Tag Archives: Networking

Nine Actions for Building a Great Team

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Which Resonates with You?

Nine Actions for Building a Great Team

GUEST POST from Stefan Lindegaard

Building a strong team is a multifaceted journey, and there are several key actions that can contribute to the growth and success of a team.

Reflecting on the nine actions for building a great team, which ones do you find your team focuses on the most?

Would you say it is:

1. Cultivating a growth mindset?

2. Enhancing psychological safety?

3. Mapping and engaging stakeholders?

4. Mastering difficult conversations?

5. Improving feedback processes?

6. Addressing individual motivations?

7. Injecting fun into your work environment?

8. Developing networking and learning opportunities?

9. Identifying trust drivers and barriers?

Share your experiences and let’s inspire each other on actions that can shape the dynamics and achievements of your team!

Team Building Stefan Lindegaard

Image Credit: Pexels, Stefan Lindegaard

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How A Networked Culture Drives Experian’s Innovation

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How A Networked Culture Drives Experian's Innovation

GUEST POST from Greg Satell

In Who Says Elephants Can’t Dance, the bestselling memoir of the his historic turnaround at IBM, Lou Gerstner wrote, “I came to see, in my time at IBM, culture isn’t just one aspect of the game—It is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.”

There has been endless discussion about whether change should be driven from the top-down or the bottom-up, but that is, for the most part, a red herring. True transformation tends to move side-to-side, driven through horizontal connections among peers. The best way to create change in an organization is to empower it.

That’s why the data giant Experian invested years networking its organization and found that it paid off when it mattered most. While traditional hierarchies waste valuable time and effort pushing orders down the chain of command, networked organizations can adapt to changing market conditions with far more agility. Transformation begins with a networked culture.

An Innovation Culture Is A Collaborative Culture

One of the most common questions I get asked by senior managers is “How can we find more innovative people?” I know the type they have in mind. Someone energetic and dynamic, full of ideas and able to present them powerfully. It seems like everybody these days is looking for an early version of Steve Jobs. Yet the truth is that an innovative culture is a collaborative culture.

When Justin Hastings arrived at Experian North America as Chief Human Resources Officer, he saw it as his job to support and empower the culture. “Essentially, we run a talent business,” he told me. “My job is to not only supply, maintain and retain that talent, but to make sure those people are are motivated and see real meaning and value in their work.”

“Culture is front and center, just incredibly important to us,” he continued. “It’s the enabler of business performance. Our company is all about driving the innovation that drives value for customers. A big part of what makes that possible is that we work hard to make everybody here feel included, that the company’s success is their success.”

However, Hastings warns that building a culture takes a lot more than just some pleasant platitudes in an employee handbook, nice speeches by the CEO and company events. “You can’t just build a culture from the top down. To be authentic, you have to build your culture organically, through informal networks,” he explains.

The Strength of Weak Ties and Boundary Spanners

In the early 1970s, sociologist Mark Granovetter began researching how professional, technical and managerial workers found jobs in the Boston area. He was somewhat surprised to find that they often found work someone they knew, but not a close contact, like a friend or family member, but someone more removed, like a friend of a friend or a distant cousin. He called this principle the ‘Strength of Weak Ties’.

Further analysis shows why it works. Those who are closest to us know pretty much the same things we do, because they frequent similar places and do similar things. So if we want to gain access to new information, we need to broaden our scope and connect with people further out on the social spectrum.

Hastings noticed this principle at work in Experian’s volunteer efforts. For example, many employees participate in its “Le Tour de Experian” bike rides to benefit charity. They do it to do some good and have some fun, but Hastings saw that the bike riders were also building strong bonds across organizational boundaries and these bonds were resulting in professional collaborations that created value for Experian and its customers.

Network scientists call people like the collaborating bike riders boundary spanners, because although they form strong bonds with each other, they essentially play the role of “weak ties” in Granovetter’s research. They perform a crucial function by linking disparate parts of the organization and helping knowledge and information to circulate.

Hastings figured that he could accelerate the formation of boundary spanners throughout Experian by giving employees the opportunity to organize around things they care about. Experian clubs, like the biking group, are focused on interests, while Employee Resource Groups focus on identity, like Latino heritage, gay pride or military service.

