PART TEN | How HR can enable digital leadership

PART TEN | How HR can enable digital leadership

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PART TEN | Joint key note with General Electric at 3rd International Barcelona HR Conference: “How HR can enable digital leadership”

Author: Simon Schoop, Managing Director of 4-advice  Change & Innovation, folgen Sie 4-advice auf  Twitter  @4advicenet oder Simon Schoop @simscho

How can the HR function become the key enabler for digital leadership in corporations?
In a joint key note with Tim Steigert, Innovation Leader at General Electric, I had the pleasure to talk at the 3rd International Barcelona HR Conference in October 2016.

 

The analogy we used were the Olympic games. And I can tell you, there are so many analogies between sports and business, it was great fun to prepare and give the speech in the Palau de la Musica in the heart of Barcelona. To be and remain successful it takes people, technology and organization… and technology is not the only key to success. Also it´s not just about the highest budget that makes the difference between digital leaders versus digital laggards. If you don´t have the right mindset and culture in your organization, no technology will help you to succeed.

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  • 3rd Barcelona HR Conference
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  • Entrepreneur, Speaker und Berater
  • Simon Schoop´s Key Note at 3rd International Barcelona HR Conference

Picture Source: 3rd Intl. HR Conference/ Advantage Consultores.

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What was the event that united humanity the most in 2016?  Of course, the Olympic Games in Rio de Janeiro. More than half of the world´s population watched the Games in front of their TV: About four billion people. Wow. That´s quite a lot.

That was in Summer 2016. Now this is TV. But what if you take into account Internet Broadcasting too? It´s even much, much more impressive. There was more live streaming from Rio than for all combined Olympic Games ever before. This illustrates the neckbreaking speed of digitalization very well.

In our speech, we have shown how sports performances have developed over the last century and drawn comparisons to digital transformation and how executives could or should deal with it accordingly – in order to still be in business when the next Olympic Games will take place in Tokyo in 2020.

'Combining people, technology and organization in the right way, enables digital leadership.'

Take for example Alexander Pointner, the most successful ski jumping coach ever. Only by combining multiple aspects such as the great Austrian ski jump athletes (people) with big data and science (technology) and empathy and organization, he managed to achieve his unmatched successes. And this formula also applies for the business. In business, one also needs to take into account the cultural resistance that needs to be overcome in order to succeed in today´s ultra competitive digital transformation landscape.

If you are interested in booking Simon as a key note speaker, please contact us. We are more than happy to coordinate dates and adapt Simon´s key note topics to your specific conference purpose.

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Weiterführende Links

3rd International Barcelona HR Conference 

 

Tim Steigert:

LinkedIn Profile |https://de.linkedin.com/in/timsteigert

General Electric | http://www.ge.com

Folgen Sie Tim Steigert auf Twitter  | @t_1_m 

Simon Schoop:
LinkedIn Profile |https://de.linkedin.com/in/simonschoop

More publications from  Simon  |  4-advice.net

Digital Transformation Insider |  4-advice.net
Folgen Sie Simon Schoop auf Twitter | @simscho and @4advicenet

Hybrid Thinking - just old wine in new bottles ?

Hybrid Thinking - just old wine in new bottles ?

Hybrid Thinking – old wine in new bottles ? 

When preparing my guest lecture at Fresenius university of applied sciences in Cologne in December 2015 on “Hybrid Thinking” I asked myself what I would answer if a student would ask that question: Is hybrid thinking just old wine in a new disguise ? Of course, there is very little breakthrough innovation in management science, so I tried to dig deeper and want to share my thoughts with you here.

 

What is Hybrid Thinking about ?

As you might know, Hybrid Thinking integrates service design thinking with other schools of thought. According to Dev Parnaik it takes on more complex problems though, such as Next Generation Air Traffic Control Systems versus more “simple” problems tackled by service design thinking such as developing a new aeroplane. And furthermore, Hybrid Thinking is supposed to take a more human centered approach by putting the co-creation of different type of personalities at the core.

My  definition of Hybrid Thinking however is the following:

 

HYBRID THINKING is the individual combination of Design Thinking with empathy, human-centered perspective and other schools of thought to solve today´s wicked problems that are characteristic for the hyperconnected global economy

 

I completely agree with Dev that in our world where we need to manage complex problems, we can´t only relay on rational left brain type of thinking and that using our right side of the brain makes great sense. I also believe that so-called “Hybrid Thinkers”  or “T-Shaped Personalities” will be beneficial for any company. Hey, who wouldn´t like someone who´s a great expert in one field and at the same time someone who knows a good deal of just about everything. And which executive wouldn´t say that he wants to hire someone who is creative, emphatic, integrative, can live with ambuigity, optimisitic, likes to experment and who is the perfect collaborator ? But how many of these people do actually exist out there ?

