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Leadership is Broken

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)

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Wolfgang Wopperer-Beholz

September 22, 2017
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Transcript

  1. LEADERSHIP IS BROKEN NEXT Conference, 22.9.2017

  2. None
  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
  56. None
  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

  84. None
  85. None
  86. None
  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
  88. None
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