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We	
  are	
  Xyntéo.	
  	
  
We	
  are	
  reinven/ng	
  growth.	
  

A	
  discussion	
  on	
  leadership	
  	
  
and	
  innova/on	
  
Rick	
  Wheatley	
  
07	
  October	
  2013	
  
The	
  end	
  of	
  business	
  as	
  usual	
  
The	
  coil	
  is	
  /ghtening,	
  uncertainty	
  growing	
  

CONNECTIVITY	
  

CARBON	
  BUBBLE?	
  

(NOT	
  SO)	
  GREAT	
  
EXPECTATIONS	
  

Centralised	
  authority	
  is	
  ill-­‐
suited	
  to	
  a	
  networked	
  
world	
  
	
  

Stranded	
  assets	
  debate	
  
gains	
  momentum	
  –	
  moves	
  
from	
  NGO	
  sphere	
  to	
  banks	
  
and	
  The	
  Economist	
  

For	
  the	
  first	
  /me	
  in	
  a	
  
century,	
  OECD	
  middle	
  class	
  
children	
  can	
  no	
  longer	
  
expect	
  to	
  fare	
  beTer	
  than	
  
their	
  parents	
  

CONSUMER	
  	
  
PREFERENCES	
  EVOLVING	
  

ENERGY	
  TRANSITION	
  	
  
IS	
  HERE	
  

SHARED	
  VALUE	
  
ADVANCING	
  

New	
  breed	
  of	
  connected	
  
consumers	
  expect	
  more	
  
from	
  business	
  

Renewables	
  are	
  outpacing	
  
projec/ons	
  and	
  reaching	
  
parity	
  in	
  coal-­‐rich	
  
geographies	
  

Major	
  businesses	
  taking	
  
steps	
  towards	
  a	
  post-­‐
shareholder,	
  post-­‐CSR	
  
value	
  proposi/on	
  

CLIMATE	
  CHANGE	
  	
  
EFFECTS	
  
Michael	
  Bloomberg	
  lays	
  
out	
  $20	
  billion	
  plan	
  to	
  
prepare	
  NYC	
  for	
  a	
  hoTer	
  
world	
  

TRUE	
  COST	
  OF	
  	
  
CURRENT	
  MODEL	
  
How	
  much	
  pollu/on	
  will	
  
society	
  tolerate?	
  

ENDEMIC	
  WASTE	
  &	
  
INEFFICIENCY	
  
1	
  billion	
  people	
  have	
  too	
  
liTle	
  to	
  eat.	
  1.4	
  billion	
  
people	
  eat	
  too	
  much.	
  1/3	
  
of	
  all	
  food	
  produced	
  is	
  lost	
  
or	
  wasted	
  

HIGH	
  VELOCITY	
  
TECHNOLOGY	
  
Crea/ng	
  both	
  “goods”	
  and	
  
“bads”,	
  technology	
  is	
  
enabling	
  small	
  actors	
  to	
  
topple	
  tradi/onal	
  power	
  
holders	
  

www.xynteo.com	
  
2	
  
THE	
  IMPERATIVE	
  OF	
  OUR	
  TIME?

	
  
The	
  disrup/on	
  squeeze	
  

Incumbents	
  need	
  to	
  adapt	
  to	
  new	
  rules,	
  new	
  players	
  

THE	
  INCUMBENTS	
  
	
  
Playing	
  in	
  a	
  world	
  where	
  	
  
scale	
  and	
  precedent	
  offer	
  
no	
  guarantees	
  of	
  	
  
protec/on	
  

S
NEW	
  PLAYERces	
  	
  
an
	
  

	
  technological	
  adv
Uncertainty	
  and g	
  new	
  players	
  to	
  upset	
  
are	
  enablin
rvices	
  
	
  new	
  products/se
incumbents	
  with aper	
  and	
  beKer	
  suited	
  
that	
  are	
  both	
  che
to	
  the	
  future	
  
	
  

NEW	
  RULES	
  

	
  

Social,	
  environm
pressures	
  are	
  forental	
  and	
  economic	
  
someOmes	
  erraOcing	
  policymakers	
  to	
  act,	
  
cally,	
  to	
  change	
  t
of	
  the	
  game	
  
he	
  rules	
  
	
  

