DIGITAL I LEADERSHIP I THINKING

Dörte Wittenberg

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Twitter: @dfwittenbergDW

HOW TO BRING DIGITAL RETHINKING TO THE LEADERSHIP?

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THE REALITY BOMB: SELF-ASSESSMENT MEETS LEVEL OF MATURITY

„I HAVE DISTINCT

DIGITAL

TECHNOLOGY

SKILLS“

„ I POSSESS ALL

NECESSARY DIGITAL

LEADERSHIP

SKILLS“

60 %

40 % PERCENTAGE OF

INTERVIEWEES

OWNING DIGITAL

LEADERSHIP SKILLS

7 %SOURCE: „DIGITAL LEADER; DIGITAL LEADERSHIP IM DIGITALEN ZEITALTER“, crisp, dimension data; Computerwoche 15.04.2016

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EXPECTATIONS ARE HIGH – DIGITAL LEADERS SHOULD….

BE A DIGITAL ROLE MODEL AND MOTIVATE THEIR EMPLOYEES

PUSH NEW IDEAS AND IMPULSES

SUPPORT AND PROMOTE DIGITAL SKILLS OF THEIR EMPLOYEES

ENFORCE AND IMPLEMENT A DIGITAL STRATEGY

BE A DIGITAL NETWORKER

THINK DISRUPTIVE

INSPIRE THEIR EMPLOYEES AND CREATE AN ATTRACTIVE COMPANY CULTURE

ACT AS AN EVANGELIST OF THE DIGITAL TRANSFORMATION

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I DON‘T HAVE

ANY TIME

NOT RELEVANT

FOR US

THIS IS IT‘s

RESPONSI-

BILITY

I‘LL HAVE MY

DIRECTS

HANDLE IT

THE MATTER IS

TOO COMPLEXE

I CANT HANDLE

IT ALONE

WE FEEL VERY

COMFORTABLE

IN OUR NICHE

MARKET

I DON‘T LIKE

FACEBOOK

WE ALREADY

HAVE LOADS OF

DIGITAL

INITIATIVES

IMPORTANT –

BUT WE HAVE

MORE URGENT

MATTERS

OUR

ORGANISATIONAL

STRUCTURE IS

TOO INFLEXIBLE

I CAN‘T KEEP UP

WITH ALL THESE

NEW

TECHNOLOGIES

IS OVERRATED

LOVE IT – MY

EMPLOYEES

JUST DON‘T GET

IT

I AM TOO OLD

FOR THIS STUFF

_ _

ROLES AND

METHODS

STRUCTURE

AND CHANGE

PERSONAL

KNOW HOW

PERSPECTIVE

AND MARKET

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