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LEADERSHIP IS BROKEN NEXT Conference, 22.9.2017

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DISRUPTION

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DISRUPTION !

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https://www.flickr.com/photos/davegray/6266375337/

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http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/

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http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog

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http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog Digital

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http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog Digital Smartphones

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http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog Digital Smartphones

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https://www.flickr.com/photos/davegray/6261268977/

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https://www.flickr.com/photos/davegray/6261268977/

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DISRUPTION IN MARKETS

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DISRUPTION IN MARKETS ‑

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DISRUPTION IN MARKETS ‑ DISRUPTION OF MARKETS

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TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP

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TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP

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TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP

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TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP

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TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP

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OBSOLETION

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OBSOLETION "

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ZERO TRANSACTION COSTS

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ZERO TRANSACTION COSTS +

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ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS

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ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS +

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ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS + NEARLY ZERO MARGINAL COSTS

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ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS + NEARLY ZERO MARGINAL COSTS =

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http://blogs-images.forbes.com/ryanmac/files/2014/10/marcandreessen-e1413816287173-1940x1090.jpeg SOFTWARE IS EATING THE WORLD.

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( ) DIGITAL SUCKS.

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https://giphy.com/gifs/single-understand-ccRdPf8zWkivm/

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https://giphy.com/gifs/curbyourenthusiasm-3ohhwqjr9oxhgd1zZC/

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https://giphy.com/gifs/why-ryan-reynolds-1M9fmo1WAFVK0

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https://giphy.com/gifs/stupid-idiot-cleaning-1014RBn4HVSTK

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ORGANIZATION

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ORGANIZATION PRODUCT

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ORGANIZATION PRODUCT

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https://www.pinterest.de/pin/598134394231545916/

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https://i.kinja-img.com/gawker-media/image/upload/hgsb40znafjoyxqipjwf.gif https://www.pinterest.de/pin/598134394231545916/

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https://www.flickr.com/photos/davegray/6260861765/

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https://www.flickr.com/photos/jurgenappelo/5201864328/

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https://www.flickr.com/photos/jurgenappelo/5201864328/

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https://www.flickr.com/photos/jurgenappelo/5201864328/

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www.flickr.com/photos/davegray/5640777961/

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www.flickr.com/photos/davegray/5640777961/

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www.flickr.com/photos/davegray/5640777961/

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CULTURE

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WHAT MAKES COMPANIES GREAT IS INEVITABLY WHAT MAKES COMPANIES FAIL, WHENEVER THAT DAY COMES. BEN THOMPSON

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LEADERSHIP? #

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CULTURE

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CULTURE changes LEADERSHIP

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CULTURE changes determines LEADERSHIP

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CULTURE changes determines MENTAL MODEL LEADERSHIP

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CULTURE determines MENTAL MODEL LEADERSHIP

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FIRST ASSIGMENT: CHALLENGES 1. LIST CHALLENGES (1 MIN) 2. SHARE IN GROUPS OF 2 (2 MIN) 3. DISCUSS IN GROUPS OF 4 (4 MIN) 4. SHARE MAIN CHALLENGE WITH EVERYONE

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LEADERSHIP CULTURE determines MENTAL MODEL

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LEADERSHIP CULTURE determines NEW MENTAL MODELS

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LEADERSHIP CULTURE NEW MENTAL MODELS

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LEADERSHIP CULTURE changes NEW MENTAL MODELS

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LEADERSHIP CULTURE changes NEW MENTAL MODELS ?

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AUTONOMY & ALIGNMENT

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Alignment Autonomy

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☹ ☹ ☹ Alignment Autonomy

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☹ ☹ ☹ ☹ ☹ ☹ Alignment Autonomy

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Alignment Autonomy

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Alignment Autonomy

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☹ ☹ ☹ Alignment Autonomy

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☹ ☹ ☹ % % % Alignment Autonomy

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☹ ☹ ☹ ☹ ☹ ☹ % % % Alignment Autonomy

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☹ ☹ ☹ ☹ ☹ ☹ % % % % % % Alignment Autonomy

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DIRECTED OPPORTUNISM

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OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action

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Knowledge Gap: the difference between what we would like to know and what we actually know OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action

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Knowledge Gap: the difference between what we would like to know and what we actually know OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED INFORMATION OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED INFORMATION MORE DETAILED INSTRUCTIONS OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED INFORMATION MORE DETAILED CONTROL MORE DETAILED INSTRUCTIONS OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED CONTROL MORE DETAILED INSTRUCTIONS LIMIT DIRECTION TO DEFINING AND EXPRESSING INTENT OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED CONTROL LIMIT DIRECTION TO DEFINING AND EXPRESSING INTENT COMMUNICATE INTENT AND LET TEAMS DEFINE HOW TO ACHIEVE IT OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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Knowledge Gap: the difference between what we would like to know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve LIMIT DIRECTION TO DEFINING AND EXPRESSING INTENT COMMUNICATE INTENT AND LET TEAMS DEFINE HOW TO ACHIEVE IT EMPOWER TEAMS TO ADJUST THEIR ACTIONS IN LINE WITH INTENT OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do

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A NEW JOB FOR 
 MIDDLE MANAGEMENT

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SECOND ASSIGMENT: SOLUTIONS 1. LIST WORST POSSIBLE ACTIONS (8 MIN) 2. IDENTIFY CURRENT BAD PRACTICES (8 MIN) 3. FIND FIRST STEPS TO STOP BAD PRACTICES (8 MIN) 4. SHARE A FIRST STEP WITH EVERYONE

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