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THIS IS AWESOME ©2016 1
Frankfurt, 30th of November 2016 Presented by: Stefan F. Dieffenbacher
Leadership 2.0: leading in the Digital Age
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Founder & Leader
Speaker
Digital Transformation LeaderInvestor & supporter
Life long learner & lecturer
Digital disruption projects
Digital Strategy & Execution projects
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1. How to organise?2. How to lead?3. How to set a direction?4. What is strategy?5. How to execute?
I am going to talk about:
Leadership involves a direction1. How to organise?
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Most organisations looklike this classical org-chart:
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Most organisations looklike this classicalmilitary-style org-chart:
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Most organisations looklike this classicalmilitary-style org-chart:
This is a leader director
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Most organisations looklike this classicalmilitary-style org-chart:
And where are the customers?
This is a leader director
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Customers.
Those who we are producing value for are at the bottom and far away…
Most organisations looklike this classicalmilitary-style org-chart:
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This is a director leader, but with a much too complex organisation
Customers are on top J
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This is a leader with a manageable organization.
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This is a leader with a manageable organization.
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The leader supportsthose who deal withcustomers
This is a leader with a manageable organization.
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All of us got a lot closertogether!
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Interestingly, even the leader is in the same boat as everyone else.
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This is a leader in a human organisation.
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2. How to lead?
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Organisation level objectives
Team level objectives
Individual level objectives
Objectives and Key Results (OKRs)
Source: https://en.wikipedia.org/wiki/OKR
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Organisation level objectives
Team level objectives
Individual level objectives
Objectives and Key Results (OKRs)
Source: https://en.wikipedia.org/wiki/OKR
Strategy Action!
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Organisation level objectives
Team level objectives
Individual level objectives
Should map up & down
Objectives and Key Results (OKRs)
Source: https://en.wikipedia.org/wiki/OKR
Strategy Action!
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#1 Start defining OKRs to set an example.#2 Publish immediately, visible for everyone.#3 Get everyone involved.#4 OKRs are set jointly only. There is no top-down. #5 Discussion happens in the team(s) only.#6 There is no punishment, it is a joint experience.#7 Ensure everyone is walking in the same direction.
Implementing Objectives and Key Results (OKRs)
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3. Leadership involves a direction
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Who should set the direction
?
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Customers?
This team?
This guy?
This guy?
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Customers
Organisation
The direction should be set by the customers and the organisation.
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Customers
Organisation
The direction should be set by the customers and the organisation.
It is this guy’s responsibility to organise the process.
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Recent learning on a top-brand customer project
Assumed customer base:
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Recent learning on a top-brand customer project
Assumed customer base:
That’s for whom we developed the product with $2 million investments.
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Recent learning on a top-brand customer project
Assumed customer base:
That’s for whom we developed the product with $2 million investments.
Till somebody thought something is wrong and decided to ask the customers…
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
So we asked other people:
Not important in my life…
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
So we asked other people:
Not important in my life…
Hä?
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
So we asked other people:
Not important in my life…
Hä? I won‘t use thisany more – tooold to change myhabits
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
So we asked other people:
Not important in my life…
Hä? I won‘t use thisany more – tooold to change myhabits
Great! Do youhave a familyoption?
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
So we asked other people:
Not important in my life…
Hä? I won‘t use thisany more – tooold to change myhabits
Great! Do youhave a familyoption?
Great! But can I use this at home?
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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I am really happy with a substitute & won’t change!
I would need something else!
Learnings from systematic customer involvement
So we asked other people:
Not important in my life…
Hä? I won‘t use thisany more – tooold to change myhabits
Great! Do youhave a familyoption?
Great! But can I use this at home?
Real customer base & real requirements
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4. What is Strategy?
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Strategy
DirectionA path how to get there
What is Strategy?
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Strategy
DirectionA path how to get there
Most ‘strategies’ fall short on explaining how they are realized !
What is Strategy?
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5. How to execute?
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Executing a strategy is not a 2 year waterfall program across 6 divisions
BusinessRequirements
User Experience Design
DevelopmentMarketing
Puh! Finally live!
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Executing a strategy is not a 2 year waterfall program across 6 divisions
BusinessRequirements
User Experience Design
DevelopmentMarketing
Puh! Finally live!
Key concerns of waterfoolish approaches: § Standish Group: 80% of features developed
are seldom or never used§ Too slow§ Might be outdated till go-live§ No customer validation§ High uncertainty & risk ...
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Execution is agile !
One team, one room
User Experience
DesignDevelopment
Business
Requirements
MarketingWorking in small junks, to bring something alive every few weeks.
Customers fortesting!
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Execution is agile !
One team, one room
User Experience
DesignDevelopment
Business
Requirements
MarketingWorking in small junks, to bring something alive every few weeks.
Customers fortesting!
Advantages of agile: § Customer testing & fast market feedback!§ Product doesn‘t need to be fixed for the next 2 years§ Limited risk§ Significantly faster (if well executed)§ Attention: agile doesn‘t mean without a goal
THIS IS AWESOMEWe are no consultancy - nor an agency.
We are entrepreneurs - with a holistic approach.
We prefer to execute, together with your team –rather then bullshit bingo and endless PowerPoint slides.
We do customer centric validation and pivoting, rather then academic market research.
We want you to succeed.
Thanks.
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Let’s create winning digital businesses –togetherAchieve digital transformation. Develop independence. Create profit. And design the future.