Why we need Hybrid Thinking

I think hybrid thinking is a a good way to address the increased complexity of nowadays digital life. When you look back ten or twenty years in your life – how would you rate the complexity to manage daily work and private life, just to keep afloat ? How has the way changed that you learn ? How do you communicate differently ?

This fantastic video inspired me when thinking about how my life got so complex…

Source: Youtube

 If your answers are somewhat similar to the ones I give to this question, it will become very clear that we are dealing with a much higher level of complexity and speed today. In order to manage that successfully, new schools of thoughts won´t harm. And increasing digitalization will require more and more ways to deal with ever increasing speed and complexity. To achieve simplicity is key to be successful today and in the future.

How can Hybrid Thinking help with Digital Transformation ?

In the matrix at the beginning of this article, I have synthesized Professor Jay Rao´s assumption that we are at a point where not only problems are unknown but also solutions with Dev Parnaik´s Hybrid Thinking approach. You can see 

I believe that there are many good examples for this. Just take cars for instance. When Google or Apple are building their (autonomous driving) cars, they do not base their development very much on experiences gained by Porsche or other established Automotive OEMs – they go from scratch, because the problem they tackle can´t be solved with known solutions on how to burn fuel in a most efficient way for example. By the way, for other auto makers they might become a real competitor, e.g. given Uber´s plans of shifting towards autonomous driving…  but for Porsche it´s not the value proposition to get from A to B but rather the driving experience

I don´t believe that building the type of car that Apple or Google might have in mind would benefit a lot from the knowledge that engineers from Porsche have

Dr. Sven Lorenz, CIO of Porsche at Handelsblatt Euroforum on January 19th, 2015 answering the question if Porsche fears Google or Apple to hire their best engineers

There are many more examples that rising complexity requires new forms of dealing with the requirements in the era of digital transformation. This fuels open innovation efforts as well as new forms of organization development. I found the following sequence very interesting. It gives some insight on innovative ways to collaborate with other companies to closed the digital talent gaps for organizations that go more and more digital.

Source: Youtube

How to get started

Well if you ask yourself how to be a hybrid thinker, you got a couple of hints on how to develop your personality above. But well, you might be looking for some rather pragmatic hints. Ok – here you go:

      • Make it easy: Provide lightweight methods for people in your company to connect with outside stakholders
      • Make it everyday: Have your customers present in your offices – with photos, spare parts, their passions…
      • Make it experiential:Go feel what other people are feeling – IBM did that “Bear Hug” program in 1993, way beyond Hybrid Thinking was “invented”…

My key Takeaways

I believe that Hybrid Thinking works well with Service Design Thinking and vice versa. None of them is better than the other. Hybrid Thinking is rather how an individual thinks than Service design, which is rather a methodology. And hey – who wouldn´t like to hire those T-shaped personalities – of course everyone would ! And as applying creativity techniques benefits any employee, not just the few T-shaped ones, I think Hybrid Thinking is nothing 100% new, but still a useful new management theory.

 

Please feel free to share this article and let me know your feedback.

Digital transformation of HR and required skills: Simon Schoop to speak at Second International Barcelona HR conference

Digital transformation of HR and required skills: Simon Schoop to speak at Second International Barcelona HR conference

Innovationskultur in Versicherungen

Organisationen sind dann besonders agil und somit schnell reaktionsfähig, wenn sie eine echte Innovationskultur besitzen. Doch wie erreicht man das ?

Wenn wir in unseren Beratungsprojekten mit Entscheidungsträgern bei Versicherungsunternehmen sprechen, so bekommen wir des Öfteren zu hören “ja wir sind halt nicht innovativ” und es schwingt unterschwellig ein Hauch von “das war schon immer so und wird sich auch nicht ändern” mit. Wenn man jedoch das Feld für Innovation anderen überlässt, so werden sich spätestens mittel- bis langfristig sehr unangenehme Umstz- und Margeneffekte ergeben. Gerade wenn man in einer nicht gerade für Innovationsfreude bekannten Branche unterwegs ist, kann man bereits mit relativ wenig Mitteln vergleichsweise große Wettbewerbseffekte erzielen. Da inzwischen jedoch die Branchengrenzen zunehmen aufweichen und Markteintritte von allen möglichen Seiten in alte, profitable und wenig innovative Branchen an der Tagesordnung stehen, müssen sich auch die etablierten Unternehmen in Hochlohnstandorten in punkto Innovation engagieren und profilieren.

Um interne Widerstände nicht zu groß werden zu lassen, ist es für die Erhöhung der Innovationskraft unabdingbar, die Veränderungsmassnahmen durch Change Management zu begleiten.

Wenn Sie sich für unser kurzes Whitepaper zum Thema Innovationskultur in Versicherungen interessieren, dann kontaktieren Sie uns gerne telefonisch oder per Kontaktformular.