Using Networks To Empower Transformation

When Barry Libenson first arrived at Experian as Global CIO in 2015, he devoted the first few months to getting a sense what its customers wanted. It quickly became clear that what they coveted most was real-time access to data. If he could provide that by shifting Experian’s technology infrastructure to the cloud, it could be an enormous opportunity.

Yet it could also be an enormous problem. “There was a lot of concern that we were going to disrupt our own business and that we would lose control of our data,” Libenson told me. “For years, Experian’s business model had been based on a traditional architecture. There were also security concerns.” To make matters worse, research by McKinsey indicates that roughly 75% of transformational initiatives fail.

So instead of trying to force change through, Libenson sought to empower it. Much like Hastings did with Clubs and Employees Resource Groups, he identified people within the organization that were already enthusiastic about the shift to cloud technology and made sure they were trained to implement it. Those early apostles could then help convert others.

Libenson also saw how Experian’s networked culture helped smooth the way. “Digital transformation is somewhat of a misnomer. You’re not really transforming the technology, but more importantly, the people who use it. Having a networked culture means that you can spread enthusiasm about transformation—as well as the expertise to implement it—much faster and with far less resistance than you could otherwise,” he says.

The Journey Continues

As I explain in Cascades, all too often an initial success gives way to inertia, backsliding and eventually, failure. The truth is, it’s not enough to just drive change, you also need to learn how to survive victory. You do that by focusing on culture and values, rather than on any one particular objective, so that you are constantly preparing for the next challenge.

These days, Experian is highly focused on leveraging artificial intelligence which, much like the shift to the cloud, is both a great opportunity and a potential problem. AI has the potential to vastly improve things like credit scores, but the algorithms can’t be a “black box.” To be effective, they must be auditable and explainable.

Experian’s Datalabs unit is hard at work creating more transparent AI algorithms, and making progress, but the technology will only be valuable if Datalabs scientists can work effectively with professionals from other divisions of the company. So Eric Haller, who leads Datalabs, set up a series of seminars to connect with the rest of the company.

“To implement this technology requires a certain amount of sophistication that is relatively rare,” he told me. “So not only were we putting information out there, through the connections we made we were also able to identify expertise throughout our company we were not aware of. Those new relationships have already opened up new possibilities for collaboration.”

What’s interesting and salient about how the network culture was built at Experian is how it all seems so mundane. Many firms have clubs, employee groups and volunteer efforts. Seminars aren’t particularly unusual, either. Yet it’s not any one program or platform, but how those initiatives are optimized to widen and deepen informal bonds across the organization, that makes the difference.

The truth is that, today, competitiveness is no longer determined by the sum of all efficiencies within a business, but the sum of all connections.

— Article courtesy of the Digital Tonto blog and previously appeared on Inc.com
— Image credit: Unsplash

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Avoid These Four Myths While Networking Your Organization

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Avoid These Four Myths While Networking Your Organization

GUEST POST from Greg Satell

In an age of disruption, everyone has to adapt eventually. However, the typical organization is ill-suited to change direction. Managers spend years—and sometimes decades—working to optimize their operations to deliver specific outcomes and that can make an organization rigid in the face of a change in the basis of competition.

So it shouldn’t be surprising that the idea of a networked organizations have come into vogue. While hierarchies tend to be rigid, networks are highly adaptable and almost infinitely scalable. Unfortunately, popular organizational schemes such as matrixed management and Holacracy have had mixed results, at best.

The truth is that networks have little to do with an organization chart and much more to do with how informal connections form in your organization, especially among lower-level employees. In fact, coming up with a complex scheme is likely to do little more than cause a lot of needless confusion. Here are the myths you need to avoid.

Myth #1: You Need To Restructure Your Organization

In the early 20th century, the great sociologist Max Weber noted that the sweeping industrialization taking place would lead to a change in how organizations operated. As cottage industries were replaced by large enterprises, leadership would have to become less traditional and focused on charismatic leaders and more organized and rational.

He also foresaw that jobs would need to be broken down into small, specific tasks and be governed by a system of hierarchy, authority and responsibility. This would require a more formal mode of organization—a bureaucracy—in which roles and responsibilities were clearly defined. Later, executives such as Alfred Sloan at General Motors perfected the model.

