This document discusses digital transformation over the past 20 years and the need to upgrade digital leadership approaches. It outlines how technology has progressed from web to mobile and social within enterprises. It argues leaders must shift from classical management to lean techniques focused on flow, quality and value. A fictional IT manager, Nick, is used to exemplify outdated priorities around projects and perceptions. The document recommends upgrading leaders' skills in areas like emotional intelligence, social awareness and digital strategy to effectively lead autonomous teams. It proposes using techniques like systemic management and integrating complexity to develop an adaptive organizational "people operating system."

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Upgrading digital leaders
Philippe Guenet | September 2018

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Introduction
Digital (1995)
DevOps (2000) Architecture (2004)
Change/Strategy
(2008)
“Coachulting” (2018)
Agile/Lean (2010)

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Warning!
This presentation
does not contain
any agile fairy
story…

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20 years of digital
Enterprise
1995
Web
Enterprise
eCommerce
2000
Online self
service
Enterprise
Social
2015
Mobile
eCommerce
Online self
service

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20 years of digital
Enterprise
1995
Web
Enterprise
eCommerce
2000
Online self
service
Enterprise
Social
2015
Mobile
Transistor-like Digital Organisations
eCommerce
Online self
service

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Now > Digital inside
Enterprise
Channels
Partner ecosystem
APIs/Platform
Adjacent
businesses

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Now > Digital inside
APIs/Platform
Enterprise
Channels
Partner ecosystem
APIs/Platform
Adjacent
businessesMicrochip Digital Organisations

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The microchip organisation
§ Smaller
§ Integrated
§ Faster to make decisions

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Cost
Centre
Profit
Centre
Characteristics of technology in
microchip organisations

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Technology as a Profit Centre
§ Strategy: Emergent & generative
§ Operations: Excellence & agility
§ Organisation: Adapted for flow
§ Leadership: Systemic + value

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How do we lead this change?
Meet Nick!
“Fictional” IT Manager
Nick had big Agile delivery
programmes

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What did Nick care about?
§ Projects/portfolio
§ RAG status
§ Delivery objectives
§ Perceptions
§ Career

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So, who cared about?
§ Better flow
§ Quality
§ Improvements
§ Value/Competitiveness
§ Teams’ stress levels

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Consequences
§ Death-march projects
§ Technology legacy
§ “Transistor” Digital businesses
§ Talents shifting to Tech businesses
§ Management obsolescence

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Nothing new here…
The triumph of
Classical Management
over Lean
Management
Bob Emiliani

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Replace Nick or
“Upgrade” Nick?

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Replace Nick or
“Upgrade” Nick?
…And “reboot” the Digital change
effort in the process?

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Digital is about alignment
Business Technology
Teams
Executives

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Rewiring Nick’s brain
“Us” – RSI
(Relationship Systems
intelligence)
“You” – SI
(Social intelligence)
“Me” – EQ
(Emotional intelligence)

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Digital Intelligence
Leadership
Effectively leading
autonomous teams
Strategy
Exploiting technology for
business advantage
Awareness
Orienting in the digital
landscape

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@HenkoPhil 21
Digital techniques + Cadence of workshops

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@HenkoPhil 22
People Operating System

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@HenkoPhil 23
People Operating System
Systemic
management
Integrating
complexity
Engineering
culture

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Systemic Management
§ Managing Teams as entities
§ Team over tasks or individuals
§ Developing autonomy
§ Collective intelligence

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Integrating Complexity
§ Cynefin as a compass
§ Adapt approach to Domain
§ Challenge rigid constraints
§ Introduce enabling constraints

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Engineering Culture
§ Organise for Kaizen
§ Visualise work & quality
§ Gemba with teams
§ Energise the System

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Changing self is difficult

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Digital can drive
obsolescence of
Businesses fast and
Managers faster

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Seek challengers to help!

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Philippe Guenet
Digital change leadership
pguenet@henko.co.uk
+44 (0) 7798 623 007
Twitter: @HenkoPhil
Medium: www.medium.com/@henkophil
Web: www.henko.co.uk
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