{"id":13896,"date":"2018-10-15T12:32:58","date_gmt":"2018-10-15T12:32:58","guid":{"rendered":"https:\/\/www.icebreakerexecutive.com\/?p=13896"},"modified":"2018-10-15T12:32:58","modified_gmt":"2018-10-15T12:32:58","slug":"2018-conferenceexcellence-in-leadership-what-does-excellence-look-like","status":"publish","type":"post","link":"https:\/\/winningthinking.co.uk\/?p=13896","title":{"rendered":"2018 Conference\u201cExcellence in Leadership\u201d. What does &#8220;Excellence&#8221;\u200b look like?"},"content":{"rendered":"<div id=\"ember6599\" class=\"ember-view\">\n<div class=\"reader-article-content\" dir=\"ltr\">\n<h2><strong>Why attend?<\/strong><\/h2>\n<p>I was invited to attend the 2018 \u201cExcellence in leadership\u201d conference. It was a good diverse event. I attended for my personal development and to check and challenge the winningthinking.uk process vs. alternative corporate strategies and to learn how tech artificial intelligence is being adopted.<\/p>\n<p>There was nothing to allay my fears that tech \/ AI is fear driven undermining the associated self-fuelled fear decision making to our overall detriment. Here is a macro level summary of what we think will pan out \/ is materialising now:<\/p>\n<p><iframe class=\"center\" 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data-li-src=\"https:\/\/www.linkedin.com\/pulse\/api\/edit\/embed?embed=%257B%2522type%2522%253A%2522video%2522%252C%2522title%2522%253A%257B%2522localized%2522%253A%257B%2522en_US%2522%253A%2522Why%2520is%2520developing%2520our%2520thinking%2520the%2520means%2520of%2520coping%2520with%2520the%2520%2523tech%2520challenges%253F%2522%257D%257D%252C%2522description%2522%253A%257B%2522localized%2522%253A%257B%2522en_US%2522%253A%2522This%2520is%2520%255C%2522Why%2520is%2520developing%2520our%2520thinking%2520the%2520means%2520of%2520coping%2520with%2520the%2520%2523tech%2520challenges%253F%255C%2522%2520by%2520WinningThinking.uk%2520on%2520Vimeo%252C%2520the%2520home%2520for%2520high%2520quality%2520videos%25E2%2580%25A6%2522%257D%257D%252C%2522author%2522%253A%257B%2522name%2522%253A%2522WinningThinking.uk%2522%257D%252C%2522provider%2522%253A%257B%2522name%2522%253A%2522Vimeo%2522%252C%2522display%2522%253A%2522Vimeo%2522%252C%2522url%2522%253A%2522https%253A%252F%252Fvimeo.com%252F%2522%257D%252C%2522request%2522%253A%257B%2522originalUrl%2522%253A%2522https%253A%252F%252Fvimeo.com%252F270423986%2522%252C%2522finalUrl%2522%253A%2522https%253A%252F%252Fvimeo.com%252F270423986%2522%257D%252C%2522images%2522%253A%255B%257B%2522url%2522%253A%2522https%253A%252F%252Fi.vimeocdn.com%252Fvideo%252F701711867_295x166.jpg%2522%252C%2522width%2522%253A295%252C%2522height%2522%253A166%257D%252C%257B%2522url%2522%253A%2522https%253A%252F%252Fi.vimeocdn.com%252Ffilter%252Foverlay%253Fsrc0%253Dhttps%25253A%25252F%25252Fi.vimeocdn.com%25252Fvideo%25252F701711867_1280x960.jpg%2526src1%253Dhttps%25253A%25252F%25252Ff.vimeocdn.com%25252Fimages_v6%25252Fshare%25252Fplay_icon_overlay.png%2522%252C%2522width%2522%253A1280%252C%2522height%2522%253A960%257D%255D%252C%2522data%2522%253A%257B%2522com.linkedin.treasury.Video%2522%253A%257B%2522html%2522%253A%2522%253Ciframe%2520scrolling%253D%255C%2522no%255C%2522%2520allowfullscreen%2520src%253D%255C%2522%252F%252Fmedia.licdn.com%252Fembeds%252Fmedia.html%253Fsrc%253Dhttps%25253A%25252F%25252Fplayer.vimeo.com%25252Fvideo%25252F270423986%25253Fapp_id%25253D122963%2526amp%253Burl%253Dhttps%25253A%25252F%25252Fvimeo.com%25252F270423986%2526amp%253Btype%253Dtext%25252Fhtml%2526amp%253Bschema%253Dvimeo%255C%2522%2520width%253D%255C%2522480%255C%2522%2520frameborder%253D%255C%25220%255C%2522%2520class%253D%255C%2522embedly-embed%255C%2522%2520height%253D%255C%2522360%255C%2522%253E%253C%252Fiframe%253E%2522%252C%2522width%2522%253A480%252C%2522height%2522%253A360%257D%257D%257D&amp;signature=AaaRk5lGVwvJj9GlFuEl0n9WN_Nw\" data-mce-fragment=\"1\"><\/iframe><\/p>\n<h2><strong>Exec summary<\/strong><\/h2>\n<h3>The Human boxes to tick and the response<\/h3>\n<p>The tech responses are bizarre to the focus on Mental health week, reaching full human potential, pushing trust, wellness, Psychological safety, trust etc yet actions being taken pushing the antithesis \u2013 AI, values &amp; control that create a tyranny of tolerance and reduce psychological safety.