Developing Digital Leaders
Digital Leadership development is crucial to organisational transformation. Helping leaders transition to network-centric, agile methods is vital for success.
Today’s leaders face the task of re-architecting their organisations for digital and agile working, which means un-learning some traditional management theory. But the prize is huge: greater reach, influence and a more positive relationship with the wider workforce.
Cultivating emergent leadership
What does leadership look like in an adaptive, digital organisation? How can it be encouraged at all levels, not just at the top?
Our Digital Leadership Development programmes provide leaders with the knowledge and insights they need, alongside techniques for identifying new internal digital leaders and supporting the development of digital teams.
This enables leaders to better understand how digitalisation will impact their business and act quickly to address any gaps in the firm’s current digital skills and capabilities.
We have helped many of the world’s leading companies to radically modernise and transform how they work. Our experience, together with our proprietary frameworks, toolkits, research, content and tools will help you accelerate the development of new digital leadership capabilities in a very practical and grounded way.
Our learning programmes and coaching are robust and challenging, focused on imparting practical techniques that can be used with your teams, rather than just theory and abstract principles.
- Customised learning journeys for digital leaders
- Cohort-based curriculum programmes, mentoring & coaching
- Personalised learning programmes linked to digital maturity diagnostic
- Continuous improvement frameworks for new ways of working
- Approaches to uncovering emerging digital leaders
Challenges we address
- Leaders need to acquire new mindsets, competencies & skills essential to digital
- Leaders need to role model the agility & adaptability required for effective change
- Leaders need to apply theoretical learning about digital into effective work practices
- The organisation needs to identify and develop our future leadership pipeline
- Leaders need an evolving program that continually encompasses new digital skills
- Leadership aligned on digital goals
- Translate theoretical digital learning into daily practice
- Identify & encourage emergent digital leaders
- Greater confidence to make investment decisions
We do a lot of work with organisations to help embed new ways of working enabled by the digital workplace. One of the most commonly cited barriers to adoption of modern work techniques is employees who think they lack the time to try new things. More often than not, this objection comes from leaders, rather than front-line teams…
A 21st century organisation uses systems thinking to enable agility. Shipping working code is an example of a highly valuable system that most startups develop early. When startups scale, everything moves so fast that the sole focus is on shipping the product to specified deadlines. If diversity isn’t engrained into the system of shipping the product, it will be forgotten during scaling…
In a complex world where few of us have time to understand the intricate detail of data, accounting, law and perhaps even code, we will need trusted professionals to help us navigate complexity. So whilst automation and technology will probably reduce headcount in the profession overall, the prize for those who can use our new technology superpowers to create value for their clients will be ever greater. Algorithmic transparency and code standards can help us trust the underlying machinery, but I predict we will still place our trust in humans to make the final judgement.
The aspect of the future of the digital workplace that most excites me is its data. The social and organisational network data produced by these tools provides a wealth of possibilities to explore. These can be as simple as a chatbot that replaces an IT help-desk, or as complex as being able to understand the behaviour patterns of your business.
In HR, the concept of job families is one example of a practice that needs revising to stay relevant. Clustering a set of roles into a ‘job family’ allowed for transparency in rewards, promotions and career paths, but today this can create artificial barriers to collaboration and personal development.
At the end of a conference presentation, I was recently asked “how can I tell if an enterprise agile team is failing?”. A question for which I didn’t have an immediate satisfactory answer…