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Leadership 2.0

On-going collaborative project of the Leadership Think Tank on LinkedIn

Olivier Madel-Felicite

on 4 October 2012

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Transcript of Leadership 2.0

Build in layers.
Higher layers decide who is in the lower layers and what they do.
Higher layers get more than the lower ones
If leader is compromised the organization is at risk of crumbling.
Reorganizations are very complex and difficult.
Top bottom structure What are the questions ?
How do we get back to what LEADERSHIP has always been?
Where is LEADERSHIP taking us in the future?
Is there a Problem? The answer against Zombieconomy
Capitalism 1.0
Finance 1.0
Investment 1.0
Lack of innovation
Leadership 1.0
Corporate Governance
Profit above all.... Manifesto for a NEW LEADERSHIP PRACTICE IS THE SOLUTION A CREATIVE DESTRUCTION ? A new DNA for our 21st Century organizations and people ? A new System Thinking Process ? Or simply behavioral innovation ? What do we want LEADERSHIP 2.0 Principles to be ?
To challenge the process / System Thinking
Model the way / Mental Modelling
Enable others to act / Team Learning
Establish a share vision / Shared Vision
Encourage the heart / Personal Mastery How should organizations behave in LEADERSHIP 2.0?
No top and no bottom, just one fluid dynamic system
The network is formed by common passion
Leaders form naturally and only inspire to bind and direct group. They are among them as one of them.
Groups are more fluid, dysfunctioning members can connect with other groups
No way to bring down complete organization by compromizing members
Reorganizations happen all the time and are easy.
Network/ lava lamp structure Using a System Thinking Approach opposed to Command & Control Thinking?
Perspective : Outside-in System opposed to Top-Down Hierarchy
Design of Work : Demand, Value & Flow opposed to Fonctional Specialization & Procedures
Attitude to Customers : What Matters ? opposed to Contractual
Decision Making : Integrated with Work opposed to Seperated to Work
Measurement : Capability, related to purpose opposed to Outputs, Targets, Activity, related to budget
Attitude to Suppliers : Cooperative opposed to Contractual
Management Ethos : Learn Through Actions on the System opposed to Control Budgets, Managed People
Assumptions About Motivation : Intrinsic opposed to Extrinsic What tools shall we use in order to enhance leadership development structure and focuses on actions, results as organizations move toward their desired results/vision ? What the Spirit? A vision, that persists with the individual even if they don't have a nickle to their name and throughout whatever build-ups and break-downs their business evolves through. It's simply a matter of aligning with people who share the vision and realize it as a "partnership" The Mondragón cooperatives ' case What have they achieved?
They have made worker-ownership - or as I prefer to call it, group self-employment - work and work beautifully in a mainstream business setting.

Why is this important?
Because it is more efficient as a means of production, it offers more flexibility to the society, it offers better working conditions, and it leads to more socially responsible corporate decision-making. It is a major step in the direction of true participatory economic democracy. Both corporate-capitalism and Soviet communism assume that when it comes to economics, people can't (or shouldn't) run their own lives. The important decisions must be made either by an industrial/financial elite or by government bureaucrats. Mondragón, by its very existence, proclaims all that to be nonsense.

At the heart of their approach is a new relationship between capital and labor, and new rules for corporate ownership. The Mondragón Corporation is a group of manufacturing, financial and retail companies based in the Basque Country and extended over the rest of Spain and abroad. It is one of the world's largest worker cooperatives and one important example of workers' self-management since 1947. Efficiency and democracy
Economic and social concerns
Equality and hierarchical organisation
Private interests (of staff and the companies) and the general interest
Identification with the co-operative model and co-operation with other business models The ethos : The aim :
Striving for business efficiency in ever-changing markets
Discovering ways of resolving conflicts through co-operation, not confrontation
Experimenting with original management styles in keeping with the Basic Corporate Principles Therefore LEADERSHIP 2.0, should allow :
Set aside ego And Could it be a Creative Act? Invented by all of us on the Leadership Think Tank board With the principles of :
No top and no bottom, just one fluid dynamic system
The network is formed by common passion
Leaders form naturally and only inspire to bind and direct group. They are among them as one of them
Groups are more fluid, dysfunctioning members can connect with other groups
No way to bring down complete organization by compromising members
Reorganizations happen all the time and are easy.
Network/ lava lamp structure LEADERSHIP 2.0 is a DISRUPTIVE INNOVATION That must first find the non-consumers of this new leadership paradigm. These consumers will not exist on Wall Street or even on a typical main street business. No, our new leadership innovation version 2.0 will only have a chance to thrive in new sorts of businesses. Places where the measurement of success is different than the old 1.0 way of doing things We're talking about :
Capitalism 2.0
Economy 2.0
Innovation (real value)
Organisation 2.0 How do we go to 2.0 and beyond?

How is a culture of personal integrity, self sacrifice for the good of others, focus on excellence, mutual accountability and emphasis on performance can be established? Through leadership development which must be treated as part of organizational transformation, not as an end in itself
With leadership development professionals, that must be prepared to work in close partnership with business teams to design learning processes that meet their business circumstances
By choosing external partners – trusted leadership advisors -becomes crucial
Developping Skills for designing learning into day-to-day business is one that should not just be outsourced to external partners. Internal leadership development professionals and line managers themselves need to develop that capability. The more that learning becomes an integrated part of doing, the more effective it will be. By designing and implementing tools, methods or methodologies
By understanding the flows :
1.0 - 1-way flow of information
2.0 - 2-way flow of interaction (companies<->consumers; mgmt<->subordinates)
3.0 - 3 way flow of collective intelligence (companies-consumers-partners)
By reflecting on our ancestors’ experiences and outcomes :
Leading with Terrain Based Strategies (formless like water) – Agile, flexible
Leading People through partnership: Leading with Orthodox and Unorthodox practices
Leading for Results: Shifting the paradigm of what results means in the new world And by introducing Principles to foster Innovation :
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan What lessons have we learned from Organisations 1.0
Not to choose evil, choose good to improve organisation's moral & clients through innovation and real value = outstanding growth
Rethink self-interest : "ME" or "US"
Implement "Co" in the organisation to stimulate flows instead of controlling
Seek Difference instead of Differenciation
Promote challenge instead of status quo
Use competitive advantage for improving your partners not against them
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