Most enterprises are still set up this way because it remains the most efficient way to organize tasks. It aligns authority with accountability and optimizes information flow. Everybody knows where they stand and what they are responsible for. Organizational restructures are painful and time consuming because they disrupt and undermine the normal workflow.

In fact, reorganizations can backfire if they cut informal ties that don’t show up on the organization chart. So a better path is to facilitate informal ties so that people can coordinate work that falls in between organizational boundaries. In his book One Mission, McChrystal Group President Chris Fussell calls this a “hybrid organization.”

Myth #2 You Have To Break Down Silos

In 2005, researchers at Northwestern University took on the age old question: “What makes a hit on Broadway.” They looked at all the normal stuff you would imagine to influence success, such as the production budget, the marketing budget and the track record of the director. What they found, however, was surprising.

As it turns out, the most important factor was how the informal networks of the cast and crew were structured. If nobody had ever worked together before, results were poor, but if too many people had previously worked together, results also suffered. It was in the middle range, where there was both familiarity and disruption, that produced the best results.

Notice how the study doesn’t mention anything about the formal organization of the cast and crew. Broadway productions tend to have very basic structures, with a director leading the creative team, a producer managing the business side and others heading up things like music, choreography and so on. That makes it easy for a cast and crew to set up, because everyone knows their place.

The truth is that silos exist because they are centers of capability. Actors work with actors. Set designers work with set designers and so on. So instead of trying to break down silos, you need to start thinking about how to connect them. In the case of the Broadways plays, that was done through previous working relationships, but there are other ways to achieve the same goal.

Myth #3: You Need To Identify Influentials, Hubs And Bridges

In Malcolm Gladwell’s breakaway bestseller The Tipping Point, he wrote “The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts,” which he called “The Law of the Few.” Before long, it seemed like everybody from marketers to organizational theorists were looking to identify a mysterious group of people called “influentials.”

Yet as I explain in Cascades, decades of empirical evidence shows that influentials are a myth. While it is true that some people are more influential than others, their influence is highly contextual and not significant enough to go to the trouble of identifying them. Also, a study that analyzed the emails of 60,000 people found that information does not need rely on hubs or bridges.

With that said, there are a number of ways to network your organization by optimizing organizational platforms for connection. For example, Facebook’s Engineering Bootcamp found that “bootcampers tend to form bonds with their classmates who joined near the same time and those bonds persist even after each has joined different teams.”

One of my favorite examples of how even small tweaks can improve connectivity is a project done at a bank’s call center. When it was found that a third of variation in productivity could be attributed to informal communication outside of meetings, the bank arranged for groups to go on coffee break together, increasing productivity by as much as 20% while improving employee satisfaction at the same time.

Myth #4: Networks Don’t Need Leadership

Perhaps the most damaging myth about networks is that they don’t need strong leadership. Many observers have postulated that because technology allows people to connect with greater efficiency, leaders are no longer critical to organizing work. The reality is that nothing can be further from the truth.

The fact is that it is small groups, loosely connected, but united by a shared purpose that drive change. While individuals can form loosely connected small groups, they can rarely form a shared purpose by themselves. So the function of leadership these days is less to plan and direct action than it is to empower and inspire belief.

So perhaps the biggest shift is not one of tactics, but of mindset. In traditional hierarchies, information flows up through the organization and orders flow down. That helps leaders maintain control, but it also makes the organization slow to adapt and vulnerable to disruption.

Leaders need to learn how to facilitate information flow through horizontal connections so people lower down in the organization can act on it without waiting for approval. That’s where shared purpose comes in. Without a common purpose and shared values, pushing decision making down will only result in chaos. It’s much easier to get people to do what you want if they already want what you want.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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39 Digital Transformation Hacks

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39 Digital Transformation Hacks

GUEST POST from Stefan Lindegaard

Here you get 39 hacks that can help yourself and your organization in its digital transformation efforts. The hacks are divided into these six main categories:

  1. Corporate Mindset
  2. Personal Leadership / Executives
  3. People – Mindset, Skills and Toolbox
  4. Organizational Structures and Processes
  5. Networking and Ecosystems
  6. Tools

This is work in progress and Grimur Fjeldsted, my co-author and partner at Transform XO and myself are very open to your feedback and input. Get in touch!

Here we go with the hacks.