<\/p>\n<h3>Digitisation and tech &#8211; what is creating value<\/h3>\n<p>Standard digital platforms such as Heineken to control demand make it very easy for another to replicate. This will end up with a price fight as differentiation become lost overnight. Hard to replicate Tech platforms such as Starling Bank are harder to to replicate. It seems obvious that the tech \/ data dominated platforms will ultimately dominate because this tech position differentiation is determined by scale. China best demonstrate this; Didi JD etc and in the ROW Amazon.<\/p>\n<h3>Best tech practice<\/h3>\n<p>The most persuasive strategies were human centric, IBM and Farfetch (google background). The tech and HR centred sessions in the main were far less coherent. Tech perspective was narrow and insular and there was no sign of an AI \/ tech business case. Starling Bank was the best example of how they used technology to achieve back office efficiency to create their offer.<\/p>\n<h2>WT learning refinements:<\/h2>\n<p>The content is fine the strategy to integrate into a corporate crosses all boundaries, so presents an interesting challenge to integrate, &#8220;how does this fit in with my level 5 leadership program&#8221;. In summary it replaces many tools by creating a standard set of short tools to create an outcome that is bespoke to the individual to tick the human boxes above&#8230; great news!<\/p>\n<h2><strong>The sessions<\/strong><\/h2>\n<p>If you have an attention span of a gnat like me here is a bulleted summary of the sessions.<\/p>\n<h3>Dyson Session<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Artificial intelligence implementation only 10% effective<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Dyson No sign of a digital business plan<\/p>\n<p>WT observation: What is the business plan for AI \u2013 is it irrational and fear driven<\/p>\n<h3>Skanska<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Tools<\/p>\n<p>o\u00a0\u00a0Code of conduct \u2013 whistle blower: flush out ethical issues<\/p>\n<p>o\u00a0\u00a0Recruiting to values<\/p>\n<p>o\u00a0\u00a0Commitment vs culture 4 box matrix<\/p>\n<p>o\u00a0\u00a0Inclusive environment \u2013 all speak up<\/p>\n<p>WT observation: this is a tyranny of tolerance<\/p>\n<p>Qn: how much is being driven underground?<\/p>\n<h3>KPMG<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Engagement defined by overlap between industry and organisation<\/p>\n<p>o\u00a0\u00a022% more profitable if people are engaged<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Recruit for Cultural fit<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Millennial&#8217;s are different, (or have the rest become conditioned don\u2019t know what good looks like?)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Over engaged burn out<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Regular engagement surveys (no different actions re engagement \u2013 defined wrong?)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Managing 5 generations, how to engage (misnomer?)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Less central learning decentralised and bespoke (if non std how measure?)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Companies with high levels of Trust 186% outperform rest<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Trust 4 box matrix well-being vs reliability<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Psychological safety means to speak up (people are in a tyranny of tolerance so impossible)<\/p>\n<p>WT Observation: Recruit for Cultural fit undermines diversity. This is closing much human value and will create blind spots. WT is decentralised and creates a bespoke outcome with the same input, leverages diversity. Is the question employee engagement or how do we engage with each other?<\/p>\n<h3>Heineken<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Front end consumption strategy to stay in control; convergent business model<\/p>\n<p>o\u00a0\u00a0Business led not tech led<\/p>\n<p>o\u00a0\u00a0Own replenishment business, local be spoking for customers<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Threat \u2013 with a digital replenishment interface \u2013 it\u2019s easy to switch front end to another convergent model<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Ferrari vs 12 fiats \u2013 centralised centre of excellence<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Value: product; expertise; engagement (engagement hardest part of tech, still use people)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Digital value: new customers; increase margin; revenue \/ customer; new revenue streams efficiency<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Success lousy learner: Test and learn fast<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Decisions are