Switzerland he worked with global clients on digital transformation and innovation initiatives to achieve business results and accelerate organizational evolution
Leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Executive DEVELOPMENT
Developing Leaders Issue 28 2018 | 27
Understanding the technologies and ways to co-create is essential to transformation
1 Digital Vision The goalpost of Innovation-led transformation should be a MTP (Massively Transformative Purpose) so are you simply seeking new value and what was the pitch to introduce digital into the business
2 Strategic Intent Innovation needs a purpose so what do you see as the market opportunities business challenges that necessitated an innovation program Do you want to play in the 10 or 10x Choose your intention
minus digital technologies to transform Process ndash digitalization of existing processes to improve their efficiency
minus digital technologies to transform Product ndashintegrating digital into the experiences of consumers to improve impact and engagement
minus digital technologies to transform Platform ndash new business models with new partners to deliver new benefits across the value chain
3 Stories and Experiences Ideas become reality by adoption so what stories and experiences can you tell to illustrate how digitally-enabled products and services can fulfill consumersusers needs
4 A Talented Community It takes a tribe to sustain and scale innovation and create a movement so what are the backgrounds skills culture mindset training of your digital champions
5 Outside-In Bringing ideas and minds from the outside acts as a catalyst to spark transformation so who have you brought in from the outside to influence the digital mandate
6 Engage the Ecosystem Digital innovation in a market is ultimately a collaborative effort across a value chain so what partners and alliances where sought to spark and sustain innovation
7 Transformation Approach Experimentation can deliver wins that disrupt the status quo can achieve a transformation groundswell so what methods and phases introduced and spread the digital agenda
Case StudyAt a global food and beverage company digital transformation journey began with immersive workshops called ldquoDigital Dayrdquo Sponsored by VP of digital marketing and VP for digital services leaders of six functions were brought together in a design-informed experience to solve business challenges using digital The sessions began inspiring participants with new uses of digital within their functions Leaders were asked to imagine the near future of their consumers and employees Collaborating with designers they created mock ups and low tech prototypes of how digital could Improve their daily lives To deliver the innovative ideas action plans with clear owners and next steps articulated how to navigate the institutional barriers to achieve impact Five years later the company has an innovation unit within the IT Supply Chain function is digitalizing marketing to deliver personalized experiences and has a successful crowdsourcing innovation platform To accelerate the cultural change the company Digitalized their executive learning amp development Institute delivers an Innovation leadership program to bring leaders to innovation ecosystems across the globe and even acts as an incubator for food and beverage vertical startups The most meaningful transformation sparked by digital is the contributions to becoming a health amp wellness organization by creating shared value for consumers the company and the community at large
Executive DEVELOPMENT
28 | Developing Leaders Issue 28 2018
8 Programs Platforms and Processes Digital transformation needs resources to achieve business objectives so how have you positioned the program organized it and enabled with digital to stimulate creativity and sustain success
9 Culture What are the levers to stimulate and reinforce a culture of digital adoption (leadership role models socialdigital platforms organizational events cultural references collaboration processes learning opportunities physical space hellip)
10 Transformation Leadership A digital culture starts at the top so what is your raison raison drsquoecirctre and behaviours of guiding your daily dose of digital interactions
Transform your LeadershipResponding to these questions requires an awareness of the roadblocks to bring new digitally-enabled experiences to your customers your company and your community To be a successful transformation leader you will need to overcome yourself What do we mean by that Many innovation programs suffer from the `we own innovation` syndrome with departments claiming the innovation territory This limits innovation programs to become an organizational movement A good litmus test is the tolerance for failure Despite the call for failing fast the reality is that most organizations have limited tolerance for failure Donrsquot just talk innovation walk it as well Build innovation inertia with real budget allocations in your annual planning With budget in place to transform you will need to go beyond what most corporate innovation programs are ndash mere digital suggestions boxes We recommend starting with the digitalization of processes and products Support transformation by seeking it from within rather than going outside the organization to bring digital in In our experience searching for the unicorns exponentials and disruptive ideas can inhibit transformation by not developing digital transformation leaders internally We know that innovative leadership is scarce in many companies ndash innovative leaders are not by nature organizational creatures It is rare that leadership will cannibalize themselves willingly or even threaten their existence in the name of digital (regardless of how exciting it may be) To lead transformation you will need to develop the incumbent talent needed to transform This includes yourself because ultimately leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Dr Joseph Press is the Global Innovator amp Strategic Advisor to the Center for Creative Leadershiprsquos President and CEO He brings over 16 yearsrsquo experience as an innovation and digital transformation consultant As the Director of Deloitte Digital Switzerland he worked with global clients on digital transformation and innovation initiatives to achieve business results and accelerate organizational evolution
Leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Executive DEVELOPMENT
28 | Developing Leaders Issue 28 2018
8 Programs Platforms and Processes Digital transformation needs resources to achieve business objectives so how have you positioned the program organized it and enabled with digital to stimulate creativity and sustain success
9 Culture What are the levers to stimulate and reinforce a culture of digital adoption (leadership role models socialdigital platforms organizational events cultural references collaboration processes learning opportunities physical space hellip)
10 Transformation Leadership A digital culture starts at the top so what is your raison raison drsquoecirctre and behaviours of guiding your daily dose of digital interactions
Transform your LeadershipResponding to these questions requires an awareness of the roadblocks to bring new digitally-enabled experiences to your customers your company and your community To be a successful transformation leader you will need to overcome yourself What do we mean by that Many innovation programs suffer from the `we own innovation` syndrome with departments claiming the innovation territory This limits innovation programs to become an organizational movement A good litmus test is the tolerance for failure Despite the call for failing fast the reality is that most organizations have limited tolerance for failure Donrsquot just talk innovation walk it as well Build innovation inertia with real budget allocations in your annual planning With budget in place to transform you will need to go beyond what most corporate innovation programs are ndash mere digital suggestions boxes We recommend starting with the digitalization of processes and products Support transformation by seeking it from within rather than going outside the organization to bring digital in In our experience searching for the unicorns exponentials and disruptive ideas can inhibit transformation by not developing digital transformation leaders internally We know that innovative leadership is scarce in many companies ndash innovative leaders are not by nature organizational creatures It is rare that leadership will cannibalize themselves willingly or even threaten their existence in the name of digital (regardless of how exciting it may be) To lead transformation you will need to develop the incumbent talent needed to transform This includes yourself because ultimately leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
Dr Joseph Press is the Global Innovator amp Strategic Advisor to the Center for Creative Leadershiprsquos President and CEO He brings over 16 yearsrsquo experience as an innovation and digital transformation consultant As the Director of Deloitte Digital Switzerland he worked with global clients on digital transformation and innovation initiatives to achieve business results and accelerate organizational evolution
Leading digital transformation will necessitate designing the new you ndash a digital-savvy leader with the passion and purpose to lead personal transformation
