Leadership is Broken

Why established companies face existential challenges, how their culture prevents productive responses, and what different models of leadership can do about that. (Interactive talk at NEXT Conference, September 2017)

Transcript

1. LEADERSHIP IS BROKEN NEXT Conference, 22.9.2017
3. DISRUPTION
4. DISRUPTION !
5. https://www.flickr.com/photos/davegray/6266375337/
6. http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/
7. http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog
8. http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog Digital
9. http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog Digital Smartphones
10. http://petapixel.com/2015/04/09/this-is-what-the-history-of-camera-sales-looks-like-with-smartphones-included/ Analog Digital Smartphones
11. https://www.flickr.com/photos/davegray/6261268977/
12. https://www.flickr.com/photos/davegray/6261268977/
13. DISRUPTION IN MARKETS
14. DISRUPTION IN MARKETS
    
    
    
    ‑
15. DISRUPTION IN MARKETS
    
    
    
    ‑ DISRUPTION OF MARKETS
16. TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP
17. TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP
18. TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP
19. TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP
20. TV NETWORKS RETAIL BRANDS AD AGENCIES CAR OWNERSHIP
21. OBSOLETION
22. OBSOLETION "
23. ZERO TRANSACTION COSTS
24. ZERO TRANSACTION COSTS +
25. ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS
26. ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS +
27. ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS + NEARLY ZERO MARGINAL COSTS
28. ZERO TRANSACTION COSTS + ZERO DISTRIBUTION COSTS + NEARLY ZERO MARGINAL COSTS =
29. http://blogs-images.forbes.com/ryanmac/files/2014/10/marcandreessen-e1413816287173-1940x1090.jpeg SOFTWARE IS EATING THE WORLD.
30. ( ) DIGITAL SUCKS.
31. https://giphy.com/gifs/single-understand-ccRdPf8zWkivm/
32. https://giphy.com/gifs/curbyourenthusiasm-3ohhwqjr9oxhgd1zZC/
33. https://giphy.com/gifs/why-ryan-reynolds-1M9fmo1WAFVK0
34. https://giphy.com/gifs/stupid-idiot-cleaning-1014RBn4HVSTK
35. ORGANIZATION
36. ORGANIZATION PRODUCT
37. ORGANIZATION PRODUCT
38. https://www.pinterest.de/pin/598134394231545916/
39. https://i.kinja-img.com/gawker-media/image/upload/hgsb40znafjoyxqipjwf.gif https://www.pinterest.de/pin/598134394231545916/
40. https://www.flickr.com/photos/davegray/6260861765/
41. https://www.flickr.com/photos/jurgenappelo/5201864328/
42. https://www.flickr.com/photos/jurgenappelo/5201864328/
43. https://www.flickr.com/photos/jurgenappelo/5201864328/
44. www.flickr.com/photos/davegray/5640777961/
45. www.flickr.com/photos/davegray/5640777961/
46. www.flickr.com/photos/davegray/5640777961/
47. CULTURE
48. WHAT MAKES COMPANIES GREAT IS INEVITABLY WHAT MAKES COMPANIES FAIL, WHENEVER THAT DAY COMES. BEN THOMPSON
49. LEADERSHIP? #
50. CULTURE
51. CULTURE changes LEADERSHIP
52. CULTURE changes determines LEADERSHIP
53. CULTURE changes determines MENTAL MODEL LEADERSHIP
54. CULTURE determines MENTAL MODEL LEADERSHIP
55. 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
57. LEADERSHIP CULTURE determines MENTAL MODEL
58. LEADERSHIP CULTURE determines NEW MENTAL MODELS
59. LEADERSHIP CULTURE NEW MENTAL MODELS
60. LEADERSHIP CULTURE changes NEW MENTAL MODELS
61. LEADERSHIP CULTURE changes NEW MENTAL MODELS ?
62. AUTONOMY & ALIGNMENT
63. Alignment Autonomy
64. ☹ ☹ ☹ Alignment Autonomy
65. ☹ ☹ ☹ ☹ ☹ ☹ Alignment Autonomy
66. Alignment Autonomy
67. Alignment Autonomy
68. ☹ ☹ ☹ Alignment Autonomy
69. ☹ ☹ ☹ % % % Alignment Autonomy
70. ☹ ☹ ☹ ☹ ☹ ☹ % % % Alignment Autonomy
71. ☹ ☹ ☹ ☹ ☹ ☹ % % % % % % Alignment Autonomy
72. DIRECTED OPPORTUNISM
73. OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action
74. 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
75. 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
76. 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
77. 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
78. 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
79. 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
80. 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
81. 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
82. 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
83. A NEW JOB FOR 
 MIDDLE MANAGEMENT
87. 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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