reversible<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Control your tech and product \u2013 own yourself (dilutes tech and scale vs mega convergent models such as Didi JD, amazon etc)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Change management most challenging aspect, mindset changes (WT\u2026)<\/p>\n<p>o\u00a0\u00a0Ordinary people doing special things \u2013 best they can be (WT\u2026)<\/p>\n<p>o\u00a0\u00a0Remove obstacles, deliver expectations (WT\u2026)<\/p>\n<p>o\u00a0\u00a0Flea in jar can\u2019t jump any higher than the jar<\/p>\n<p>Heineken Digital strategy is making them very easy to switch to another mega player will they be usurped by one of the emerging convergent giants; amazon, Alibaba, Didi, JD etc, unlikely to be able to stay ahead in tech. what is the value of the brand vs front value of managing demand?<\/p>\n<h3>Panel &#8211; I can\u2019t wait for my boss to be a robot!<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Data is central to success<\/p>\n<p>o\u00a0\u00a0Google etc have the data to lead, and influence decision making<\/p>\n<p>o\u00a0\u00a0Data right up front<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0People not investing in AI, no long-term view of risks, don\u2019t know etc!<\/p>\n<p>o\u00a0\u00a0Is it OK not to know?<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0If engagement is so low working for a human will working for a machine be a problem<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Blackstone VC operates with almost zero people!<\/p>\n<p>WT observations: narrow tech view or risks, piecemeal approach, very little knowledge of people well-being or management \/ leadership. Working for a machine better \u2013 scary lack of insight into the people aspects<\/p>\n<h3>Farfetch Kym Wylie<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0chasm between \u2013 \u201cWho wants change\u201d vs \u201cwho wants TO change?\u201d<\/p>\n<p>o\u00a0\u00a0push \u2013 push back<\/p>\n<p>o\u00a0\u00a0people are wired to resist change \u2013 safety response<\/p>\n<p>o\u00a0\u00a0uncertainty \u2013 we can\u2019t process, worst state<\/p>\n<p>\u00a7\u00a0tell bad news better than NOT \u2013 avoid uncertainty<\/p>\n<p>o\u00a0\u00a0inclusion \u2013 excluded triggers brain in the same way as physical pain<\/p>\n<p>\u00a7\u00a0contribute \u2013 be part of it<\/p>\n<p>o\u00a0\u00a0problem solving<\/p>\n<p>\u00a7\u00a0adrenaline feel good, solve own problems<\/p>\n<p>o\u00a0\u00a0realistic expectations<\/p>\n<p>\u00a7\u00a0not fulfilled cheated<\/p>\n<p>o\u00a0\u00a0simplify \u2013 fight of flight<\/p>\n<p>\u00a7\u00a0so much complexity kills innovation<\/p>\n<p>\u00a7\u00a0how balance sharing without overwhelming<\/p>\n<p>o\u00a0\u00a0leadership actively and visibly involved, led by example<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0ranked &#8211; best characteristics for performance (google project oxygen)<\/p>\n<p>a.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0psychological safety<\/p>\n<p>b.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0dependability<\/p>\n<p>c.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0structure and clarity<\/p>\n<p>d.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0meaningful<\/p>\n<p>e.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0personal impact<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0change structure<\/p>\n<p>a.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0head \u2013 rational why relevant<\/p>\n<p>b.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0heart \u2013 include emotional connection<\/p>\n<p>c.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0feet \u2013 have the skills \/ knowledge to move forwards<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0greatest danger is not turbulence but to act with yesterday\u2019s logic<\/p>\n<h3>Starling Bank<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0deployed digital to streamline back office processes,<\/p>\n<p>o\u00a0\u00a0open accounts etc, ease of use<\/p>\n<p>o\u00a0\u00a0leverage other products through same platform<\/p>\n<p>\u00a7\u00a0reducing need to input the same data multiple times and create links etc<\/p>\n<p>o\u00a0\u00a0revenue model, interest on deposits, intro fees etc<\/p>\n<p>o\u00a0\u00a0free banking accounts<\/p>\n<p>\u00a7\u00a0some challenged if overseas, bank statements etc<\/p>\n<p>o\u00a0\u00a0no IT department \u2013 business focus<\/p>\n<p>o\u00a0\u00a0others leverage tech platform<\/p>\n<p>WT comment: very impressive use of tech to create differentiation through simplification that is probably hard to replicate but for how long?