Digitalisation (or big data, AI and the growing interconnectedness of humans and machines) is one of the main drivers of change in the 21st century that will continue to deeply affect how we live and how we work. This is not news, but the true implications remain yet to be seen.

Currently, we work in online and offline environments, in the same physical location or remotely, sometimes collaborating with teams and people we have never seen in person. We are becoming aware of the speed, volatility, complexity and ambiguity of working digitally and are beginning to run into problems caused by an overload of information on a multitude of channels, quickening communication that’s not in tune and low commitment and trust.

Leaderhsip in the digital age

But the true nature of the problem is that we’re attempting to work, communicate and lead in digital teams using traditional leadership tools that simply don’t work anymore. How we communicate, make decisions, give feedback and resolve conflict needs to drastically change.

Many organisations are thinking about how to be a leader in digital transformation but few of them are thinking how to remodel their own leadership within this digital transformation.

Of course many of the changes will have to do with how we behave and are organised, but much more fundamentally, the mindset we work with needs to shift in order to move from a controlling, goal-oriented mindset to a participative, empowering one in which teams prioritise and self-regulate in accordance with a set of agile need-driven processes.

We run workshops, deliver inspiring keynotes and act as sparring partners for teams that want to go through an alignment process to boost their effectiveness, efficiency and happiness and be able to respond to change with creativity and rooted self-reliance.

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