Leaders Creating the Uncorporation
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1) The document summarizes a report by Wolff Olins investigating how leadership practices are changing to adapt to employees who are independent and individualistic. 2) It discusses tensions leaders face in creating an "uncorporation" culture that liberates employees while still meeting corporate goals. It also outlines shifts in leadership approaches over time from command-and-control to more distributed and purpose-driven models. 3) Key leadership approaches highlighted include acting as a "Designer in Chief" who focuses on culture rather than outputs, distributed leadership that trusts employees, and providing a "rough sense of purpose" rather than rigid ideologies.
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Leaders Creating the Uncorporation
- 1. Steven French | @NMITWEETS Natural Marketing Institute Market Insights from Top Researchers: The Latest Intelligence on Customer Attitudes and Behavior Raphael Bemporad | @rbemporad BBMG Dorothy Mackenzie | @DragonRogueUK Dragon Rogue Lucy Shea | @swishinglucy Futerra Kristoph Kahlert Serviceplan Corporate Reputation Dan Gavshon Brady | @DanBG88 Wolff Colins
- 2. Impossible and now: How leaders are creating the uncorporation Dan Gavshon Brady Lead Strategist, Wolff Olins London @DanGB88 / @wolffolins 16/11/15 ©WolffOlins2015. 1
- 3. Wolff Olins investigates how things are changing in the world of brands and business ©WolffOlins2015. 27 2013: Gamechangers How businesses are changing the norm 5 BRAND-LED BEHAVIOURS SHAPING THE FUTURE OF BUSINESS 2014: The New Mainstream How people are changing the norm 3 NEW BEHAVIOURS CREATING A NEW RELATIONSHIP BETWEEN PEOPLE AND BRANDS 2015: Impossible and Now How leaders are changing the norm 3 TENSIONS FOR TODAY’S LEADERS TO TACKLE TO CREATE THE UNCORPORATION
- 4. This year, we looked at leadership and how leadership practice is changing ©Wolffolins2015. 37 43CEOS Talked to Across the world 400employees Surveyed over 10experts Spoke to From leadership and management
- 5. We produced a report https://woreport.wolffolins.com/ Designed to encourage a conversation and spark debate You can add comments at any section And answer the questions asked
- 6. Employees today are uncorporate individualists. For a CEO, this makes life almost impossible. How do you make an uncorporate culture, yet still meet corporate targets? How do you liberate people, without unleashing chaos? How do you give people a purpose, without imposing an ideology? How do you lead, when everyone’s their own leader? And how do you do it all fast?
- 7. Leadership practice is always evolving ©WolffOlins2015. 67 1880 onwards Premise Command and control Belief Workers are lazy, so… strict structures are imposed for them to be productive Mode Set strategy, supervise and measure, increase productivity Shape Hierarchy Spirit Mechanism 1960 onwards Premise Motivation and delegation Belief Workers are willing, so…they can be motivated by a vision and rewarded with a career Mode Paint vision, manage by objective, build consensus Shape Network Spirit Rational brain 1880 onwards Premise Focus and liberation Belief Workers are individualists so… expect them to be their own leaders Mode Suggest purpose, design culture, provoke experiment Shape Ecosystem Spirit Organism
- 8. 86% And big changes are taking place right now ©WolffOlins2015. 77 The vast majority of CEOs report big changes in their practice and these shifts are not easy to navigate
- 9. And big changes are taking place right now ©WolffOlins2015. 87 Culture, Fast Let it go, almost Clear and fuzzy
- 10. ©WolffOlins2015. 97 The Designer in Chief Less of the whip-cracking ringmaster, more the Designer in Chief Less focus on outputs, more focus on inputs Less dictating the way it is, more finding the balance between experimentation and stability Less the expert, more the teacher People will see their role in the company culture Culture, Fast Let it go, almost Clear and fuzzy 63%
- 11. ©WolffOlins2015. 107 Distributed leadership Look to leave with answers, not arrive with them Trust the experts at the edge of the organisation, not the centre of it Accepting ambiguity at leadership level empowers people at all levels So let it go, and distribute leadership and trust throughout the organisation People will create and innovate Culture, Fast Let it go, almost Clear and fuzzy 86%
- 12. ©WolffOlins2015. 117 The rough sense of purpose Employees are more individualist, and therefore more assertive and demanding They are perceived to be more idealist but also more cynical Less of the chest-beating motto of the company at the centre of the universe, more of a humble sense of purpose People will take what matters to them and work their work into it Culture, Fast Let it go, almost Clear and fuzzy 81%
- 13. What does all of this mean for the notion of a sustainable brand? ©Wolffolins2015. 127 strong brand asset internally externally
- 14. What does all of this mean for the notion of a sustainable brand? ©Wolffolins2015. 137 design your culture humble sense of purpose open- ended leadershi p
- 15. Wolff Olins gives client permission to use this document for internal purposes only. No licence for further use is to be implied. This document contains images the intellectual property rights of which may be owned by third parties. Wolff Olins has not sought permission to use these images and shall not be liable for infringement of and third party’s intellectual property arising from client’s use of these images. © Wolff Olins 2015. Thank you Dan Gavshon Brady @DanGB88 / @wolffolins