Smarter Leadership for a Smarter Planet

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Smarter Leadership for a Smarter Planet Rawn Shah Business Transformation Consultant Social Software Adoption Team

description

New work styles and behaviors. (from 2010)

Transcript of Smarter Leadership for a Smarter Planet

Page 1: Smarter Leadership for a Smarter Planet

Smarter Leadership for a Smarter Planet

Rawn ShahBusiness Transformation ConsultantSocial Software Adoption Team

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E2.0 / SocialSoftwareAdoption

Technologist

GloballyNetworked

Gen X

Leadership 2.0

Author,Writer,

Speaker

Social Networking

forBusiness

book

Business Value

Analytics

Rawn Shah

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Yesterday.

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Yesterday

Today

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Yesterday.

2 Billionpeople will be on the web by 2011.*

mobile phone subscribers worldwide by the end of 2008.*

4 Billion 1 Trillion connected intelligent devices in the world

Connected People

Connected Things

Source: Forrester Research; IBM Institute for Business Value

Today

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Yesterday.

2 Billionpeople will be on the web by 2011.*

mobile phone subscribers worldwide by the end of 2008.*

4 Billion 1 Trillion connected intelligent devices in the world

Connected People

Connected Things

Source: Forrester Research; IBM Institute for Business Value

Today

From a world of scarcity …

…to an abundance of information and sources

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New Competition

Rapid Change

Unprecedented Opportunities

Abundance creates…

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We Can’t Just We Can’t Just Work HarderWork Harder

We Can’t JustWe Can’t Just Dedicate More ResourcesDedicate More Resources

We Need to WorkWe Need to Work SmarterSmarter

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Smarter Outperforming Organizations are build Agile Workplaces

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Significant Outperformers demonstrate Dynamic capabilities that enable them to quickly adjust to changes in the market

Source: IBM Institute for Business Value Survey

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Significant Outperformers are more likely to adopt Collaborative practices to share ideas and generate insights

Source: IBM Institute for Business Value Survey

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Significant Outperformers are more likely to be Connected through capturing and using real-time information

Source: IBM Institute for Business Value Survey

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Significant Outperformers are Three Times more likely to have adopted Smarter Working Practices

Source: IBM Institute for Business Value Survey

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More people…

…spending more

time…

…in dynamic, collaborative, and connected environments

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Most active audiences in Social NetworkingAverage hours / week per visitor

Source: IBM Manyeyes / Social Networks Data

Ru

ss

ia

Bra

zil

Ca

na

da

P.

Ric

o

Sp

ain

Ita

lyUS

A

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Source: IBM Manyeyes / Social Networks Data, Dec 2009

Digital Nations – Human view

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Social Networking in Italy Facebook Age and Gender

Source: IBM Manyeyes / Social Networks Data & Facebook

ItalyTeenagers & under= 19% (2.8M)

Adults

= 81% (11.8M)

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“In 4 years, Millennials will account for nearly half of all employees in the world.”

- Meister & Willyerd, Mentoring Millennials, Harvard Business Review, May 2010

Image source: http://w w w .f lickr.com/photos/victoriapeckham (CC BY 2.0)

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Social Networking in Italy Facebook Age and Gender

Source: IBM Manyeyes / Social Networks Data & Facebook

Italy

Other Gens

= 36% (5.3M)

Millennials~ 58% (8.5M)

Millennials will have a larger share of the future business environment…

… and define the way we all work

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Training The hard way Too much and I’ll leave Required to

keep me

Technology use

Uncomfort- able Unsure

Unable to work without it

Generation

Learning style Classroom Facilitated Independent

Born 1922 ~ 1945 1946 ~ 1964 1960 ~

1980

Millennials

1977 ~ 1997

Continuous, expected, lifelong

Social learning

Unfathomable if not provided

Decision-making

Seeks approval Team-informed Team-

included Social proof

Multi-tasking Unwise Sets me back Necessary Daily routine

Communication Top-down Guarded Hub and

spoke Hyper-connected

FeedbackNo newsis good news

Once per year Weekly/DailyOn Demand,

Ambient

Leadership style Hierarchical Hierarchical Coach Partner

Problem-solving Hierarchical Horizontal Independent Collaborative

MillennialsGen XersBoomersSeniors

Work Behaviors: A Generational View

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Training

Technology use

Learning style

Continuous

Social learning

Unfathomable

Decision-making Social proof

Multi-tasking Daily routine

Communication Hyper-connected

Feedback On Demand, Ambient

Leadership style Partner

Problem-solving Collaborative

Essential Skills of the new Millennium

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How my team is structured(traditional hierarchy)

