leadership in the collaboration era

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blog.cabreramc.comJosé Cabrera

Leadership 2.0

May 16, 2008

Creating collective value in the Collaboration Era

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A conversation about ...“The new ways to create

collective value in the Collaboration Era, the

future of leadership and the need to build people centric

organizations, where leadership and innovation

is everyone's job”

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Life in 1900 ...US life expectancy was 47 years

14% of homes had a bathtub6% of homes had a telephone

8000 cars in the US144 miles of paved road

42% of the work force was in farming

More than 95% of all births took place at home.

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Management in 1900 ...Standardized job descriptions

Production planning and scheduling

Cost accountingProfit analysis

Financial controls Incentive based compensation

Personnel departments

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It's time to change

“The current management is amature discipline and, as such,

incapable of solving the newchallenges that will confront the

organizations in the newMillennium “

Gary Hamel“”3

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reasons for management

innovation

10

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Perhaps for the first time in history, humankind has the capacity to

create more information than anyone can absorb, to foster

greater interdependency than anyone can manage, and to accelerate change faster

than anyone’s ability to keep pace

Peter M. Senge“”New Era

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New social structures

2

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New economic order

3USA, Europe,

JapanChina, India, Emergents

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New Talent

Digital Natives are used to receiving information really fast.

They like to parallel process and multi-task. They prefer graphics to

text. They function best when networked. They thrive on instant

gratification and frequent rewards. They prefer games to “serious” work.

“”4

Marc Prensky

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New minds

“high-concept skills” the ability to create artistic and emotionally satisfying products, to detect patterns and unexpected opportunities, and to combine seemingly unrelated ideas into a novel invention“high touch skills” being able to empathize, to understand subtleties of human interaction, to find joy in one’s self and elicit it in others, and to engage in the pursuit of purpose and meaning

Daniel Pink“”5

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New identity

Identity is becoming the main, and sometimes the only, source of meaning in a historical period

characterized by widespread destructuring of organizations,

delegitimation of institutions, fading away of major social movements, and

ephemeral cultural expressions.

“”6

Manuel Castells

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New value creation models

Peers PioneersIdeagoras

ProsumersNew Alexandrians

Global Plant FloorsThe Wiki Workplace

“”7

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New markets

Small number of mainstream products

versus huge number of niches in the tail

Chris Anderson“”8

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New organizations

“Enterprise 2.0 the use of emergent social software platforms within companies, or between

companies and their partners or customers."Andrew McAfee

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Transparency is key Transparency is the key word for

what we are doing now: drawing lessons from the

present crisis. In all the domains that are at stake,

transparency will be one of the most important principles for a

simple reason: opacity is a recipe for herd behavior and

contagion Jean-Claude Trichet, President

European Central Bank 10

“”

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Relevant questions ...How do these changes impact my customers? What will be their impact on my products and services competitiveness?How does all this affect me personally? How will these changes affect my future employability?

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Where to begin ?

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Value creation in the Collaboration Era requiresimagination, creativity and passion. It's about

creating new people centric organizations, where

leadership and innovation is

everyone's job.

Jump into the lifeboat!

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Market are conversations

Organizations are conversations “”

Leadership = Conversations

Join the conversations

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Build your personal agenda

If you do not have a personal agenda, is highly probable that you are part of

somebody else's agenda You must have your own vision about

the the future of leadership and a personal action plan to develop

yourself, start now introducing some leadership 2.0 practices in your daily

routine as a manager.

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Challenge the “statu quo”Question the old ways of working that only

had meaning in the past and arose to solve a problem that no longer is relevant to the

organization. Build capacity for experimentation with

low risk so that you can launch new innovation initiatives and interact with the

new reality. Gives a chance to new ideas without

crippling the ability of the organization to get their results on a daily basis.

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Foster an innovation culture A culture that questions the "Status

quo" and face challenges in unusual ways.

Find new ways to deal with future challenges, exploring new avenues

and avoiding the easy answers to problems.

Create people centric and flexible organizations, where leadership and

innovation is everyone's job.

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Search for analogies and best practices in different environments

Explore your competition's solutions and best practices.

Create your own innovation system, which will allow you to launch

innovation initiatives with limited resources.

Give the new ideas a chance without risking your organization's ability to

deliver daily results.www.infonomia.com

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Focus on execution

“The missing link between aspirations -what the leaders of

the company want to achieve- and results: the organization's

ability to achieve it.”“The discipline of aligning

persons with goals in order to achieve planned results”

“A system to have things done”

“”Larry Bossidy

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“Getting Real”Test your ideas in a real

environment, with real customers and real markets.

Don't lose your time. Skip all the stuff that represent real and build the

real thing. Experiment, listen and improve.

Get something real up and running quickly. It's the best way to build

momentum.www.37signals.com/

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Time is the keyIn the current environment of high

competition and accelerated changes time is the key variable.

Launch on time and on budget; adjust the scope of

your idea. Long term projects are nothing but fantasy, something that keeps you

away from real.

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Create agile organizationsBuild transparent organizations.

It's about staying small and being fast and flexible, open to change

and innovation.More flexible, more changes

and, definitely, more freedom and more fun.

Less paperwork and formalities, less mass, less fear.

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Avoid “passion killers”Hire happy, enthusiastic people. People who are

passionate about their job.Look for people who are

curious and willing to learn. Don't think you need a tech-

celebrity. A happy yet average employee is better than a

disliked and negative guru.

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Don't let legacy kill your dream

“The difficulty lies, not in the new ideas, but in escaping from the old

ones”John Maynard Keynes

“If you always do what you have always done, you'll always get what

you have always got” Haines

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Leadership 2.0

May 16, 2008

Creating collective value in the Collaboration Era

leadership in the collaboration era

Business

collaboration

comjos cabrera

personal agenda

innovation

creating collective

people

results

achieve