EXAMPLES	
  OF	
  TOPPLED	
  INCUMBENTS:	
  

www.xynteo.com	
  
4	
  
Leadership and innovation presentation to UiO Green IT School
Leaders	
  of	
  men	
  
The	
  end	
  of	
  clarity	
  

Today’s	
  leadership	
  
context	
  is	
  clouded	
  by	
  
uncertainty.	
  The	
  goal	
  is	
  
not	
  a	
  bright	
  polestar	
  
against	
  a	
  blacksky.	
  The	
  
terrain	
  is	
  shiUing.	
  

www.xynteo.com	
  
6	
  
Three	
  bellweathers	
  of	
  the	
  new	
  	
  
leadership	
  context?	
  
	
  

2001

	
  

2007

	
  

2008

9/11	
  TERRORIST	
  ATTACK	
  

IPCC	
  4th	
  ASSESSMENT	
  REPORT	
  

GLOBAL	
  FINANCIAL	
  CRISIS	
  

	
  

	
  

	
  

	
  

	
  

	
  

The	
  terrorist	
  aKack	
  illustrated,	
  in	
  
frightening	
  relief,	
  the	
  limits	
  of	
  
centralised,	
  hierarchical	
  power	
  
structures	
  in	
  the	
  face	
  of	
  
asymmetrical	
  compeOOon.	
  

ScienOsts	
  coalesced	
  around	
  the	
  
view	
  that	
  human	
  economic	
  
acOvity,	
  powered	
  by	
  hydrocarbon-­‐
fuelled	
  technologies,	
  was	
  
damaging	
  the	
  stability	
  of	
  our	
  
climate.	
  

The	
  financial	
  crisis	
  shook	
  our	
  faith	
  
in	
  the	
  markets	
  that	
  had	
  fed	
  our	
  
quite	
  remarkable	
  growth	
  from	
  
the	
  18th	
  century	
  onwards.	
  

www.xynteo.com	
  
7	
  
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

1	
  

ABILITY	
  TO	
  LEAD	
  
ORGANISATIONS	
  THAT	
  CREATE	
  
MORE	
  VALUE	
  THAN	
  THEY	
  
CAPTURE	
  
"There	
  aren’t	
  so	
  many	
  
companies	
  that	
  think	
  much	
  
about	
  others	
  and	
  liKle	
  of	
  itself.	
  
And	
  I	
  think	
  it	
  really	
  started	
  in	
  
the	
  80s,	
  that	
  the	
  only	
  obligaOon	
  
of	
  a	
  buisness	
  is	
  to	
  make	
  money	
  
for	
  its	
  shareholders.	
  We’ve	
  
seen	
  where	
  this	
  has	
  taken	
  us.	
  
	
  
You	
  have	
  an	
  obligaOon	
  if	
  you’re	
  
in	
  business	
  to	
  create	
  value.	
  We	
  
should	
  create	
  more	
  value	
  than	
  
we	
  capture."	
  
	
  
Edited	
  transcript	
  of	
  a	
  lecture	
  by	
  	
  
Tim	
  O’Reilly,	
  Stanford	
  University	
  

www.xynteo.com	
  
8	
  
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

2	
  

ABILITY	
  TO	
  SEE	
  AND	
  ACT	
  
ACROSS	
  SYSTEMS	
  

"In	
  Iraq,	
  when	
  we	
  first	
  started,	
  the	
  quesOon	
  
was,	
  ‘Where	
  is	
  the	
  enemy?’	
  That	
  was	
  the	
  
intelligence	
  quesiton.	
  As	
  we	
  got	
  smarter,	
  we	
  
started	
  to	
  ask,	
  ‘Who	
  is	
  the	
  enemy?’	
  And	
  we	
  
thought	
  we	
  were	
  preKy	
  clever.	
  And	
  then	
  we	
  
realised	
  that	
  wasn’t	
  the	
  right	
  quesOon,	
  and	
  
we	
  asked	
  ‘What’s	
  the	
  enemy	
  doing	
  or	
  trying	
  
to	
  do?’	
  And	
  it	
  wasn’t	
  unOl	
  we	
  got	
  further	
  
along	
  that	
  we	
  said,	
  ‘Why	
  are	
  they	
  the	
  
enemy?’	
  