Rawn

Luis

Josh

Younghee

Jeanette

Anna

Gina

Wolfgang

Jeanne

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Rawn

Business Value Analysis

Margery

Peter

BlueIQ Whitepaper

Jeanne

Smarter Leaders Virtualcast Event

Eric

Luis

Sacha

Josh

Jack

Regional Development

Wolfgang

YoungheeJeanne

Jeanette

Anna

Social Analytics

Michael

Rand

Boz

Hardik

BlueIQ AmbassadorCommunity1200 people

Workplace of the Future Community300 people

Executive Updates

Younghee

Gina

Jon

Wolfgang

Bob

Steve

How I work

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Rawn

Business Value Analysis

Margery

Peter

BlueIQ Whitepaper

Jeanne

Smarter Leaders Virtualcast Event

Eric

Luis

Sacha

Josh

Jack

Regional Development

Wolfgang

YoungheeJeanne

Jeanette

Anna

Social Analytics

Michael

Rand

Boz

Hardik

BlueIQ AmbassadorCommunity1200 people

Workplace of the Future Community300 people

Executive Updates

Younghee

Gina

Jon

Wolfgang

Bob

Steve

How I work

Collaborative…

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Rawn

Business Value Analysis

Margery

Peter

BlueIQ Whitepaper

Jeanne

Smarter Leaders Virtualcast Event

Eric

Luis

Sacha

Josh

Jack

Regional Development

Wolfgang

YoungheeJeanne

Jeanette

Anna

Social Analytics

Michael

Rand

Boz

Hardik

BlueIQ AmbassadorCommunity1200 people

Workplace of the Future Community300 people

Executive Updates

Younghee

Gina

Jon

Wolfgang

Bob

Steve

How I work

Collaborative…

…Multi-tasking daily

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Source: IBM SaNDVis

Hyper-connected communications…

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Source: IBM internal Lotus Connections Profiles

Leadership through partnering…

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Source: IBM internal Lotus Connections Profiles

Leadership through partnering…

…on-demand feedback

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Source: McKinsey Global Survey Results, How Companies are benefitting from Web 2.0, 2009

Measurable gains from using Web 2.0 for given purpose

Surveys are social proof for making decisions…

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Source: Amazon.com http://www.amazon.com/gp/product/0132357798/

…but so are ratings…

…and real-time analytics

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Source: IBM Lotus Connections Blogs

Source: Twitter.com search #e20

Learning is continuous…

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Source: IBM Lotus Connections Blogs

Source: Twitter.com search #e20

… and social

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Aren’t these all just more technical skills?

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CollaborativeTrust-forming

Inclusive

Opportunity-creating

Sharing and Re-sharing

Gina PooleVP, Web 2.0 Marketing,

IBM Software

- Creates opportunities to officially recognize and include the work of IBM social computing enthusiasts worldwide

- Shares the output and brings visibility to the top productive enthusiasts across our IBM leadership

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AwareCollaboration-context

aware

Culturally intelligent

Information aware

Sarah SiegelLeadership Development Programs,

IBM Center for Advanced Learning

- Collaborates in many ways to do her work: Conversations with people across the global organization, in workgroups, and in Communities

- Teaches cultural awareness to IBM managers worldwide

- Uses a wide range of information from across the global organization

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ConnectedWidely networked

Digitally eminent

Ambient-communicative

Interactive & responsive

Carol SormilicVP, Global Workforce & Web Processes Transformation Exec,

IBM CHQ/CIO

- Communicates her daily activities and status IBM-wide

- Interacts with IBMers globally through Lotus Connections

- Digitally-eminent through sharing her presentations, data and results through social computing tools

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Dynamic

Agile, broad-thinking

Highly responsive

John Handy- BosmaChief Architect Collaboration, STSM

IBM CHQ/CIO

- Works across company-wide business needs: Considers global issues, impact across business units and job roles

- Active participant and typically responsive in minutes

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Can I do this?

Source: Flickr, http://www.flickr.com/photos/jmabel/ CC BY-SA

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… the successful ones keep it ongoing

Many executives simply start one day

Don’t worry about mistakes - forgive and forget easily

Value timely information and interaction over extensive detail

Can I do this?

Source: Flickr, http://www.flickr.com/photos/jmabel/ CC BY-SA

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How do I prepare?

Source: Flickr, http://www.flickr.com/photos/alanvernon/ CC BY 2.0

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How do I prepare?

Build a discipline of regularity

– dedicate some time from your schedule every week to participate

Recruit your peers and people

– invite your peers, team members, and others to connect, look up information, or participate online

Assess your knowledge and strengths

– evaluate what you can share and the unique perspective you bring

Source: Flickr, http://www.flickr.com/photos/alanvernon/ CC BY 2.0

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Source: Flickr, http://www.flickr.com/photos/sanjoselibrary/ CC BY-SA 2.0</

Who can help me?

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Reverse Mentoring Executives at IBM

Social Computing

Experts

SeniorExecutives

Social computing skills

Leadership skills

Pairing talented high-potential Experts in social computing…

Builds bridges across specializations… geographies… generations…

Who can help me?

…as coaches to our senior-most Executives

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Partneringleader

Continuoussocial learner

Social Proofdecision-

makerOn-demand

feedback

DigitallyEminent

Hyper-connected

Multi-tasking

Collaborative

You

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