Recent opportunities for The Denovati Group may be an indication that we’re finally approaching a tipping point when it comes to digital leadership education, training that can help current and aspiring leaders at all levels better prepare themselves for today’s digital realities and their digital futures. In this article I underscore the need for these programs and offer some thoughts on what they should include and how they should be delivered.
There are five new dimensions of leadership necessary for success in the Digital Era. This article provides a summary of these dimensions, along with related action items. A fuller description of the dimensions and recommendations is available via TD Magazine, in both text and audio (podcast) formats.
Rather than viewing the impact of technological innovation on established firms as either competence-destroying or competence-enhancing, business leaders should consider their competence-extending possibilities. This article explores the notion and provides examples of businesses that have successfully adapted their strategies to incorporate new social and digital technologies.
Built on a foundation of guiding principles, a digital transformation plan of action includes nine main initiatives that organizational leaders should take. Beginning with educating themselves to increase their own digital competencies, these initiatives include soliciting input from key stakeholders, revising the organization’s mission, business model, and offerings, leveraging technology to enhance internal processes, and ensuring the digital literacy of their workforce.
This digital transformation framework calls for strategic leadership as the architect and is built on a foundation of strategic goals and objectives.The building blocks are tactical leadership, governance, digital competencies, education and training, and change management. An organization's culture is the mortar that connects and binds everything together. Each element requires a unique set of considerations that differ from traditional success factors, and in some cases are unprecedented. Many Industrial Era mental models, principles, priorities, and processes are not transferable to or effective in the Digital Era.
In a webcast recorded for the DCIA's IoT Marathon at the International CES (#CES2015), Denovati Founder Courtney Hunt discusses the opportunities and challenges the internet of things creates for enterprises of all types, including public sector entities, hospitals, and academic institutions. Particular emphasis is placed on human capital management implications, as well as challenges created in terms of leadership, staffing, ethics and regulations, and cybersecurity.
As the Digital Era continues to progress and social and digital technologies become more fully integrated into not just the work we do, but how we do it, there's an increasing need for all workers to be digitally literate and competent. Here are some of the things organizations, organizational leaders, and individuals can and should do to increase current capabilities and lay a foundation for ongoing growth and development.
To be a leader in the Digital Era requires complementing and extending traditional leadership competencies with a new set of knowledge, skills, attitudes and behaviours that reflect today's realities and embrace tomorrow's possibilities. Making the necessary changes will require both rational and affective shifts among leaders, starting with the recognition that digital technologies are now the norm. It's a brave new world - even if they want the old one back!
Effective social and digital engagement requires informed and active involvement from the top of the organization. Although it may be appropriate to outsource and delegate some responsibility and many activities, it's not in an organization's best interests to outsource leadership. To achieve the best results, leaders must educate themselves, develop a strategic, integrated approach to leveraging social and digital technologies, allocate resources to maximize effectiveness and reduce risk, and make a personal commitment.
This Social Media Reality Check addresses four key mental shifts organizational leaders must make to accept new Digital Era realities and move forward. These shifts include recognizing changes in the balance of power, accepting loss of control, developing new perspectives on productivity, and viewing social technology integration as mandatory rather than optional.
The evolution of social and digital technologies proceeds unabated. We continue to witness dramatic changes, and it’s safe to say that the anticipated changes promise to be equally profound. Even if you don’t consider yourself an early adopter or are a digital Luddite, it’s virtually impossible to avoid the impact of these changes both personally and professionally. This post offers nine bottom-line insights about what technology trends mean for both individuals and organizations.
The digital divide has increasingly become about knowledge and adoption of new technologies rather than access. Which side of the divide are you on - are you a leader or a laggard? This post offers insights into the factors contributing to the growing chasm between those who have embraced and leveraged new technologies and those who haven’t. It also offers suggestions for bridging and crossing the divide. Dialogue is encouraged and insights and questions from others are welcome.
What does it mean for a city (or state or region) to be a digital leader? This post provides ideas to stimulate thinking and discussion by promoting a focus that is broader than the technologies themselves, specific applications like consumer marketing, high-tech start-ups, and the digital sector. Advocating a more strategic and holistic approach, it introduces other ways in which digital leadership can and will manifest itself in the decades to come, and invites others to share their thoughts (as well as examples) on how to turn possibilities into realities.
Social media is still a novelty to many professionals, especially those in leadership positions. Rather than viewing social and digital technologies as a radical departure from traditional communication approaches, however, it’s better to think of them as “new tools for doing old things” and to remember they are facilitators and enablers, not an end unto themselves. Reflecting its role as a utility, best practices for social media management are emerging. These include focusing on the strategic as well as the tactical, effectively managing human capital resources, and managing Digital Era risks.
(December 3, 2013) Executive coaching can help leaders be more successful in the Digital Era by increasing their resiliency and adaptability to changing technologies. In particular, leaders must recognize that their behaviour and interpersonal skills are increasingly public and open to opinions or reactions from a broader range of humans than in the past. They must be aware that simply not participating in online activities does not inoculate them from the affect digital technologies have on them and their organizations.
Even though we're in the sixth decade (or more) of the Digital Era, many organizational leaders and other senior professionals have still not fully grasped what that means in terms of their own digital technology awareness, literacy, and engagement. This post offers seven recommended actions that leaders (and others) should commit to immediately and indefinitely.
The Digital Era is fraught with challenges for senior professionals, but it also provides tremendous opportunities. Two of the biggest challenges are leadership and career management. In a recent presentation for members of BPI's Executive Exchange group, I offered food for thought and high-level guidance to address both. (April 30, 2013)