<\/p>\n<h3>Session Accelerating delivery and performance<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Wargaming \u2013 predict and prepare for challenges (WT \u2013 cluster \/ review approach)<\/p>\n<p>o\u00a0\u00a0Pressure test solutions off line<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0former GSK \u2013 change processes in parallel;<\/p>\n<p>o\u00a0\u00a0Project management, agile, six sigma, organisation<\/p>\n<p>WT comment: WT does all in parallel, relationship transformation holds together in tough times<\/p>\n<h3>IBM session<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Interaction of tech and people +\/-<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Change is always somebody\u2019s else\u2019s challenge?<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Status quo is very strong<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a02000 UK retail stores closed: multi pressures, 25% UK people employees in retail<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Retail is all about people<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Reach full potential humanity<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Issues start in board room: not teams, inconsistent<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Grant head-space to do better, permission to challenge<\/p>\n<p>o\u00a0\u00a0Step over boundaries<\/p>\n<p>o\u00a0\u00a0Shrinkage 21 factors in 13 teams no one owns<\/p>\n<p>o\u00a0\u00a0Capital allocation from front<\/p>\n<p>o\u00a0\u00a0Mix it up discomfort<\/p>\n<p>o\u00a0\u00a0Provocative \u2013 identify opportunities \u2013 requires permission to challenge<\/p>\n<h3>Role of technology in HR<\/h3>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Mckinsey 2017 50% of jobs automated by 2030, WEF 2018 52% jobs automated by 2025<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0HR not have an appetite low adoption for technology (have no choice in tech?)<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Tech coaching content \u2013 accessibility and bespoke<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Wellness vs AI!?<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Business plans for AI \u2013 retain people side<\/p>\n<p>WT comment: Asked: what in the workplace enables mental wellness and how does tech affect mental wellness? No answer \u2013 ridiculously flawed<\/p>\n<p>Microsoft<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Vision PC on everyone\u2019s desk \u2013 lost its impact for years, so new CEO reinvented to define purpose against<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Product optimise ops, empower, engage new org \u2013 feeds product<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Scarcity of talent \u2013 management of pipeline<\/p>\n<p>o\u00a0\u00a0Process to get talent faster<\/p>\n<p>o\u00a0\u00a0Recruit for behaviours not skills<\/p>\n<p>o\u00a0\u00a0Growth mindset; more fail more learn<\/p>\n<p>o\u00a0\u00a0Don\u2019t recruit silver bullets \u2013 manage headroom and transition to fill gaps<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Accelerate learning a-z<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Recruit to fit with organisation not boss<\/p>\n<p>WT comment: top level vision must be simple and relevant. growth mentality and means of closing gap is the means to realise potential.<\/p>\n<p>SIG HRD &#8211; Justification for HR being on the board<\/p>\n<p>\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Perfectly illustrated demonstrated how HR follow and don\u2019t lead<\/p>\n<p>WT Comment: talent management \/ growth mentality, are enabled through the right behaviours must be executed at line management level. WT does that<\/p>\n<p>The www.winningthinking.uk website will be back up tomorrow sometime!<\/p>\n<p>Cheers Tom<\/p>\n<\/div>\n<\/div>\n<div class=\"reader-flag-content__wrapper mb4 clear-both\" data-ember-action=\"\" data-ember-action-6600=\"6600\"><\/div>\n","protected":false},"excerpt":{"rendered":"<p>Why attend? I was invited to attend the 2018 \u201cExcellence  [&#8230;]<\/p>\n","protected":false},"author":5,"featured_media":13897,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"gallery","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-13896","post","type-post","status-publish","format-gallery","has-post-thumbnail","hentry","category-uncategorized","post_format-post-format-gallery"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>2018 Conference\u201cExcellence in Leadership\u201d. 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