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November 6, 2018 Leadership Development in the Digital Age Slide 1

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WELCOME

2018 Theme: Organizational Agility in the Digital Age

2018 PROGRAM #5

Leadership Developmentin the Digital Age

November 6, 2018 NetApp, Sunnyvale, CA

Guest Presenters: Shreya Sarkar-BarneyAndrew Wilhelms




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AGENDA

8:00 Registration, Breakfast, Networking8:30 Welcome and Overview of HRSF – Paula Schmidlin8:35 Presentation of Survey Results – Shreya Sarkar-Barney9:00 Speaker Presentation – Andrew Wilhelms

10:00 Refreshment Break and Networking10:25 Innovation Tournament11:00 Wrap-Up, Program Evaluation and Networking11:30 Conclusion


TODAY’S SPEAKERS

Shreya Sarkar-BarneyCEO and Founder

www.humancapitalgrowth.com

Andrew WilhelmsSr. Director, Talent Management

www.twilio.com

http://www.humancapitalgrowth.com/

http://www.twilio.com/


AGENDA



Digital LeadershipGrowing Leaders for the Digital Age

Shreya Sarkar-Barney, Ph.D.CEO and Founder, Human Capital Growth

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We help organizations achieve better outcomes through talent using science, analytics, and empathy.

Drive business impact through timely talent actions

Deliver measurable and sustained improvements in leadership

Leadership Excellence

Talent Management Excellence

How is leading in the digital age different than leading in general?

Research Question

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Research Archival leadership assessment Interviews with digital leaders Industry reports Scientific research

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AmazonCiscoCognizant TechnologiesEaton

General MillsHondaHPHoneywell

Sun MicrosystemsTeslaTata SonsYahoo

Insights for Talent Management

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Develop

Support

HireJob requirements

CompetenciesTraits

Culture

The Challenge

70% of leaders lack the skills to transform their organization to be digitally enabled.

Digitally mature companies are

26% more profitable than their industry competitors.

15Source: http://ide.mit.edu/news-blog/blog/digitally-mature-firms-are-26-more-profitable-their-peers

The Most Valuable Companies are Digital

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Singles Day 11.11

$25.3billion

$5 billion

2017

One-day only ecommerce sale US Black

Friday sales

2017

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REIMAGINGING eRETAIL

Retail-tainment

Uni-marketing

First delivery made in 12-18 min. of purchase

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The Job of a Digital Leader

Digital Leaders Create Value in New Ways

Not just about doing the same thing faster, better, cheaper

Taking a traditional business and doing it differently

Successful digital leaders disrupt the marketplace

Value created in one place taken away from an other

Amazon | BorderApple | MotorolaNetflix | BlockbusterWhatsApp | Telecom Uber | Taxis Airbnb | Hotels Paypal | Banks

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Digital Age: Changing Demands on LeadersTraditional JobsJob Demands

Execution excellence Global mindset Process improvement Quality assurance Service excellence

Digital Era JobsJob Demands

Build ecosystems Innovate Architect User experience Customer centric

Leadership Requirements Plan and manage Hold others accountable Delegate Fill open positions; train and engage employees Ensure compliance

Leadership Requirements Agility/adaptability Conflict management Talent management Entrepreneurial Customer centricity Create a culture of innovation

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Unique Traits and Abilities Associated with Digital Leadership

Important Leader Traits and Behaviors

High energy–level Tolerance for stress Emotional maturity Integrity Conscientiousness Self-confidence Extraversion Agreeableness

Intelligence Metacognition Motivation Skills: Technical,

conceptual, interpersonal

Values Interests

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General Leadership

Curious

Courageous

Creative

Empathy

Resilient

Risk taker

Ability to gain the

trust of others

Digital Leadership

Traits and Attributes of Effective Leaders

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Digital Leadership Competencies

