Where Have All the Heroes Gone?
In today's rapidly evolving business landscape, one question echoes in the boardrooms of corporations worldwide: Where have all the heroes gone? In a time characterised by unprecedented technological advancements and global interconnectivity, the mantle of heroism seems to have shifted, if not disappeared altogether. Nevertheless, the need for heroic leadership is more pressing than ever, especially for chief executive officers (CEOs) and directors who stand at the helm of their organisations, guiding them through both digital and non-digital transformations.
?The Call for Heroic Leadership
The essence of heroism in leadership lies in the ability to inspire, initiate change, and lead organisations through uncharted territories. Historically, heroes have dared to challenge the status quo, brought about significant change, and were unwavering in their commitment to their vision. Today, however, there is a growing sentiment that not enough change is happening at the pace required to keep up with the demands of the modern world.
?The digital revolution has undeniably taken centre stage. Artificial intelligence (AI), machine learning, and automation dominate the discussions in executive meetings and strategic planning sessions. These technologies are crucial and offer immense potential. However, while AI and digital strategies are necessary and should be pursued with vigour, an overemphasis on digital transformations can inadvertently sideline other critical areas of change. As CEOs and directors, it is imperative to balance the digital with the operational, ensuring that organisational change is holistic and inclusive.
?The Importance of Dual-Focus Transformations
Harvard Business Review (HBR) has extensively covered the importance of digital transformation. However, the focus on digital often overshadows other necessary changes. Michael Porter, renowned for his theories on economics, business strategy, and social causes, emphasises that while digital strategies are vital, they should not be the sole focus. Non-digital transformations—those that pertain to organisational culture, leadership dynamics, and human capital—are equally essential.
?Elliot Jaques, a psychologist known for his work on organisational development, highlighted the importance of structure and leadership in achieving effective change. His insights into the time-span of discretion and the stratification of organisational roles underscore the need for robust, operational transformations. CEOs and directors must recognise that while AI can optimise operations and analytics, it cannot replace the need for visionary leadership and a strong organisational culture.
The Necessity of Both Digital and Operational Transformations
A critical question arises: Are CEOs and directors using AI and digital transformations to avoid dealing with the urgent and pressing need for operational transformation? It is an uncomfortable thought but one that warrants examination.
?Digital transformations, with their promise of cutting-edge solutions and efficiency gains, can sometimes serve as a convenient distraction from the more challenging and immediate aspects of organisational change. Implementing AI systems or launching digital initiatives can appear more tangible and straightforward than the complex, often messy process of overhauling operational structures, addressing cultural issues, and redefining leadership practices.
?However, operational transformation is the bedrock upon which sustainable success is built. Without addressing core operational inefficiencies, any gains made through digital technologies will likely be superficial and short-lived. CEOs and directors must resist the allure of the fixes offered by digital solutions and commit to the hard work of operational transformation.
?Embracing Both Digital and Non-Digital Transformations
To become the heroes their organisations need, CEOs and directors must accelerate both their digital and non-digital transformation programs. This involves a multifaceted approach that addresses the urgent needs of the present and lays a strong foundation for the future.
Redefining Organisational Culture: Culture is the backbone of any organisation. A strong, adaptive culture can propel an organisation to new heights, while a stagnant culture can hinder growth. CEOs and directors must champion cultural change by fostering an environment that encourages innovation, collaboration, and continuous learning. This involves setting the tone from the top and engaging employees at all levels in the change process.
Leadership Development: Effective leadership is crucial for any transformation. CEOs and directors must invest in leadership development programs that equip current and future leaders with the skills needed to navigate the complexities of today's business environment. This includes emotional intelligence, strategic thinking, and managing and inspiring diverse teams.
Employee Engagement: Engaging employees in the transformation process is essential. This involves clear communication, providing opportunities for feedback, and involving employees in decision-making processes. By doing so, CEOs and directors can harness their workforce's collective intelligence and creativity, driving more effective and sustainable change.
Strategic Non-Digital Initiatives: While digital strategies are essential, CEOs and directors must also prioritise non-digital initiatives that drive value. This can include revenue enhancement, ?process improvements, restructuring organisational structures and roles, and developing new operating models that are not solely reliant on technology.
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Benefits of Non-Digital Transformation
Non-digital transformation offers numerous benefits that are vital for the long-term success and sustainability of an organisation:
Enhanced Organisational Resilience: By strengthening organisational culture and improving operational efficiency, companies become more adaptable and resilient to external shocks and disruptions.
Improved Employee Morale and Retention: A supportive and inclusive culture, coupled with opportunities for personal and professional growth, significantly boosts employee morale and reduces turnover rates.
Greater Innovation and Creativity: An environment that encourages open communication and collaboration fosters innovation and creative problem-solving, leading to the development of groundbreaking products and services.