1. Corporate Mindset

Strategy for a digital world: Your company needs new approaches to strategy that must be rooted in the belief that there is no such thing as a digital strategy; just strategy in a digital world. Besides crucial digital focus, your strategy approach must also be built on speed and flexibility which means that you must listen, adapt, experiment and execute better and faster than ever before – and than what your competition does.

Profitability: Digital acceleration should be geared towards driving economic benefits aimed of keeping – or developing – a healthy culture of profitability. So focus on growth and profitability and know that when setting up something new, it does not always mean that the old is bad. The key is to know the gaps and build the bridges.

Create a vision statement: You need a vision statement in order to build the narrative for the digital transformation your organization must undertake. Build upon the visions you already have in place, but have in mind that you need to think as if you are already in a digital world.

Align digital efforts to vision and overall corporate strategy: Executives – and later on their teams and the rest of the organization – need to think of digitalization as a tool to reach the goals stated in the corporate strategy – short, mid and long-term.

Ride the waves of merging industries: Exponential growth, mergers of technologies and disruption created by new business models will change the supply and value chains that make up the industries as we know them today. This will happen faster in some industries than others, but every company need to prepare themselves to be disrupted. Digital is a key enabler.

Be competitively unpredictable: Either your industry stays the same or it will be disrupted significantly in the coming years. The challenge is that you don’t know which scenario wins, so you need to prepare the organization to face either option. Agility is key for this. If you decide to be proactive on this and if you read the merging of industries right, you are on the way to become competitively unpredictable.

Develop the digital compass: Knowing where to go in the digital world is one of the biggest challenges. In this context, you must look at digital for operational elements as well as digital for transformation/innovation efforts. This covers all aspects of digital from social media, e-commerce, digital life to big data, artificial intelligence and IoT. It is difficult developing a digital compass so be ready to experiment to find the right way forward for your organization.

Step up the communication efforts: You have to develop a common understanding and a common language around digital transformation. Build your communication strategy on the above efforts.

2. Personal Leadership / Executives

Go from doing digital to being digital: Internal and external forces with a special focus on the shifts in customer expectations require new approaches for dealing with digital. Did you company react to these changes by doing digital or by being digital? Getting to know your patterns of action will help you on the long journey of understanding what digital transformation really is about.

Know the leadership challenges: Who leads on digital in your organization? Is digital leadership spread across silos, functions and business units or is it unified? Who has the ownership of the touch-points in the customer, supplier, innovation and other journeys? Do you have the capabilities and infrastructure to be data-driven or do you rely on your gut instincts? If the leadership team does not get this, all other efforts will be in vain.

Build a core team and give executives skin in the game: Set up a small core team with a mix of top level executives (at best led by the CEO him or herself) and people with the right mindset and skills towards digitalization. This team must make things happen and the key elements are to set the direction, build the belief and remove the obstacles for digital transformation. Don’t turn this into a talk, talk committee. It has to be action-driven and people – including the executives – need to be hold accountable for its success.

Focus on the root causes, not the barriers: Too many executives and their chosen teams keep fighting the barriers, but they will not go away if you don’t attack the root causes. Root causes are different for each organization. Know yours.

Bring Emotional Intelligence (EQ) into digital efforts: Develop your ability to have successful conversations with others, up, down, sideways, inside and outside the organization. The ability to empathize impacts employee engagement, retention and performance and it is critical to good teamwork. It it also critical for customer engagement and ecosystem driven innovation. This is about interacting rather than managing. It is important today and even more so in a growing digital world.

Identify the heroes and make space for the first rebels: Who sounds the alarm horn, when the rest of the organization steers towards the abyss? You need to identify the heroes who really make a difference for your digital transformation and you must beware that many of the future heroes might have the label of being a rebel today. Once you know what to look for in people and later on who the heroes are, make sure they are close to your inner circle.

Build belief, instill a sense of urgency: First, the executives and their teams must believe – and upgrade their own mindset and competences. Then, they must build belief within the organization and external stakeholders. Communication including networking and stakeholder management is key. The paradox is that this must be done with a sense of urgency that very few people can understand.

Manage speed plus complexity: Today, we all try to handle speed, but in the near future it will also be about handling complexity. The rising complexity gives leaders headaches, and thereby resistance to take the first steps towards change. Establish a collective realization to embrace change og listen and adapt much more dramatically than ever before. Maybe AI will soon help us on this.

