The document discusses how the rise of internet-enabled devices and social media has empowered consumers to co-create value with organizations in new ways, shifting control towards consumers and requiring companies to embrace complexity, share control, and co-create value through networked communities. It argues that business leaders must develop "Gen-Net" leadership skills to guide their organizations through this dramatic change in how value is created and work is accomplished.
3. At a deep level, business leaders
are feeling very unsettled.
4. Explosion of internet enabled devices and
engagement with social media
It’s not just a headache but an anxious
headache as market activities are
moving at a rapidly accelerating rate.
5. The challenge to successfully
lead an organization to desired levels of
growth has never, in our lifetime,
been more difficult.
6. The historic internal approaches to enhancing value
and driving organic growth are insufficient.
10. We have entered into a new era of
rapidly expanding complexity
and opportunity that requires new
leadership mindsets and execution
capabilities to enable growth.
14. Complex Adaptive Systems
Vast and
Growing
VARIABLES TO CONSIDER
Many
Operations Level
Innovation “TQM”
Few
Clear
Low Moderate High and
Epic
DEGREE OF UNCERTAINTY
15. Mid to late 90’s and into
the first
decade of the 21st
century, businesses
became more
complicated and
leaders began to think
more holistically across the
value chain, looking for
growth and efficiency.
16. Complex Adaptive Systems
Vast and
Growing
VARIABLES TO CONSIDER
Many Organization
Innovation
“Transformation”
Operations Level
Innovation “TQM”
Few
Clear
Low Moderate High and
Epic
DEGREE OF UNCERTAINTY
21. A new era of rapid,
market-led value creation
…think nature, evolution, mutation
22. The intersection of digitally educated
people and advanced technology has
created the opportunity for a unique
experience with each consumer
…access to products and services
when, where and how they want it.
23. The Shifting Balance towards Value Co-Creation
Vast and Market Enabled
Growing Innovation
VARIABLES TO CONSIDER
“Value Co-Creation”
Many Organization
Innovation Balance
“Transformation”
of Power
Operations
Level
Innovation
“TQM”
Few
Clear
Low Moderate High and
Epic
DEGREE OF UNCERTAINTY
24.
25. Examples
Medicine The Way
It Should Be
Consumer Buying
Power
Common Interest
Who
Needs An New Product
Insurance Development
Agent?
26. …is a dramatic
The Consequence rethinking of
organizations and
of shift in these how they function
tectonic forces to create value
and get work done.
28. Business leaders must learn to share control
– “the steering wheel” – with consumers.
29. Do you have “Gen-Net™” leadership who
think this way and can guide your
organization through this dramatic change?
Where to Begin?
30. Some Guiding Principles
• Don’t fight it: embrace complexity, the network and the rapidly
developing consumer behaviors.
• Think of your organization structure as inclusive of the messy
external network of person-to-person consumers and communities.
• Anticipate and reward a culture of exploration. You’ll be more
effective at attracting and retaining Gen-Net leaders.
• Begin to shift your mindset about leadership from “top down” to
“bottom up” to support the innovation on the edge of your
organization.
• Quickly prepare for and start to take greater market risks than you
are comfortable with because your business is likely at greater risk
than you realize.