Hello again. Before we drive into the new technologies and their capabilities,

I would like to share with you some of

the best practices for leading the digital transformation.

This session will provide with food for thought on how to transform

yourself and your organization to become a winner in the next industrial revolution.

Innovation of new technologies and business models are much easier with a mindset,

and prioritization that supports an innovative, and learning culture.

Because innovation is the ultimate competitive differentiator in our times today.

The acquisition movement and harvesting of ideas

define the very essence of successful organizations.

Conversations and collaboration, not task are

the basic blocks of organizational performance in this innovation requirement.

It really requires creative approaches.

The innovation economy is essential to compete.

Barriers to entry are falling and efficiencies and arbitrage opportunities are further

eliminated and access to

funding mentors infrastructure network is growing across the globe.

So small teams that can innovate quickly are often outperforming large organizations.

We are in a time of radical transformation are be thought it

was fixed and unchangeable will very very likely change.

And if history and evolution have taught us one thing,

it's not the strongest of the species that survive,

or the most intelligent,

but it's those that are most responsive to change.

As we said earlier,

innovation requires learning from mistakes.

So as an organization and as an individual,

we must have the willingness to take risks.

We need grit, working hard when it becomes difficult and pushing through.

We need resilience when we are failing because we will fail.

So we need to be able to get up and try again.

We need to have the ability to fail fast and learn from those failures,

and turn them into more success going forward.

It's top of mind for business leaders that

the digital transformation is essential for their organizations to survive.

It's also a cultural shift where

often they don't find the right skills in the marketplace.

That's actually the most commonly cited barrier for

digitization for CIOs is finding people with the right skill set.

42 percent of chief information officers today that they want to hire,

search for people that have tech and business backgrounds combined.

Organizations cannot transform unless the people do.

The leaders of the organization embrace digital first to track transformation,

and harness the information to change the way they can do business.

And it requires new skills in the workforce.

The World Economic Forum made it quite clear looking at

the top 10 skills available and requests are required in 2015.

Things are complex problem solving,

coordinating with others, and people management are the top three of the list.

But what about 2020?

It's changing. Things like critical thinking and creativity are now in

the top two positions of skills required to be successful in our modern world.

Have the courage to embrace the fine balance of art and science,

linking technology with our full humanity bringing

the creative potential and the opportunities of technologies together.

I believe the agile digital transformation leaders foundational beliefs,

need to include four core assets.

They need to be able to embrace change and uncertainty.

They want to be learning through trial and error,

redefining success in a way that also includes failure and learning from them.

They also align themselves on the purpose continually,

and are clear that the customers defines the value always.

It requires a rebalancing of values.

While traditionally, we have focused as leaders on maximizing efficiency,

in the modern world,

maximizing options becomes more far one important.

Instead of optimizing the labor force,

we need to nurture the human potential to

drive innovative potential out of our workforce.

And in a world where lots of data is available,

and lots of things are changing,

often instead of having a very deep analysis choosing

action might be the wiser cause, and wiser decision.

We can't know everything but we can try to drive deeper understanding.

And instead of having rules that tell us what to do,

we're creating rules of engagement.

As leader, I think it's more important to listen than to speak.

To invite change instead of protecting the status quo,

to allow and encourage contrary opinions because there's so much we don't know,

so we're trying to learn.

And aligning around a purpose versus short term profits for our organizations.

Often, we tell our leaders and customers we're working with to follow

four simple rules to drive

their organization culture towards an innovative and culturally inclusive environment.

Modern software development really practices this.

Practices that are working for digital transformation.

We call them invite,

empower, experiment, and respond.

Let me elaborate.

The first step is invite.

We're really inviting people to work with us on a shared vision.

We grow an open network of diverse voices with

high transparency of people that like work with other,

and have access to the information to come up with the most creative ideas.

The second step is empowerment.

Empower the teams, empower the individuals,

remove barriers to the individual and the team creativity to come up

with new solutions that are delighting our customers.

The third key value is experiment.

Harnessing the scenario cycle we discussed earlier,

and really increasing the time and space for learning within an organization.

And be responsive, shorten the time between ideas and actions,

stay in tune with your customers as well as the employee network and adapt frequently.

Why do many transformation projects fail?

Drucker was quite clear,

it says 80 percent of failure is due to the neck of a compelling and shared vision.

So we need to make sure we have the compelling vision that

is a remedy for the status quo because systems are inert and stable.

People are comfortable with the status quo and stability,

they don't really want to change.

And authoritarian rules and best practices and micromanagement,

they're all there to support the status quo.

So a compelling vision can show the system,

why it needs to change and overcome the inertia and then you can succeed.

You can clearly define a problem you're solving.

You have clearly defined what's the end result look like.

You have developed a strategy to support the vision.

You have a team that works relentlessly towards

that vision with clear deliverables and accountability.

You have an organization that is committed to be learning and you

create a corporate culture that fosters and rewards that learning.

And your ongoing reevaluate your values.

Because value in a project is really not measured in milestones and

budget entertainment anymore but in

customer satisfaction and broader business impact metrics.

We drive them with collaboration.

Innovation, and creativity of

the success factors for individual organizations going forward.

I think that is your opportunity.

The change will be fundamental and business is technology,

processes is structures and people.

The technology and customer oriented leader are positioned to drive,

and realize the vision,

and the image of the future.

I am excited to learn from you.

How the combination of the new information technologies,

and a new way of management transforms you, and your organization.

Leading for innovation

New Technologies for Business Leaders

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