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Navigating the White-Collar Revolution: Leadership in the Face of Change

adele-madden avatar
adele-madden
54 diapositives · 721 Views · Nov 27, 2014

The 2002 Workforce Development Summit explores the profound shifts in white-collar jobs due to the ongoing information revolution. With historical insights from ancient Mesopotamia to modern Germany, the summit emphasizes the need for transformative leadership as we face a looming paradigm shift that could redefine organizational structures. Industry leaders like Peter Drucker and Ray Kurzweil discuss communication challenges, the importance of effective teams, and the changing economy where speed trumps size. Discover essential leadership qualities and strategies to thrive in this evolving landscape.

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  1. Regional Workforce Development Summit 2002

  2. The 4th information revolution . . . • 3000 BC Mesopotamia • 1300 BC China • 1450 AD Germany

  3. We are in the middle of a 15 year process the will eliminate or dramatically change ninety percent of all white collar jobs. Leadership!

  4. 1 day in 2001 = Year’s trade in 1949, global calls in 1984.Source: Charles Handy, The Elephant and the Flea

  5. Uncertainty: We don’t know when things will get back to normal.Ambiguity: We no longer know what “normal” means.

  6. <1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift1800s: > prior 900 years1900s: 1st 20 years > 1800s2000: 10 years for paradigm shift21st century: 1000Xtech change than 20th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”)Ray Kurzweil

  7. E-DMV Retinal Scan ID Eye Test License Vending

  8. We Are In A Brawl With No Rules!

  9. “The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically.”Peter Drucker, Business 2.0 (08.00)

  10. “There’s going to be a fundamental change in the global economy unlike anything we have had since the cavemen began bartering.”Arnold Baker, Chief Economist, Sandia National Laboratory

  11. “It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners)

  12. White-collar Revolution

  13. “OK . . . Enough!, So What do I Do”

  14. Leverage

  15. Bench Strength

  16. VenturersWanted!

  17. “What’s in the shortest supply now are great teams led by great leaders.” John Doer, venture capitalist

  18. Characteristics of an Admired Leader _____ Ambitious _____ Broad-minded _____ Caring _____ Competent _____ Cooperative _____ Courageous _____ Dependable _____ Determined _____ Fair-minded _____ Forward-looking _____ Honest _____ Imaginative _____ Independent _____ Inspiring _____ Intelligent _____ Loyal _____ Mature _____ Self-controlled _____ Straightforward _____ Supportive

  19. Characteristics of an Admired Leader 13% Ambitious 40% Broad-minded 23% Caring 63% Competent 28% Cooperative 29% Courageous 32% Dependable 17% Determined 49% Fair-minded 75% Forward-looking 88% Honest 28% Imaginative 5% Independent 68% Inspiring 40% Intelligent 11% Loyal 13% Mature 5% Self-controlled 33% Straightforward 41% Supportive

  20. Characteristics of an Admired Leader • Honest • Forward-looking • Inspiring • Competent

  21. Characteristics of an Admired Leader • Trustworthiness • Expertise • Dynamism

  22. 70,000 Projects

  23. Alignment

  24. Understand • Agree • Care • Take appropriate action Four fatal assumptions.

  25. The biggest problem . . . The biggest problem with leadership communication is the illusion that it has occurred.

  26. CIO Magazine “The State of the CIO” Report Survey of 500 CIOs and CTOs

  27. “The State of the CIO” The personal skills most important for CIO success 70% 58% 46% 31% 19% 17% 10% Effective Communication Understand Business Process and Ops. Strategic Thinking and Planning Thorough knowledge of technical options Negotiations skills Ability to influence/salesmanship Technical proficiency CIO Magazine Research: The State of the CIO, 2002-2003

  28. "Of all management problems, at least 60% are the result of faulty communication.“Peter Drucker

  29. Leaders must communicate a million complicated things when they fail to communicate a few simple profound ones.

  30. WOW Projects!

  31. . . . miles of slack in the system

  32. “The high-impact project is the gem . . . the nugget . . . the fundamental atomic particle from which the new white collar world will be constructed and/or reconstructed. Projects should be, well, WOW!”Tom Peters The Project 50

  33. The Reframe • Small ideas get Bigger • Quick Prototyping • Slow results get Faster WOW! Project Nuggets

  34. The Reframe • Small ideas get Bigger WOW! Project Nuggets

  35. Rule #1:Never accept an assignment as is.

  36. “The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out.” — Dee Hock

  37. Do you have a to don’t list?

  38. Quick Prototyping • Slow results get Faster WOW! Project Nuggets

  39. WOW!Projects

  40. BIBO

  41. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similar educational backgrounds, coming up with similarideas, producing similar things, with similarprices and similarquality.”Kjell Nordstrom and Jonas Ridderstrale, Funky Business

  42. “Once an enterprise understands what the brand is all about, it gives direction to the whole enterprise. You know what products/services you're supposed to make and not make. You know how you're supposed to answer your telephone. You know how you're supposed to package things. It gives a set of principles to an entire enterprise.” Shelley Lazarus, Chairman Ogilvy and Mather

  43. companies that get it

  44. What does Harley Davidson sell?

  45. “What we sell is the ability for a 43-year-old accountantto dress in black leather, ride through small towns and have people be afraid of him.”Harley exec, quoted in Results-based Leadership