3. People – Mindset, Skills and Toolbox

Asses your digital maturity: You need to assess not only the organizational maturity but also your personal maturity for digitalization. Once you know your starting point as well as your objectives, it becomes easier to develop in the right direction. You can find many assessment tools online although it can take some time finding one that works for you. We are working on this.

Know your network and skills: Assess your network and skills with regards to the elements that are the most important for your work and career issues today and in the near future. If you read this, you already know that digital is important. The next questions to consider are how you can grow your network in this direction and context.

Learn in new ways: You need to challenge yourself constantly in the next couple of years in order to keep up with the best – or just stay relevant. You can do this through reverse mentoring, taking classes at platforms like Singularity and Udacity and by expanding your network in directions that works for your new future. As a starter, you could look into exponential growth and how this brings along merging technologies and even industries.

Embrace the positive aspects: There are so many public perspectives on digitalization and they are both positive and negative. If you want to prosper in this new era, you must embrace the positive aspects and explore the opportunities while still keeping a healthy balance by having a realistic view and understanding of the less positive consequences. And remember that the worst you can do is to do nothing at all.

4. Organizational Structures and Processes

New ways of working: Explore the “new” ways of working which often includes buzz words such as lean, agile, experimentation, MVP, holocracy, RACI and boss-less management. Adapt the ways that can work within your organization and experiment on how to bring the past and future together.

Don’t act like a startup: You are not one, but you should still adopt a beginner’s mindset. This means you need to look at things with a fresh perspective, stay curious and be open for experimentation while learning from the failures that come along with experimentation.

Experiment, implement and standardize on digitalization: Set up small teams that work in new ways, capture the lessons learned from successes as well as failures and communicate strategically about this. Build from this to float more projects into the organization and consider establishing a new competence center. Validate and standardize well consolidated working methods across the corporation and focus on the next development.

Break down silos, review governance structures: Internal resistance is often caused by business units and functions that are working towards different objectives. This will be a major issue with digitalization as it has strong impact across the board. Assess the processes, policies and systems that prevent success in this context. Update.

Educate in new ways: Forget Harvard, INSEAD, London Business School and all the other business schools that are rooted in the last century. Ok, that might be a tad too much, but you should definitely find ways to complement traditional training and educational efforts with the offerings by the likes of Singularity University and Udacity. Learn by doing and train the trainers.

Work with HR – when/if they are ready: Most HR teams lack a strategic role when it comes to corporate transformation, digitalization and innovation. This is a paradox as everyone agrees that people are the key element here. This has to change and the core team need to help them upgrade their capabilities in this context. If successful, HR becomes a powerful partner as they have a strong influence on corporate training including the executive level.

Don’t go full frontal with learning activities: Before you push learning, use 3-6 months to influence the executives by sharing short pieces of information and insights that fit their specific situation and objectives in the context of digital transformation. Build further on this to help them develop their own ideas on how digital can help their personal agendas. Then, develop a program to upgrade their mindset, skills and toolbox (and for their key people and teams). Make it action-driven.

Note: several of the below hacks on networks and ecosystems are also highly relevant to organizational structures and processes.

5. Networking and Ecosystems

Digital business models are platforms based on networks and communities: Products have features, platforms have communities and networks. Platforms are connected, collaborative and scalable. You do not have to replace your current business models based on products as the digital business models often live alongside the traditional ones (at least for now). The key is to learn the new rules of strategy based on a platform-driven world or begin planning your exit.

Develop a networked business structure: A next generation organization is highly networked. It is plugged into physical as well as virtual assets and resources and entrepreneurial and industrial ecosystems on a global scale. The external strategic stakeholders (current and potential) must be identified and mapped based on their role in the value chain, business model ecosystem and/or supply chain. Better interaction and flow across ecosystems must be enabled.

The internal networked business structure: The same as the above needs to be done internally where the focus is also to break down silos. Here it is critical to know how to navigate the fine line between the existing corporate culture and the different culture that is often needed for a successful transformation. A mindset upgrade program must be initiated in this context, and key internal resources should get their feet wet fast.

Form a strategic alliance with IT: You cannot do it without them. But make sure IT also sees opportunities that everyone can pursue together rather than just risk that IT wants to shut down.