	
  
Not	
  unOl	
  you	
  walk	
  yourself	
  along	
  that	
  
intellectual	
  path	
  do	
  you	
  realise	
  that’s	
  what	
  
you	
  have	
  to	
  understand,	
  parOcularly	
  in	
  a	
  
counterinsurgency	
  where	
  the	
  number	
  of	
  
insurgents	
  is	
  completely	
  independent	
  of	
  
simple	
  math."	
  
	
  
-­‐	
  Stanley	
  McChrystal	
  

www.xynteo.com	
  
9	
  
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

3	
  

ABILITY	
  TO	
  ACCEPT	
  
UNCERTAINTY	
  AS	
  THE	
  NEW	
  
NORM	
  AND	
  THRIVE	
  
"One	
  day	
  there	
  was	
  a	
  lily	
  pad	
  in	
  
a	
  corner	
  of	
  a	
  village	
  pond.	
  
Every	
  day	
  the	
  number	
  of	
  lily	
  
pads	
  doubled,	
  yet	
  the	
  increase	
  
seemed	
  marginal.	
  For	
  the	
  first	
  
28	
  days,	
  no	
  one	
  even	
  noOced.	
  
Suddenly,	
  on	
  the	
  29th	
  day,	
  half	
  
the	
  pond	
  was	
  covered.	
  The	
  
villagers	
  were	
  alarmed	
  and	
  
called	
  a	
  meeOng.	
  But	
  a	
  soluOon	
  
eluded	
  them,	
  and	
  the	
  next	
  day	
  
the	
  coverage	
  was	
  complete."	
  
	
  
-­‐	
  	
  Peter	
  Senge,	
  on	
  a	
  metaphor	
  about	
  
disrup/on	
  

www.xynteo.com	
  
10	
  
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

4	
  

ABILITY	
  TO	
  ENABLE	
  ACTION	
  	
  
BY	
  OTHERS	
  

Ricardo	
  Mud	
  is	
  a	
  giUed	
  conductor	
  known	
  for	
  
his	
  passionate	
  Mozart	
  performances.	
  Forceful	
  
and	
  almost	
  dictator-­‐like	
  in	
  style,	
  he	
  rose	
  to	
  
become	
  the	
  Principle	
  Conductor	
  of	
  the	
  famed	
  
Filarmonica	
  della	
  Scala	
  in	
  Milan.	
  
	
  
A	
  few	
  years	
  on,	
  all	
  700	
  members	
  of	
  his	
  
orchestra	
  signed	
  a	
  leKer	
  asking	
  for	
  his	
  
resignaOon	
  –	
  they	
  didn’t	
  want	
  to	
  work	
  with	
  a	
  
conductor	
  who	
  saw	
  them	
  strictly	
  as	
  
instruments.	
  
	
  
A	
  great	
  conductor,	
  much	
  like	
  a	
  great	
  leader,	
  
must	
  enable	
  and	
  moOvate	
  his	
  orchestra	
  to	
  
flourish	
  individually	
  –	
  provide	
  a	
  framework	
  for	
  
acOon	
  but	
  allowing	
  the	
  orchestra	
  to	
  build	
  
music	
  as	
  they	
  play	
  along.	
  

www.xynteo.com	
  
11	
  
Five	
  leadership	
  abili/es	
  
To	
  create	
  a	
  new	
  kind	
  of	
  growth	
  

5	
  

ABILITY	
  TO	
  MASTER	
  THE	
  
“IRRATIONAL	
  TENTH”	
  

"Nine-­‐tenths	
  of	
  tacOcs	
  are	
  
certain,	
  and	
  taught	
  in	
  books:	
  
but	
  the	
  irraOonal	
  tenth	
  is	
  like	
  
the	
  kingfisher	
  flashing	
  across	
  
the	
  pool,	
  and	
  that	
  is	
  the	
  test	
  of	
  
generals.	
  It	
  can	
  only	
  be	
  ensured	
  
by	
  insOnct,	
  sharpened	
  by	
  
thought	
  pracOsing	
  the	
  stroke	
  so	
  
oUen	
  that	
  at	
  the	
  crisis	
  it	
  is	
  as	
  
natural	
  as	
  a	
  reflex."	
  
