Post on 29-Nov-2014
description
Changing Leadership
SCIRT Lunch and Learn - March 20th 2013
Chris Jansen – University of Canterbury, Idea Creation
2
Speed Complexity
Uncertainty Ambiguity
Opportunities
Paradox
Unintended consequences
Lack of Control
Exponential rate of change
Information overload
Interconnectedness of systems
Dissolving of traditional organisational boundaries
Disruptive technologies
Generational values and expectations
Increased globalization
change is changing…..
The greatest challenge for future leaders is the pace of change and the complexity of the challenges faced….
….”perpetual white-water”…
“Our organisations are not equipped to cope with this complexity…” (IBM study – 1500 CEO’s)
Complexity / Change / Uncertainty / Ambiguity
Paradox / Lack of Control / Unintended consequences
Organisational capacity
adaptive, innovative, flexible, nimble, responsive, creative, resilient and self organising
…a dynamic of experimentation and innovation…
…self organising…
.
.
.
Leaders vs leadership? Position of a leader vs action of leadership
Hierarchies and Networks
The Starfish and the Spider…
The unstoppable power of leaderless organisations
Machine Living organism
Hybrid?
+Efficient, reliable,
+innovative, responsive, nimble
-Inflexible, slow to respond
-messy and spontaneous
Can leaders foster self organisation?
Engaged
Gutsy
Inspired
Agile Un-precious
Connected Informal
Subtle
SCIRT is best described as an organisation that despite operating in a complex and uncertain environment has a clear sense of purpose, an outcome focus and a team of aligned and committed team members. Team members
across SCIRT have responded to the enormous challenge of reinstating the horizontal infrastructure of
an entire city by 2016.
A legacy organisation?
• legacy of infrastructure - horizontal rebuild
• legacy of changing BAU
• legacy of innovation in management
• legacy of a large scale system wide shift in leadership and organisational thinking?
“What have you learnt and experienced during your time at SCIRT that you believe would be
invaluable for your home organisation to adopt?”
• Remove 15 min timesheets – this incentivises people to use their time to help others and share knowledge
• Leverage alliance principles – partnerships between contractor, designer and client
• KPIs and KRAs drive good behaviour
• Scrap lowest prices contracting – instead build collaborative partnerships
• Modernise IT and make it more responsive
• Respect other peoples time – make meetings purposeful
• In future contracts – build in other attributes and measures in addition to the dollars
• Engagement with community has multiple pay offs in terms of public image, improving brand and building strategic relationships
• Integrate design and delivery
• Leadership is more performance based than position based
• Goal setting and individual accountability combined with a shared noble purpose is a powerful combination
• Give people a goal and empower them to reach it
• Identify what people are good at and let them go for it
• Remove boundaries and move to a flat management system – open access between all “levels of staff”
• Work on the business not just in it – the value of coaching and reflecting on experiences
Engaged
Gutsy
Inspired
Agile Un-precious
Connected Informal
Subtle