Evidence-based Leadership Competencies

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OPERATIONS

Plan and track progress Manage performance Ensure execution excellence

PEOPLE

Influence and persuade Motivate and engage Lead and develop teams

CHANGE

Exercise business acumen Lead innovation Lead change

STRATEGY

Envision and lead strategically Exercise financial acumen Lead with customer insight

Competencies for the Digital Era

Digital Leadership: Strategic focus Make good bets on innovation Risk taking Lean on exponential technologies and

tools to create the future Customer centricity

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STRATEGY

Envision and lead strategically Exercise financial acumen Lead with Customer insight

“Nokia dominated the mobile-phone industry in 2007 but failed to foresee the transition to touch screen smartphones”

Competencies for the Digital EraDigital Leadership: Operational focus

Navigate organizational structures to

achieve speed and agility

Experimentation, fail fast – fail early

Lean operations, doing more with less

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OPERATIONS

Plan and track progress Manage Performance Ensure execution excellence

“Multiple stage-gates processes delayed product launch, lack of funding prevented building out functionality to make the product competitive.”

Competencies for the Digital EraDigital Leadership: Change focus

Mandate to innovate

Lead change while still successful

Look beyond functional boundaries for new

ideas

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CHANGE

Exercise business acumen Lead innovation Lead change

“Change in regulations will likely threaten our highly profitable business 3 to 5 years from now. Difficult to convince the organization to change when things are going great.”

Competencies for the Digital Era

Digital Leadership: People focus Influence and create alignment to

move in a new direction Hands on leader Manage conflict Get the right skills onboard

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PEOPLE

Influencing and persuading Motivating and engaging Leading and developing teams

“Creative talent don’t want to work 9-5 jobs. Nor do they do well in structured work places. The design team must be run differently.”

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Organizational Culture to Support Digital Leaders

“Make it safe to take risks”

TRUST COMPONENTSLeader wants the best for othersLeader operates with a high level of integrityLeader has the technical and interpersonal skills needed to do the work

18%Trust and Risk Taking

Across 132 scientific studies

Trust in leader positively linked to risk taking

Source: Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, Trustworthiness, and Trust Propensity: A Meta-Analytic Test of Their Unique Relationships With Risk Taking and Job Performance. Journal of Applied Psychology, 92(4), 909-927.

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SummaryDigital leaders reimagine the business model in ways that disrupts

the marketplace are curious, resilient, and trustworthy take risks and learn how to make good bets influence change even when the existing business

model is very successful

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Thank you!Shreya Sarkar-Barney, [email protected]

mailto:[email protected]


AGENDA




REFRESHMENT & NETWORKING BREAK



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ANNUAL SPONSORS - THANK YOU!

PLATINUM

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CONSTITUENT STATEMENTSANNUAL SPONSOR MEMBER

Diana AndersonBusiness Development Executive

www.right.com

Heidi BrumbachEVP, Global Human Resources

www.confirmit.com

http://www.rightmanagement.com/

http://www.confirmit.com/


2018 PROGRAMSORGANIZATIONAL AGILITY IN THE DIGITAL AGE

Designing the Organization – January 23

Careers and Real-Time Learning – March 27

Ongoing Employee Feedback and Performance – May 15

Digital Transformation at Work – September 6

Leadership Development in the Digital Age – November 6


NEXT PROGRAM

HR STRATEGY FORUM – 2019 PROGRAM #1

Host: To be determined, Downtown SF

Courageous HR:What is it? Why does it matter?

Speaker: To be announced


DIGITAL TRANSFORMATION AT HRSF We are using SurveyMonkey software, to better collect and analyze your

responses to our program evaluation questions.

First, check that you can access the site, before the formal meeting begins at 8:30 or during the break at about 10:00. Use one of these:

– Go to https://bit.ly/2EWi23Z– Go to surveymonkey.com and enter 2MJPD8F– Scan the QR code on the tent card at your table– Use the link that was emailed to you

You can fill in your responses at any time, and stop or go back, but once submitted, you cannot access it again.



AGENDA




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unique community unique content unique …...2018/11/06 · november 6, 2018 leadership development...

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