Week 1:
New vs traditional ways of working:
Traditional leader or manager is controlling the task and delegating.
Tasks for traditional managers:
- Plan ahead
- They need to select and organize people
- They need to command and thrive employees
- Coordinate all the different activities
In this view, there is clearly one manager at the top who has to coordinate everything.
These are managers (more busy with organizing and delegating tasks).
Leaders on the other hand are concerned with the task and the personal & relational aspects of
leading.
Digitalization a move-away from doing things in an analogue or traditional way based on
practices established in the industrial age.
It can be applied on an organizational level as well as on a personal level.
For organizations it depends on the culture is the culture more innovative? Or do the people
think that they know best.
A large challenge on team level of digitalization is establishing trust while missing the live
interaction with your team members.
Digital technology can improve the way we work, but it also imposes new challenges that were
not faced before. So, it requires continuous learning on all levels.
Digital transformation any shift when a firm decides to employ more digital technologies to
do services or processes differently. Or even to improve things that they did before. It can be
used to create more value for the firm.
,Factors that drive the decision to engage in digital technologies:
- Emerging digital technologies which force firms to use them to stay competitive
- There is a new trend to not have a physical location (So meetings now have to be online)
- The way we interact with firms is changing (We now can have a dialogue with firms on social
media)
Digital maturity an assessment of how organizations systematically prepare to adapt
consistently to ongoing digital change. This can be assessed on 4 criteria:
1. An organization that is digitally mature means that they have actually talked about a
digital strategy. (Digitalization is in the front of their mind while developing a strategy).
2. Firms need to have a long-term focus (make changes now on things that could be
relevant in 15 years from now).
3. There needs to be a culture which is focussed on experimentation and exploration
4. Hiring the right people (also training and keeping them) is what helps organizations to
stay digitally mature.
TED talk:
To remove the “social” from social interactions in order to have people open up more about
their problems (soldiers for instance) program. Machines have become more and more
human-like, which rules do we apply in the interactions? (Still the social rules? Do we start to
worry about social rules again?). People open up more easily to more machine-like chatbots
than human-like chatbots.
Implication for people try to be less judgemental when someone opens up about a problem.
Article Digital Transformation Comes Down to Talent in 4 Key Areas:
Many programs for transitioning digital transformation have failed.
Digital transformation requires:
1. Technology integrating new technology with existing systems is extremely complex. It
requires leaders of the technology domain to be great communicators. They also need
strategic sense to make technological choices that balance innovation and dealing with
technical debt.
, 2. Data most data in companies is not up to basic standard. As with technology, you
need both great breadth and depth in data.
3. Process transformation requires an end-to-end mindset, a rethinking of ways to meet
customer needs, seamless connection of work activities, and the ability to manage
across silos going forward. Otherwise, transformation is reduced to a series of
incremental improvements, which are not truly transformative.
4. Organizational change capability leadership, teamwork, courage, emotional
intelligence, and other elements of change management must be of high standard.
Technology is the engine of digital transformation, data is the fuel, process is the guidance
system, and organizational change capability is the landing gear. You need them all, and they
must function well together.
Week 2:
Adaptive and flexible leadership:
This is necessarily to successfully navigate the changing digital world. When sudden events
happen, leaders must react instantly. The better they do this, the more adaptive and flexible
they are.
To improve our ability to be flexible and adaptive:
1. Focus on the moment and adapt to changes in the environment be investigative
2. Diagnose the situation to actually know what is happening
3. Tap into a wide range of behaviours (listen to others as well as do what you are good in)
4. Proactively influence the situation (what might happen next in order to increase our
chances for success anticipating potential burnouts of employees)
To enact adaptive and flexible leadership:
1. Monitor and keep track of progress
2. Identify strategies for responding to the changes or demands of the environment
New vs traditional ways of working:
Traditional leader or manager is controlling the task and delegating.
Tasks for traditional managers:
- Plan ahead
- They need to select and organize people
- They need to command and thrive employees
- Coordinate all the different activities
In this view, there is clearly one manager at the top who has to coordinate everything.
These are managers (more busy with organizing and delegating tasks).
Leaders on the other hand are concerned with the task and the personal & relational aspects of
leading.
Digitalization a move-away from doing things in an analogue or traditional way based on
practices established in the industrial age.
It can be applied on an organizational level as well as on a personal level.
For organizations it depends on the culture is the culture more innovative? Or do the people
think that they know best.
A large challenge on team level of digitalization is establishing trust while missing the live
interaction with your team members.
Digital technology can improve the way we work, but it also imposes new challenges that were
not faced before. So, it requires continuous learning on all levels.
Digital transformation any shift when a firm decides to employ more digital technologies to
do services or processes differently. Or even to improve things that they did before. It can be
used to create more value for the firm.
,Factors that drive the decision to engage in digital technologies:
- Emerging digital technologies which force firms to use them to stay competitive
- There is a new trend to not have a physical location (So meetings now have to be online)
- The way we interact with firms is changing (We now can have a dialogue with firms on social
media)
Digital maturity an assessment of how organizations systematically prepare to adapt
consistently to ongoing digital change. This can be assessed on 4 criteria:
1. An organization that is digitally mature means that they have actually talked about a
digital strategy. (Digitalization is in the front of their mind while developing a strategy).
2. Firms need to have a long-term focus (make changes now on things that could be
relevant in 15 years from now).
3. There needs to be a culture which is focussed on experimentation and exploration
4. Hiring the right people (also training and keeping them) is what helps organizations to
stay digitally mature.
TED talk:
To remove the “social” from social interactions in order to have people open up more about
their problems (soldiers for instance) program. Machines have become more and more
human-like, which rules do we apply in the interactions? (Still the social rules? Do we start to
worry about social rules again?). People open up more easily to more machine-like chatbots
than human-like chatbots.
Implication for people try to be less judgemental when someone opens up about a problem.
Article Digital Transformation Comes Down to Talent in 4 Key Areas:
Many programs for transitioning digital transformation have failed.
Digital transformation requires:
1. Technology integrating new technology with existing systems is extremely complex. It
requires leaders of the technology domain to be great communicators. They also need
strategic sense to make technological choices that balance innovation and dealing with
technical debt.
, 2. Data most data in companies is not up to basic standard. As with technology, you
need both great breadth and depth in data.
3. Process transformation requires an end-to-end mindset, a rethinking of ways to meet
customer needs, seamless connection of work activities, and the ability to manage
across silos going forward. Otherwise, transformation is reduced to a series of
incremental improvements, which are not truly transformative.
4. Organizational change capability leadership, teamwork, courage, emotional
intelligence, and other elements of change management must be of high standard.
Technology is the engine of digital transformation, data is the fuel, process is the guidance
system, and organizational change capability is the landing gear. You need them all, and they
must function well together.
Week 2:
Adaptive and flexible leadership:
This is necessarily to successfully navigate the changing digital world. When sudden events
happen, leaders must react instantly. The better they do this, the more adaptive and flexible
they are.
To improve our ability to be flexible and adaptive:
1. Focus on the moment and adapt to changes in the environment be investigative
2. Diagnose the situation to actually know what is happening
3. Tap into a wide range of behaviours (listen to others as well as do what you are good in)
4. Proactively influence the situation (what might happen next in order to increase our
chances for success anticipating potential burnouts of employees)
To enact adaptive and flexible leadership:
1. Monitor and keep track of progress
2. Identify strategies for responding to the changes or demands of the environment
