Last Wednesday, in a suburban New Jersey warehouse converted into conference space and a cooking show set, I joined 80 managers assembled to discuss their company’s strategy. We had helped design the two-day experience and were at the point in the flow of the off-site when we hoped we would hear some new, breakthrough insights.
For centuries, leadership skill has been measured by your ability to make things happen inside “built to last” organizations. Success depended on your ability to build trust, cultivate long-term relationships, and manage stakeholders. But we are now entering a world defined by temporary, cross-functional teams, frequently formed to work on specific issues or goals, rather than more traditional fixed structures. Excelling will require a fundamentally different skill set.
By Dr. Mario Moussa, Dr. Derek Newberry and Madeline Boyer
Twisting your features into a mask of pain, you dig your heels into the soft grass. A rope tears into your palms. A clear, tiny voice speaks to you amid the many confused thoughts swirling in your head: “So-o-o-o … what am I learning from this experience?”
In our last blog post, we argued that a “digital transformation” being experienced across nearly every sector is thrusting us into a new era of complexity. Large companies are failing to adapt. They are dying earlier and faster than ever before. And their failure to adapt could come at a profound detriment to society.