The document discusses leadership challenges in the new digital reality. It argues that knowledge has become the most important resource and that innovation depends on generating and applying new knowledge. Effective organizations are agile, balance flexibility and integration, and leverage information and communication technologies. The rise of online networks has fundamentally transformed culture and made virtuality an essential dimension of reality. New forms of networked intelligence require collaboration, openness, sharing, integrity and interdependence. Leadership must also adapt by becoming more open, inclusive, transparent, and efficient through collaboration. The key is developing new capabilities like collaborating, innovating, and adapting. Leadership is now seen as a collective, network-centric activity rather than a role, requiring self-leadership and

1. 11/06/2012
Leadership in the new reality
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2. 11/06/2012
Side 2

3. Leadership Follower
3

4. The art of “Knowledge”… has
getting things become the resource,
done through rather than a resource… ”
people.
P. Drucker

5. The Future of work
• Value by innovation
• Innovation is generating new knowledge and applying it.
• More efficient task execution thru use of the human potential to
adaption and feedback processes in the production.
• The agile organization, that balance flexible decision making and
organizational integration.
• ICT is the critical component

6. The Game changing new reality
“The shift from traditional mass media to a
system of horizontal communication networks
organized around the Internet and wireless
communication has introduced a multiplicity of
communication patterns,
at the source of a fundamental
cultural transformation,
as virtuality becomes an essential dimension of
our reality.”
Catells: The rise of the Network society, 2010

7. 38 years to 50
mill.
13 years to 50 mill.
4 years to 50 mill.
9 months to
1439 Gutenberg
200 mill.
1480 110 Printing press in Europe

8. Networked Intelligence
• Collaboration
• Openness
• Sharing
• Integrity
• Interdependence

10. Should we crowdsource strategy?
In the best
companies only 25 %
know and understand
the strategy
Better quality &
more alignment
Side 10

11. What does WEB 2.0 call for
Side 11

12. The call for new Capabilites
• Collaborate
• Innovate
• Adapt

13. Openness
Sharing
Diversity
11/06/2012
Side 13
Interactivity
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14. New Knowlegde Based Organizations
• Apply new ways of learning &
innovating
• Create transparent meaning
and purpose
• Become a knowledge ecology
• Balancing openness and
cohesiveness
• Open and sharing with
environment
• Flexible dynamic loosely
connected network

15. Self-leadership – leading knowledge craftsmen
Two big shifts
From control From time
to to
commitment task

16. Leadership in WEB 2.0
• The culture and tools of the
web are making traditional
modes of leadership obsolete
• Leaders is to become more
open and inclusive
• Greater ease of connecting
people
• Fuller organisational transparency
• Lower the costs of collaboration
• Web offers means of making organisations, and organising
itself, more efficient and more effective

17. Leadership in WEB 2.0
• Leadership is an activity rather than a
role
• Leadership seen as a collective
phenomenon
• Need for individual leaders with higher
levels of personal development
• From organisation-centric to network-
centric leadership
• From “machine” to “organisme”
organizations
• From planning and controlling to
learning and adapting
• Shift from Generation X & Y to
Generation Z

18. Self-leadership
Distributed leadership within the distributed organisation

19. The “Virtual” leadership model
Creating 1. Creating context
Context – Who are we?
– Where are we?
– What is our role?
2. Cultivating community
– Virtual team spirit
– Cooperation
– Organisational citizenship
3. Co-activating leadership
– Shared leadership
– Leader intent
Cultivating Co-activating – Informal authority
community leaders

20. Three core competencies
1. Techno-dexterity
– Understanding and facilitating with different technologies
– When to use what
– Making conscious, selective decisions depending on message and context
2. Use of social networks
– Building a strong social network and community across boundaries
– Finding the optimal mix of face-to-face interactions and online interactions
3. Authenticity
– Not only genuine, but also transparent
– Creating trust and commitment
– Leadership is everything in a virtual workforce

21. Shared Leadership for the WEB 2.0
The art of
getting things
done with
people.
Rephrasing - Peter Drucker
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22. Side 22