Leading from the Edge of Disruption Jyoti Sarin Sr. Manager @CiscoIT @jsarinus

1. Leading from the Edge
of Disruption
Jyoti Sarin
Sr. Manager @CiscoIT
@jsarinus

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2000
52% of Fortune 500
companies were replaced
2014
620,000 entrepreneurs +
6,000 new companies in
Mexico
2027
75% of Fortune 500
companies will be replaced
2016
80 new companies are born
every hour in UK

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What’s happening?
Incumbents have to keep up with
the new – companies, ideas,
customers

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Glocal-i-zation challenge
Emerging markets have
their own needs and
challenges
Will not follow same path
of development as
developed economies
Emerging Economies are
not only competitive on
cost; but also capabilities
Economy
70%
Education
93/100
Energy
$156 B

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TECHNOLOGY
Factor

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Disruption in the 21st Century
Always-on and
everywhere
Global and Local at
the same time
Does not always
start at the top or in
the center

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DISRUPTION IS AN IMPERATIVE
0
5
10
15
20
25
30
35
0 1 2 3 4 5 6
Status Quo
Lead
Leap
Rate of Change Externally
Rate
of
Change
Internally
Inspired by Book: ReInvention
Quantum Individual and
Organizational change
Accelerated

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- Elon Musk
Some people don’t like change, but
you need to embrace change if the
alternative is disaster

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Law of the 21st Century Business
Quickly Adapt or Perish!

10. Are we designed for success?

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Ingredients for Success
Leadership in Market
Innovation
Engine
Speed of
Execution
Access to
Talent
Speed of Disruption

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Assumption #1:
Innovation is the job of my product
department

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Assumption #2:
I always know where to go for best
ideas
13

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Assumption #3:
Industrial era organizational structures will work in
this hyper-technology era

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Assumption #4:
I can always hire more people with
new skills when I need them
15

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Assumption #5:
I can manage change once I know
what’s changing
16

17. How do we Solve for the 21st
Century Disruption Challenge?

18. Edge People
Sense and Seek change Invest in learning and
personal growth
Think differently than
others around them
Tip #1: Building the agents of change

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Tip #2: Build Edge Leadership
Build their sense of
what matters to the
organization
Build first line managers’
ability to balance today
and tomorrow
Building their line of
visibility
(Vision = Execution)

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Tip #3: Build Edge Organizations
20
Fractal organizations
• Self organizing units of
talent
• Led by visionary leaders
with new ideas
• Seek challenging work
• Grow as a unit
Read: Fractal organization by Patrick Hoverstadt

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Tip #4: Build Edge Culture
How can I develop a risk taking
mindset that seeks new edges?
How can I develop
behaviors that reward
diverse perspectives and
opinions?
How can I develop tools
that allow my
organization to
experiment?
How can I incentivize
my organization to
become a learning
organization?
Tool
Set
Skill
Set
Behavior
Set
Mind
Set

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Tip #5: Build Edge Systems
SENSE
ANALYZE
ITERATE
LEVERAGE

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Tip #5: Build Edge Systems: SENSE
Listening to Customers:
Customer Intimacy
Listening to the field:
Scouts on the ground
Listening to Employees:
Pulse of the team

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Tip #5: Build Edge Systems: ANALYZE
Value Analysis:
Business model canvas, Value
Stream analysis, customer trial
Trends Radar:
Business and Technology trends
Design-Led Strategy:
Journey Mapping, ideation
strategies, what-if analysis

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Tip #5: Build Edge Systems: ITERATE
Creative Confidence:
Building creative stamina, explore
new skills and networks
Space for Innovation:
Provide a physical place that
allows your employees to create
new things
Become LEAN:
Set up toolkits and resources for
incubation of new ideas and test
their viability

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Tip #5: Build Edge Systems: LEVERAGE
Continuous Planning:
Investment strategy
includes a balanced
portfolio
Continuous Delivery:
Iterative deployment
of new product
features, solutions
and capabilities
Services
Organization
Investment
Architecture