Be the accelerator for your ecosystems: Strive to become the accelerator that brings together your ecosystems and takes the lead in developing the services, processes and products needed for everyone to win with digitalization.

Win early and reap the benefits: The key benefit of being perceived as the thought/action leader within your industry and the preferred partner of choice within your (innovation) ecosystems is that your organization get the first look on new opportunities as well as the important heads-up on new directions within the industry.

Work with multi-layered approaches: Today, networking and ecosystems is not just organizations with its teams and people working with other organizations and their teams and people to form ecosystems. It is also the digital and virtual infrastructures of these companies and ecosystems. Furthermore, we need to have in mind that competition today is not between two or more companies, but between two or more ecosystems.

6. Tools

Current versus new services, systems and tools: What is already in place to facilitate digital transformation? How do we learn what else is needed? How do we get the new things and how do we bridge the new and the existing in ways that build competitive advantages? Getting the overview here is a job for the top executives. You might need new tools just to get this overview.

Tap into existing structures and opportunities for digital development: Many companies and service providers have been working on digital transformation for years. Just think of Watson in general (and their narrow approaches towards health and law) and the new partnership between IBM and Salesforce with regards to digital-driven sales structures. As above, you first need the overview and then you find out how to tap into what is already on the market and link this with your own efforts.

Metrics and KPI’s in a digital world: Many traditional metrics are outcome-driven in the sense that they are based on 1-3 year old decisions and the actions taken around these decisions. In the future, we need to balance traditional metrics and KPI’s with new ones that focus more on behavior in order to provide an overview of the corporate capabilities and a sense of the direction that the organization and its partners is taking. This is important in order to facilitate much faster strategy development processes and even faster responses to the markets.

Harness the power of big data: This will be the starting point for many organizations. You can start start small by forming data collection and insight teams and build up your analytical capabilities. But starting small does not mean that you should not invest heavily in this. If you are at this stage, you are years behind and you have to catch up fast.

Use digital to work smarter, not harder: What good are all the tools if they do not enable your organization to work smarter rather than harder?

Thanks!

Image Credit: Unsplash

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How Networks Power Transformation

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How Networks Power Transformation

GUEST POST from Greg Satell

In February 2004, Viacom announced that it would spin off Blockbuster Video into its own independent company, which gave its CEO, John Antioco, the opportunity to begin addressing the disruptive threat emanating from Netflix head on. He developed a viable strategy, executed it well, but in the end his efforts were for naught.

Around the same time General Stanley McChrystal was tapped to take command of Special Forces in Iraq. Much like Antioco and Blockbuster, he faced a disruptive threat in the form of Al Qaeda that, using unconventional tactics, threatened to thwart his efforts. Unlike Antioco, however, McChrystal succeeded brilliantly.

We tend to think about transformation in terms of strategy and tactics, but if that was all there was to it, Blockbuster would still be thriving today. As I explain in Cascades, the difference between Antioco and McChrystal wasn’t that one had a good plan and the other didn’t, but that McChrystal saw that he had to rewire the networks in his organization.

Why Blockbuster Really Failed

Today, Blockbuster is a cautionary tale, but for all the wrong reasons. When the spinoff was announced, Antioco moved quickly to build an online rental business and remove the late fees that so many found annoying. Later, in 2006, he created the Total Access program that allowed customers rent DVDs online and return them in stores.

The convenience of the Total Access program was something that Netflix couldn’t match and almost immediately Blockbuster began to surpass Netflix in adding new subscribers. Yet within a few months, a compensation dispute arose between Antioco and the corporate raider Carl Icahn, who had gotten control of the company. Antioco left, the new CEO reversed the strategy and Blockbuster declared bankruptcy in 2010.

The tensions had actually been building for some time. Antioco’s shift to the online business made franchisees, many of whom had their life’s savings tied up in Blockbuster stores, uneasy. The changes were also costly, which depressed earnings and made investors and analysts skeptical. The stock price cratered.

It was the low stock price that led Icahn to buy up stock in Blockbuster, a proxy fight that allowed him to take control of the company’s board, the compensation dispute, Antioco’s departure and the reversal of the strategy. What really killed Blockbuster wasn’t external competition, but internal opposition.