	
  
-­‐	
  T.	
  E.	
  Lawrence	
  

www.xynteo.com	
  
12	
  
PARIS	
  

SAN	
  FRANCISCO	
  

TOKYO	
  

RIO	
  DE	
  JANEIRO	
  

WHAT	
  IF...	
  

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Leadership and innovation presentation to UiO Green IT School

  • 1. We  are  Xyntéo.     We  are  reinven/ng  growth.   A  discussion  on  leadership     and  innova/on   Rick  Wheatley   07  October  2013  
  • 2. The  end  of  business  as  usual   The  coil  is  /ghtening,  uncertainty  growing   CONNECTIVITY   CARBON  BUBBLE?   (NOT  SO)  GREAT   EXPECTATIONS   Centralised  authority  is  ill-­‐ suited  to  a  networked   world     Stranded  assets  debate   gains  momentum  –  moves   from  NGO  sphere  to  banks   and  The  Economist   For  the  first  /me  in  a   century,  OECD  middle  class   children  can  no  longer   expect  to  fare  beTer  than   their  parents   CONSUMER     PREFERENCES  EVOLVING   ENERGY  TRANSITION     IS  HERE   SHARED  VALUE   ADVANCING   New  breed  of  connected   consumers  expect  more   from  business   Renewables  are  outpacing   projec/ons  and  reaching   parity  in  coal-­‐rich   geographies   Major  businesses  taking   steps  towards  a  post-­‐ shareholder,  post-­‐CSR   value  proposi/on   CLIMATE  CHANGE     EFFECTS   Michael  Bloomberg  lays   out  $20  billion  plan  to   prepare  NYC  for  a  hoTer   world   TRUE  COST  OF     CURRENT  MODEL   How  much  pollu/on  will   society  tolerate?   ENDEMIC  WASTE  &   INEFFICIENCY   1  billion  people  have  too   liTle  to  eat.  1.4  billion   people  eat  too  much.  1/3   of  all  food  produced  is  lost   or  wasted   HIGH  VELOCITY   TECHNOLOGY   Crea/ng  both  “goods”  and   “bads”,  technology  is   enabling  small  actors  to   topple  tradi/onal  power   holders   www.xynteo.com   2  
  • 3. THE  IMPERATIVE  OF  OUR  TIME?  
  • 4. The  disrup/on  squeeze   Incumbents  need  to  adapt  to  new  rules,  new  players   THE  INCUMBENTS     Playing  in  a  world  where     scale  and  precedent  offer   no  guarantees  of     protec/on   S NEW  PLAYERces     an    technological  adv Uncertainty  and g  new  players  to  upset   are  enablin rvices    new  products/se incumbents  with aper  and  beKer  suited   that  are  both  che to  the  future     NEW  RULES     Social,  environm pressures  are  forental  and  economic   someOmes  erraOcing  policymakers  to  act,   cally,  to  change  t of  the  game   he  rules     EXAMPLES  OF  TOPPLED  INCUMBENTS:   www.xynteo.com   4  
  • 6. Leaders  of  men   The  end  of  clarity   Today’s  leadership   context  is  clouded  by   uncertainty.  The  goal  is   not  a  bright  polestar   against  a  blacksky.  The   terrain  is  shiUing.   www.xynteo.com   6  
  • 7. Three  bellweathers  of  the  new     leadership  context?     2001   2007   2008 9/11  TERRORIST  ATTACK   IPCC  4th  ASSESSMENT  REPORT   GLOBAL  FINANCIAL  CRISIS               The  terrorist  aKack  illustrated,  in   frightening  relief,  the  limits  of   centralised,  hierarchical  power   structures  in  the  face  of   asymmetrical  compeOOon.   ScienOsts  coalesced  around  the   view  that  human  economic   acOvity,  powered  by  hydrocarbon-­‐ fuelled  technologies,  was   damaging  the  stability  of  our   climate.   The  financial  crisis  shook  our  faith   in  the  markets  that  had  fed  our   quite  remarkable  growth  from   the  18th  century  onwards.   www.xynteo.com   7  
