The talk provides a new perspective on leadership in the digital age. Key topics include: 1. Organisational development: changing from a top-down, military-style organisation towards a supportive, adaptive and open organisation. Led by a leader who supports those in contact with the customers as opposed to a director / dictator who dictates from the top. 2. How to lead: Leadership involves setting a direction which people can follow. The author proposes to use the OKR framework (objective and key results), introduced by google, as a basis. The key steps in implementing the same are laid out as follows: #1 Start defining OKRs to set an example. #2 Publish immediately, visible for everyone. #3 Get everyone involved. #4 OKRs are set jointly only. There is no top-down. #5 Discussion happens in the team(s) only. #6 There is no punishment, it is a joint experience. #7 Ensure everyone is walking in the same direction. 3. Setting a direction & vision: leadership further involves setting a direction. This is ultimately the duty of both the customer and the organisation. Only jointly can a correct vision and direction be determined, else we miss the market requirements. 4. What is strategy in this context: strategy, at it's simplest, is a direction and a verified path how to get there (the later typically referred to as a roadmap). Most strategies are superb in painting a vision, but lack the roadmap aspects of it, so they ultimately fall short of explaining how to realise the vision. 5. How to execute: execution can only be agile. Over waterfall, it has several key advantages: #1 Customer testing & fast market feedback! #2 Product doesn‘t need to be fixed for the next 2 years #3 Limited risk #4 Significantly faster (if well executed) #5 Attention: agile doesn‘t mean without a goal We prefer to step on board when your company is looking to define its long-term strategies. Because that's when we can use the complete playing field - for developing strategies which result in a measurable improvement of your key indicators. We've developed our own method for reorienting / relaunching digital projects. It takes a holistic approach to all the component parts: right from the business case, user experience and business requirements to the process design, technology and content. Which is why we work intensively within interdisciplinary teams, make use of our frameworks, draw on our wide range of experience and lead workshops - until we've seen to it that you reach your goals. This process is typically followed by the development of a digital concept.

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Frankfurt, 30th of November 2016 Presented by: Stefan F. Dieffenbacher
Leadership 2.0: leading in the Digital Age

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Founder & Leader
Speaker
Digital Transformation LeaderInvestor & supporter
Life long learner & lecturer
Digital disruption
projects
Digital Strategy &
Execution projects

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1. How to organise?
2. How to lead?
3. How to set a direction?
4. What is strategy?
5. How to execute?
I am going to talk about:

4. Leadership involves a direction1. How to organise?

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Most organisations look
like this classical
org-chart:

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Most organisations look
like this classical
military-style
org-chart:

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Most organisations look
like this classical
military-style
org-chart:
This is a leader director

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Most organisations look
like this classical
military-style
org-chart:
And where are the
customers?
This is a leader director

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Customers.
Those who we are
producing value for are at
the bottom and far away…
Most organisations look
like this classical
military-style
org-chart:

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This is a director leader,
but with a much too
complex organisation
Customers are on top J

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This is a leader with a
manageable organization.

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This is a leader with a
manageable organization.

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The leader supports
those who deal with
customers
This is a leader with a
manageable organization.

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All of us got a lot closer
together!

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Interestingly, even
the leader is in the
same boat as
everyone else.

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This is a leader in a
human organisation.

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2. How to lead?

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Organisation level objectives
Team level objectives
Individual level objectives
Objectives and Key Results (OKRs)
Source: https://en.wikipedia.org/wiki/OKR

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Organisation level objectives
Team level objectives
Individual level objectives
Objectives and Key Results (OKRs)
Source: https://en.wikipedia.org/wiki/OKR
Strategy Action!

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Organisation level objectives
Team level objectives
Individual level objectives
Should map
up & down
Objectives and Key Results (OKRs)
Source: https://en.wikipedia.org/wiki/OKR
Strategy Action!

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#1 Start defining OKRs to set an example.
#2 Publish immediately, visible for everyone.
#3 Get everyone involved.
#4 OKRs are set jointly only. There is no top-down.
#5 Discussion happens in the team(s) only.
#6 There is no punishment, it is a joint experience.
#7 Ensure everyone is walking in the same direction.
Implementing Objectives and Key Results (OKRs)

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3. Leadership involves a direction

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Who
should set the direction
?

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Customers?
This team?
This guy?
This guy?

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Customers
Organisation
The direction should be
set by the customers
and the organisation.

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Customers
Organisation
The direction should be
set by the customers
and the organisation.
It is this guy’s responsibility to
organise the process.

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Recent learning on a top-brand customer project
Assumed customer base:

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Recent learning on a top-brand customer project
Assumed customer base:
That’s for whom we developed the
product with $2 million investments.

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Recent learning on a top-brand customer project
Assumed customer base:
That’s for whom we developed the
product with $2 million investments.
Till somebody thought something is
wrong and decided to ask the
customers…

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement
So we asked other people:
Not important in
my life…

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement
So we asked other people:
Not important in
my life…
Hä?

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement
So we asked other people:
Not important in
my life…
Hä? I won‘t use this
any more – too
old to change my
habits

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement
So we asked other people:
Not important in
my life…
Hä? I won‘t use this
any more – too
old to change my
habits
Great! Do you
have a family
option?

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement
So we asked other people:
Not important in
my life…
Hä? I won‘t use this
any more – too
old to change my
habits
Great! Do you
have a family
option?
Great! But can I
use this at
home?

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Recent learning on a top-brand customer project
Assumed customer base:
I like this, but I
am really happy
with a substitute
& won’t change!
I would need
something else!
Learnings from systematic
customer involvement
So we asked other people:
Not important in
my life…
Hä? I won‘t use this
any more – too
old to change my
habits
Great! Do you
have a family
option?
Great! But can I
use this at
home?
Real customer base & real requirements

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4. What is Strategy?

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Strategy
DirectionA path how to get there
What is Strategy?

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Strategy
DirectionA path how to get there
Most ‘strategies’ fall short on
explaining how they are realized !
What is Strategy?

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5. How to execute?

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Executing a strategy is not a 2 year waterfall program
across 6 divisions
Business
Requirements
User Experience
Design
Development
Marketing
Puh! Finally live!

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Executing a strategy is not a 2 year waterfall program
across 6 divisions
Business
Requirements
User Experience
Design
Development
Marketing
Puh! Finally live!
Key concerns of waterfoolish approaches:
§ Standish Group: 80% of features developed
are seldom or never used
§ Too slow
§ Might be outdated till go-live
§ No customer validation
§ High uncertainty & risk ...

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Customers
Execution is agile !
One team,
one room
User Experience
Design
Development
Business
Requirements
Marketing
Working in small junks, to bring
something alive every few weeks.
Customers for
testing!

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Customers
Execution is agile !
One team,
one room
User Experience
Design
Development
Business
Requirements
Marketing
Working in small junks, to bring
something alive every few weeks.
Customers for
testing!
Advantages of agile:
§ Customer testing & fast market feedback!
§ Product doesn‘t need to be fixed for the next 2 years
§ Limited risk
§ Significantly faster (if well executed)
§ Attention: agile doesn‘t mean without a goal

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We are no consultancy - nor an agency.
We are entrepreneurs - with a holistic approach.
We prefer to execute, together with your team –
rather then bullshit bingo and endless
PowerPoint slides.
We do customer centric validation and pivoting,
rather then academic market research.
We want you to succeed.

48. Thanks.

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Let’s create winning digital businesses –
together
Achieve digital transformation. Develop independence.
Create profit. And design the future.