A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.

1. Changing Leadership
SCIRT Lunch and Learn - March 20th 2013
Chris Jansen – University of Canterbury, Idea Creation

2. Information overload
Speed Complexity
Interconnectedness of systems
Uncertainty Ambiguity
Dissolving of traditional organisational boundaries
Exponential rate of change
Opportunities Disruptive technologies
Paradox
Generational values and expectations
Unintended consequences
Lack of Control
Increased globalization
2

3. change is changing…..
The greatest challenge for future leaders is the pace of
change and the complexity of the challenges faced….
….”perpetual white-water”…

4. “Our organisations are not equipped to cope with
this complexity…” (IBM study – 1500 CEO’s)

6. Complexity / Change / Uncertainty / Ambiguity
Paradox / Lack of Control / Unintended consequences
Organisational capacity
adaptive, innovative, flexible,
nimble, responsive, creative,
resilient and self organising

8. …a dynamic of experimentation and innovation…

25. …self organising…

26. .
.
.
Leaders vs leadership?
Position of a leader vs action of leadership

30. Hierarchies and Networks

31. The Starfish and the Spider…
The unstoppable power of leaderless organisations

32. Hybrid?
Machine Living organism
+Efficient, reliable, +innovative, responsive, nimble
-Inflexible, slow to respond -messy and spontaneous

33. Can leaders foster self organisation?

35. Informal Connected
Un-precious Agile
Subtle
Inspired
Gutsy
Engaged

38. 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.

39. 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?

40. “What have you learnt and experienced during
your time at SCIRT that you believe would be
invaluable for your home organisation to adopt?”

41. • 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

42. • 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

43. Informal Connected
Un-precious Agile
Subtle
Inspired
Gutsy
Engaged

44. Powerpoint slides available at
www.ideacreation.org