Maxim Pоchebut: Symphony of leadership: bridging the business and learning goals (UA) UA Online IT Outsourcing Forum 2024 Winter Website – www.liof.org/online Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/ukro

1. SYMPHONY
OF LEADERSHIP

2. MAXIM POCHEBUT
2
TECHNOLOGY
MANAGEMENT
MUSIC

3. QUICK FACTS
ABOUT SIGMA SOFTWARE
3
▪ Sigma Software is a multinational company
that provides our customers with best-in-class
solutions. We are empowered by mix of
cultures, approaches and views. We take the
best from every nation to eventually create
superior software.
▪ Our specialists create best-in-class solutions
for world-known companies like SAS,
AstraZeneca, Volvo, Viaplay, Scania, and
DanAds.
WE TURN IDEAS INTO TECHNOLOGY SINCE 2002
22
YEARS OF GLOBAL
DELIVERY EXPERIENCE
2000+
IT EXPERTS
19
COUNTRIES
40
OFFICES
300+
CLIENTS
SIGMA GROUP
MEMBER
TOP 100
OUTSOURCING PROVIDERS
25
LEVERAGING 25
INNOVATIVE PRODUCTS
40
DELIVERING 40+
VALUE-ADDED SERVICES
BEST
IT EMPLOYER
IN UKRAINE 2023

4. SIGMA SOFTWARE UNIVERSITY
WE ARE CHANGE-MAKER FOR ECOSYSTEMS
4
22 YEARS OF
TRAINING
EXPERIENCE
>4500
PARTICIPANTS
YEARLY
SIGMA SOFTWARE
APPROACHES
60 PROGRAMS
& COURSES
OPPORTUNITIES
FOR STARTUPS
>100
TRAINERS
ONLINE & ONSITE
FORMATS
SKILLS UPGRADE
PROGRAMS
LMS
PLATFORM
INTERNSHIPS

5. GLOBAL COUNTRY LEVEL PLAYER
COMMUNITY LEVEL INFLUENCER
BUSINESS DEVELOPMENT PARTNER

6. CHALLENGES FOR HIGH TECH
SECTOR
6
▪ Leadership skills for supporting teams through
organizational change are a growing priority
From talent management perspective.
Main trends. Several examples
▪ The fastest-growing skills are business skills.

7. CHALLENGES FOR HIGH TECH
SECTOR
7
▪ In the end, nearly every job is likely to be affected by
these new tools, with 82% of the global leaders
Microsoft surveyed saying that their employees will
need new skills to be prepared for the growth of
generative AI.
From talent management perspective.

8. 8
FASTERS GROWING LEADERSHIP SKILLS 2024
SOURCE: COURSERA.ORG

9. TECHNOLOGY ALONE IT’S NOT A SOLUTION
TALENTS CREATE SYMPHONY
OF YOUR BUSINESS
TALENTS – is the focus (part 1)

10. 10
BUT AS AN BUSINESS
OWNER,
ENTERPRENEUR,
MANAGER OR LEADER
YOU HAVE TO CONDUCT
THIS BUSINESS SYMPHONY

11. SYMPHONY OF LEADERSHIP
MODEL

12. 3-DIMENSION MODEL OF LEADERSHIP
12
YOU AS A LEADER LEAD
YOUR LEADER
YOURSELF
YOUR TEAM

13. 3-DIMENSION MODEL OF LEADERSHIP
13
YOU AS A LEADER LEAD
YOUR LEADER
YOURSELF
YOUR TEAM
Based on key traits of effective modern leaders:
AGILITY, EMPATHY, INNOVATION

14. LET’S TAKE SOME LESSONS FROM MUSICAL
CONDUSTORS
14
RICCARDO MUTTI LEONARD BERNSTAIN OKSANA LYNIV

15. DIFFERENT LEADERSHIP STYLES
15
BUT THE SAME VALUE
EMOTIONS
AND HIGH LEVEL QAULITY OF THE DELIVERY OF THE RESULTS

16. DO ORCHESTRAS REALLY NEED
CONDUCTORS?
16
YES !!!
SCIENTIFIC PROOF

17. LEADERS CREATE THE RHYTHM FOR
SYMPHONY OF YOUR BUSINESS
TECHNOLOGY ALONE IT’S NOT A SOLUTION
CONDUCTORS / LEADERS – Is the focus (part 2)

18. LEADERSHIP DEVELOPMENT IS THE
SYNERGY OF ALL PARTS
CONDUCTORS/
LEADERS
(Part 2)
TALENTS
(Part 1)

19. SYMPHONY OF LEADERSHIP MODEL
BUSINESS
STRATEGY
Conducting
the team
Melody
of learning
Crescendo
of leadership
development
Rhythm of
adaptability
Harmony in
collaboration
Improvisation

20. CHALLENGES IN ORGANIZING LEADERSHIP DEVELOPMENT
20
RESISTANCE TO CHANGE TIME CONSTRAINTS LACK OF ALIGMENT WITH
ORGANIZATIONAL GOALS

21. LACK OF ALIGMENT WITH
ORGANIZATIONAL GOALS
21

22. 22
Leadership development <>
Business goals
HOW TO BUILD BRIDGE ?

23. 23
HOW DO YOU UNDERSTAND THAT YOUR SYMPHONY IS
BRILLIANT AND IS NOT OUT OF THE TUNE?
SIMPLE MEASURE IT !!!
FEELINGS ? EXPERIENCE ?

24. MAIN BLOCKERS WHICH COULD ADD OUT OF TUNE
NOTES IN YOUR SYMPHONY
24
Business's strategic goals are not
clearly defined or effectively
communicated to the learning and
development team
LACK OF CLARITY AND
COMMUNICATION
Limited budget, time, or personnel can
impede the development and
implementation of learning initiatives
that align with broader business
objectives
RESOURCE
CONSTRAINTS
You have to develop robust metrics
and evaluation methods for effectively
contributing to the organization's
success.
MEASURING
EFFECTIVENESS

25. MAIN BLOCKERS WHICH COULD ADD OUT OF TUNE
NOTES IN YOUR SYMPHONY
25
Learning and development efforts may not be
integrated with performance management
processes.
LACK OF INTEGRATION WITH
PERFORMANCE MANAGEMENT
Rapid changes in the business environment can render existing
learning and development initiatives obsolete or misaligned
with strategic priorities
CHANGING BUSINESS LANDSCAPE

26. 26
POSSIBLE SOLUTIONS
TAILORED LEADERSHIP
DEVELOPMENT PROGRAMS

27. 27
POSSIBLE SOLUTIONS
MENTORSHIP INITIATIVES

28. 28
POSSIBLE SOLUTIONS
IMPROVISATION

29. WHY CAN YOU
FAIL?
29

30. 30
MOST COMMON FACTORS OF FAIL
Lack of Executive Support and Involvement
Mismatched Content and Needs
One-Size-Fits-All Approach
Inadequate Program Design or Delivery
Limited Accessibility and Inclusivity
Failure to Address Organizational Culture

31. CONCLUSION
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32. SUCCESS FACTORS FOR
IMPLEMENTATION SYMPHONY OF
LEADERSHIP MODEL
32
1. Conducting the Team:
2. Melody of Learning:
3. Harmony in Collaboration:
4. Rhythm of Adaptability:
5. Crescendo of Leadership Development:

33. SUCCESS FACTORS FOR
IMPLEMENTATION SYMPHONY OF
LEADERSHIP MODEL
33
AND MAIN ONE
IMPROVISATION

34. FOR ATTENTION
THANK YOU
34