  • 8. Five  leadership  abili/es   To  create  a  new  kind  of  growth   1   ABILITY  TO  LEAD   ORGANISATIONS  THAT  CREATE   MORE  VALUE  THAN  THEY   CAPTURE   "There  aren’t  so  many   companies  that  think  much   about  others  and  liKle  of  itself.   And  I  think  it  really  started  in   the  80s,  that  the  only  obligaOon   of  a  buisness  is  to  make  money   for  its  shareholders.  We’ve   seen  where  this  has  taken  us.     You  have  an  obligaOon  if  you’re   in  business  to  create  value.  We   should  create  more  value  than   we  capture."     Edited  transcript  of  a  lecture  by     Tim  O’Reilly,  Stanford  University   www.xynteo.com   8  
  • 9. Five  leadership  abili/es   To  create  a  new  kind  of  growth   2   ABILITY  TO  SEE  AND  ACT   ACROSS  SYSTEMS   "In  Iraq,  when  we  first  started,  the  quesOon   was,  ‘Where  is  the  enemy?’  That  was  the   intelligence  quesiton.  As  we  got  smarter,  we   started  to  ask,  ‘Who  is  the  enemy?’  And  we   thought  we  were  preKy  clever.  And  then  we   realised  that  wasn’t  the  right  quesOon,  and   we  asked  ‘What’s  the  enemy  doing  or  trying   to  do?’  And  it  wasn’t  unOl  we  got  further   along  that  we  said,  ‘Why  are  they  the   enemy?’     Not  unOl  you  walk  yourself  along  that   intellectual  path  do  you  realise  that’s  what   you  have  to  understand,  parOcularly  in  a   counterinsurgency  where  the  number  of   insurgents  is  completely  independent  of   simple  math."     -­‐  Stanley  McChrystal   www.xynteo.com   9  
  • 10. Five  leadership  abili/es   To  create  a  new  kind  of  growth   3   ABILITY  TO  ACCEPT   UNCERTAINTY  AS  THE  NEW   NORM  AND  THRIVE   "One  day  there  was  a  lily  pad  in   a  corner  of  a  village  pond.   Every  day  the  number  of  lily   pads  doubled,  yet  the  increase   seemed  marginal.  For  the  first   28  days,  no  one  even  noOced.   Suddenly,  on  the  29th  day,  half   the  pond  was  covered.  The   villagers  were  alarmed  and   called  a  meeOng.  But  a  soluOon   eluded  them,  and  the  next  day   the  coverage  was  complete."     -­‐    Peter  Senge,  on  a  metaphor  about   disrup/on   www.xynteo.com   10  
  • 11. Five  leadership  abili/es   To  create  a  new  kind  of  growth   4   ABILITY  TO  ENABLE  ACTION     BY  OTHERS   Ricardo  Mud  is  a  giUed  conductor  known  for   his  passionate  Mozart  performances.  Forceful   and  almost  dictator-­‐like  in  style,  he  rose  to   become  the  Principle  Conductor  of  the  famed   Filarmonica  della  Scala  in  Milan.     A  few  years  on,  all  700  members  of  his   orchestra  signed  a  leKer  asking  for  his   resignaOon  –  they  didn’t  want  to  work  with  a   conductor  who  saw  them  strictly  as   instruments.     A  great  conductor,  much  like  a  great  leader,   must  enable  and  moOvate  his  orchestra  to   flourish  individually  –  provide  a  framework  for   acOon  but  allowing  the  orchestra  to  build   music  as  they  play  along.   www.xynteo.com   11  
  • 12. Five  leadership  abili/es   To  create  a  new  kind  of  growth   5   ABILITY  TO  MASTER  THE   “IRRATIONAL  TENTH”   "Nine-­‐tenths  of  tacOcs  are   certain,  and  taught  in  books:   but  the  irraOonal  tenth  is  like   the  kingfisher  flashing  across   the  pool,  and  that  is  the  test  of   generals.  It  can  only  be  ensured   by  insOnct,  sharpened  by   thought  pracOsing  the  stroke  so   oUen  that  at  the  crisis  it  is  as   natural  as  a  reflex."     -­‐  T.  E.  Lawrence   www.xynteo.com   12  
  • 13. PARIS   SAN  FRANCISCO   TOKYO   RIO  DE  JANEIRO   WHAT  IF...