Revealed! Leadership secrets for a digital enterprise

|October 8, 2015 0

MUMBAI, INDIA: Leadership must understand the critical forces driving digital to the core of products and services and learn how to remap their industries and remodel their enterprises.

In the book, Digital To The Core: Remastering Leadership For Your Industry, Your Enterprise, and Yourself, launched this month, Mark Raskino, Vice President and Fellow, and Graham Waller, Research Vice President, Gartner, explained how leaders can remap their industry, remodel their enterprise and remake themselves.

Listed below are some success mantras to master leadership levels and digital forces. Take a look at the leadership secrets:
Resolution revolution: The effect of being able to see and sense what is happening in both the physical and digital worlds in greater fidelity and detail, and then understanding and controlling things, events and outcomes.



Compound uncertainty: The combined and complex effects of digital change that undermine and shift the mindsets, structures and practices on which leaders have previously relied. The key uncertainties are in three areas: technology, culture and regulation.

Boundary blurring: The merging of digital and physical world’s leading to alterations in the core products, propositions and possibilities for industries as we know them and softening the dividing lines between industries. The effect then cascades across ecosystems, enterprises, people and things.

Remap your industry: How must your worldview change and what fundamental industry paradigms must you rethink?

Remodel your enterprise: What does your enterprise need to become and how will you redefine your company?

Remake yourself: Who do you need to be and how must you remake yourself to thrive as a leader in the digital era?

“There is no simple strategic method for dealing with the multidimensional nature of digital change. Even the sharpest leaders can become disoriented as change builds on change, leaving almost nothing certain,” said Waller. “Within the context of the disruptive forces, the task is to commit to leading at three different levels: industry, enterprise and self.”

“Digital is no longer a backing vocal; it has moved center stage to become part of the main act,” said Raskino. “To get yourself out of the chorus line you will have to remodel your enterprise so that it can create and serve the new kinds of value demanded by customers in a digital world. And you will have to remake yourself as a leader, taking on new skills and new personas, and be prepared to engage new kinds of professionals and apply new thinking tools. Together, the three digital forces and three leadership levels create the framework for taking digital to the core of your business and leadership style.”

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