Addressing The Internal Struggle

While Antioco framed the challenge Blockbuster faced largely in terms of strategy and tactics, McChrystal saw his task as an internal struggle. His forces were among the best in the world and were winning every battle. Yet somehow, they were losing the war and losing it badly.

As McChrystal would later write, “the world had outpaced us. In the time it took us to move a plan from creation to approval, the battlefield for which the plan had been devised would have changed. By the time it had been implemented, the plan—however ingenious in its initial design—was often irrelevant.”

So instead of trying to come up with better plans, McChrystal sought to change how his organization functioned. The problem, as he saw it, was one of interoperability. His forces needed not only to work with each other, but also partner agencies and other stakeholders, in order to succeed.

“I needed to shift my focus from moving pieces on the board to shaping the ecosystem,” McChrystal would remember. The moves paid off. The tide of the war soon shifted and the forces under his command would achieve their major objectives.

Rewiring Networks

The main difference between Antioco and McChrystal had less to do with their actions than it did with their mindsets. Where Antioco saw his task in terms of planning and execution, McChrystal saw his in terms of connection. “We began to make progress when we started looking at these relationships as just that: relationships— parts of a network, not cogs in a machine or outputs and inputs,” he would later write.

Antioco would take a very different approach. He set up the Blockbuster Online team in a warehouse down the street its Dallas headquarters. That allowed him to pursue the online strategy with little disruption to operations in the core business, but it also allowed suspicion and fear to fester and grow.

McChrystal, on the other hand, moved to forge links anywhere he could. He started embedding intelligence analysts into commando teams and vice versa. Liaison officer positions, traditionally given to marginal performers or those nearing retirement, were now earmarked for the very best operators.

Moves like these slowed down the individual teams — commandos in business suits placed at embassies don’t kill many terrorists — but that wasn’t the point, building networks of trust and interoperability was. Over the next few years, the effectiveness of his organization improved markedly and overall operating efficiency improved by a factor of seventeen.

Rethinking Leadership For A Networked Age

To a large degree, the most important difference between Antioco and McChrystal was how they saw their role as leaders. Antioco was truly a brilliant strategist and had built an enormously successful career devising effective plans and driving efficient execution. He had encountered opposition before, but had always been able to prevail by showing results.

McChrystal came to see things differently. “I began to reconsider the nature of my role as a leader,” he would later write. “The wait for my approval was not resulting in any better decisions, and our priority should be reaching the best possible decision that could be made in a time frame that allowed it to be relevant.

In other words, where Antioco saw a vertical hierarchy for carrying out tasks efficiently, McChrystal saw a horizontal network of connections which needed to be cultivated. Where Antioco built a strong senior management team to drive his strategy, McChrystal forged shared values throughout his organization so that units could act independently.

The truth is that we need to reimagine leadership for a networked age to focus less on driving strategy and tactics and more on widening and deepening connections in networks. Or, as McChrystal put it, “The role of the senior leader was no longer that of a controlling puppet master, but that of an empathetic crafter of culture.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Innovation and Transformation Advisory and Connection Opportunity

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Innovation and Transformation Advisory and Connection Opportunity

Braden Kelley has been focusing on human-centered change and innovation for more than twenty years, bringing in elements of design thinking, customer experience, employee experience and digital transformation as needed.

On November 18, 2022 our founder will be in New York City (Midtown Manhattan) and available to connect for any of the following purposes:

  • Private keynote or workshop for your organization

  • Certification session on the Change Planning Toolkit™ and/or FutureHacking™ sets of tools for your team

  • Featured keynote speaker or workshop for a sales event or conference

  • Advisory session to provide input on a specific innovation project or your overall innovation or transformation program

  • Audio or video podcast appearance

  • Grab a coffee or a meal — to connect or reconnect

  • Or, if you think Braden should interview you on camera to join the video interviews he’s done with luminaries like Dean Kamen, Seth Godin, Dan Pink, Roger Martin, Kevin Roberts, and most recently – PepsiCo’s Chief Design Officer Mauro Porcini – Braden will bring his video camera!

If you work in Manhattan or are willing to travel in from elsewhere in the greater New York City metropolitan area (or the world) and are looking to increase the innovation or transformation capabilities of your organization or to de-risk an innovation project by getting an outside perspective, or just to connect, contact Braden to book time on November 18, 2022.

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