Leading in a Digital Enterprise – the soccer model

Leading in a Digital Enterprise Dr. Peter Schütt Leader Enterprise Collaboration Solutions Strategy IBM Deutschland GmbH

Dr. Peter Schütt, IBM Deutschland GmbH

Digital Transformation: how it changes the focus

Connectivity

Interactivity

Awareness

Intelligence

Organization-centered Asymmetric Information asymmetry restricts coordination Incidental Individual offered a one-time transaction Segmented Individual is unknown An assumed Transactional Passive learning Through direct relationship

Individual-centered Flexible Supply chain is transparent and automated Integrated Linked individual / organization and digital / physical Tailored Individual is known and unique Responsive Data supported learning and decision making

Source: IBM Institute for Business Value

Everyone-to-Everyone (e2e) Orchestrated The ecosystem is collaborative and seamless Symbiotic Everyone and everything is mutually interdependent Contextual Experience is calibrated and relevant to actions and needs Cognitive Self-supported leaning and predictive capabilities


The shift in what you intend to lead (A simplifying adoption of Dave Snowden’s Cynefin sense making model)

Classical Organization (bureaucracy)

Teams Networks

Individuals (“Mavericks”)

simple

“given”

complex

“self…”


The transition to a digital Enterprise

The impact is huge

The organization has to become agile and flexible

This also effects how we will work

… and leadership


Peter Drucker (1909-2005)

Ordinary Teams

Soccer

Symphony Orchester

Hospital Team

(-> fixed positions)

Board of Directors

Double Tennis

Jazz Combo

(-> prefered positions)

How to optimize team work? (Book: Post-Capitalist Society, 1994)


Thomas Müller

Baseball Soccer

What is the difference?

„As“ a team „in“ a team


Austin Kafentzis, Player of the Year 2011 Thomas Müller

American Football Soccer


See for details: Magee,John Otto: Verstehen sich Deutsche und Amerikaner – Von den kommunikativen Hürden im transatlantischen Business, Berlin, Cornelsen, 2009 (in German)


Transition to a networked organization

8

1. Organization and Culture

Guiding principles

(incl. values, career paths, promotion criteria)

How to lead people (incl. motivation)

Personal & team goals (incl. how to come to ..)

Organization & Culture

3 Dimensions of Change

Processes IT

Peter Schuett’s “3D-KM Model” (2003)

more

Largely HR tasks !


How to lead people – the soccer example

Jürgen Kliensmann 2004-2006 Coach of Germany’s men’s national Soccer team

Since 2011 Coach of the United States men's national Soccer team

What he brought in to manage the high performance team in 2006:

- (Marketing-) Manager (Oliver Bierhoff)

- Fitness Coach

- Scout (Urs Siegenthaler) - Videos about competitors

- Pattern recognition

- E-Mail/Web&Video Conferences


How to lead people – the soccer example

Jürgen Klopp 2008-2015 Coach Borussia Dortmund

Since 2015 Team Manager FC Liverpool

What he did/does to motivate his team

• Brought in motivation coach Peter Boltersdorf

• Believes in „self motivation“ (… like Peter Drucker)

• Leadership skill: makes smart suggestions

• Mental Contrasting ( „Sets clear goals, anticipates problems, drafts potential solutions“)

• It is dangerous and thus a major responsibility to handle it properly

What critics said in 2014/15:

• The Team became too uniform to be able to handle unexpected situations


What Coaches do Win!

Define the strategy and the tactics

Invent new ways to play, be adaptive

Decide who will play (later changes possible)

Drive the motivation (individual & team)

Ensure the fitness of the players

Manage who is and will be member of the team

Keep the eco system happy


What changes for Managers?

Managers are “managers” – not best deep dive technical experts

Command & Control is a methodology of the past (apart from niches)

Acceptance is achieved by personality – not with “s/he knows everything”

They still decide … the important things

Customer relationship stays key


More changes in the future?

• Yes


Thomas Müller Google Car (Prototype 2014)

Autonomous Player Autonomous Car



Google Car (Prototype 2014) Google Glass

Source: http://www.edrants.com/wp-content/uploads/2013/03/googleglassimage.jpg

Centrally managed Car Centrally supported Person

What is the difference


The big question

What will happen if the senior manager says “yes” and the cognitive system says “no”?

It will come. We have to prepare for it.

Dr. Peter Schütt

Leader Enterprise Collaboration Strategy

Collaboration Solutions DACH

IBM Deutschland GmbH

IBM Allee 1

71139 Ehningen

Phone: +49-171-5527934 eMail: [email protected]

LinkedIn: http://de.linkedin.com/in/peterschuett - XING: http://www.xing.com/profile/Peter_Schuett3

Blog: http://schudigital15.wordpress.com Twitter: @schu

Thank you!

Zweite, stark überarbeitete Auflage. November 2015, http://ibm.biz/BdHZhN

tel:+49-7034-643-1016

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mailto:[email protected]



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http://schudigital15.wordpress.com/

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Leading in a Digital Enterprise – the soccer model

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