Quick Wins and Immediate Improvements: Non-digital transformations often yield faster results than digital solutions that can take years to implement. Immediate improvements in processes and organisational structures can provide quick wins, boosting confidence and demonstrating tangible progress. Using the organisation's wisdom and not its money is quicker and can generate value faster.
Sustainable Growth: Non-digital transformation initiatives, such as process improvements and leadership development, create a solid foundation for sustainable growth, ensuring the organisation can thrive long-term.
The Role of CEOs as Heroes
To truly embody the role of heroes, CEOs and directors must lead by example. This means demonstrating a commitment to both digital and non-digital transformations and showing that they are willing to make the necessary changes to drive their organisations forward. It also means being visible, approachable, and actively involved in the change process.
?Heroic leadership involves taking calculated risks, making tough decisions, and standing by them. It requires resilience and the ability to navigate through uncertainty. By embodying these qualities, CEOs and directors can inspire their teams, foster a culture of innovation, and drive sustainable growth.
The question "Where have all the heroes gone?" serves as a call to action for CEOs and directors to reflect on their leadership and the direction of their organisations. While AI and digital technologies are transformative and necessary, they should not overshadow the importance of non-digital changes that are critical for long-term success.
?CEOs and directors can become the heroes their organisations need by embracing a holistic approach to transformation and leading with purpose. They can inspire their teams, drive meaningful change, and create a lasting impact.
?As we navigate this era of rapid change, let us start a dialogue on balancing digital and non-digital transformations. Let us challenge ourselves to look beyond the digital and to recognise the value of human-centric leadership. Let us become the heroes who will lead our organisations into a brighter, more sustainable future.
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References
Harvard Business Review: Various articles on leadership, organisational culture, and transformation strategies.
Michael Porter: Insights on strategy and competition.
Elliot Jaques: Theories on organisational development and leadership.
Founder/Senior Microsoft Dynamics Consultant @ Mosoftwares | MBA | LLB Law Degree | ACCA PQ
4 个月As an IT Company owner I’m regularly asked by clients for custom automation solutions to replace manual or human involved business processes, I find points raised on this article and comments very insightful and align to what I always say to my clients the automation should serve and not control the business processes.
Hi Peter. Read this today by Ian Leslie from The Ruffian (Substack). For poliitics read business. “Personal charisma is the dark matter of politics: we all know it’s important but we can’t say what it is. Max Weber, the first academic to take it seriously, framed it as a counter-force to institutional inertia; a way of enabling outsiders to breach the establishment by way of a direct, visceral connection to the people. Since then, academics have flailed around in attempts to nail it down. There’s a summary of the literature here. Much of it seems flat-out wrong to me, but I quite like the theory of “romantic leadership”, which focuses on the relationship between a leader and their followers. Simply put, the idea is that followers attribute a heroic identity to certain leaders, in which they see themselves reflected. The leader’s heroic image activates a heroic self-image for the follower. The leader must have something going on to begin with, whether it’s personal story or oratorical style, but political heroism is co-created. It is a magnetic field. Obama, Trump and Ocasio-Cortez are all heroic politicians in this sense, although, as we’ll see, there’s a crucial difference between the first and the second two.
Author of 'Agile Beyond IT'
5 个月I’m torn. I love this article and I also worry. Nobody can doubt Julius Caesar was a heroic leader in his conquest of Gaul (58-52 BC). By Peter’s definition and probably in my opinion too, he was also heroic in how he seized the Roman Republic…..and destroyed it. I think 98% of the article is fabulous. Well it agrees with stuff I have written on Digitalisation and Agility do I would wouldn’t I? ?? But, I also think Peter’s take on heroism can too easily be applied to some very unsavoury characters in our current commercial and political lives. Yes I want brave leaders, yes I want sustained energy but I also want a moral compass. E.g. AI and Digitalisation must serve not control.
Peter Brodie I like everything about this piece other than the terms Heroes, Hero, Heroic :). When I think of the leaders who most influenced me in my career they all have the three traits that the LEGO Group Leadership Playground calls Brave, Curious & Focus. They were Brave in the way they collaboratively agreed the way forward and then trusted their teams to deliver, generally adding course correction as key strategic objectives got delivered. They were Curious in the way they first sought to understand often quite different views and back to Brave when making the strategic decisions. They were not at all like some leaders who act like parents at their kids football (soccer), other sports are available. Shouting “Run faster, Jump higher” - meaningless in every way but makes them feel better :). Have heard this so often e.g. Sigma, Lean, Agile, RPA and AI …. They were Focussed in their determination to support their organisations to success and back to Brave when they found their path was not a good one. They also showed their focus by keeping their messaging to the key strategic points, sometimes over and over again, and to ensuring their stories were built to help deliver them. Not Heroes but Great Leaders