Thinking the Unthinkable

More documents

Recommendations

Info

THINKING THE UNTHINKABLE; A NEW IMPERATIVE FOR LEADERSHIP IN THE DIGITAL AGE 32 Not changing and not modifying smartly is therefore not an option. Both awareness and pressure on this are growing in the mid-levels of public service and corporates too. “There are some down in the organisation who are well-read and who are thinking that there must be another way for us to contort the business in terms of its shape to alleviate the threat of fast change, or allow a greater adaptability”, said one leading adviser to management. But it is relatively rare. As one frustrated leader complained: “We have enough of asking questions. We need answers”. This openness on the new vulnerability was rare, even though there was wide awareness of the need for change and new thinking. A key solution is that a new executive ‘muscle’ must be developed, said another. This will probably come from learning from the handful, “Who can think the ‘unthinkable’, but dare not put it down in writing, or even give that advice to a minister. The really, really brilliant ones find ways of filtering it in”. But how will those voices assert themselves and be heard? For many it will continue to be considered as taking a risk of being marginalised as a maverick. It should be regarded as embarking on a welcome, highly valued initiative that must take centre stage and embrace the implications of the new normative.
“You cannot know any more as a leader. Therefore, your role as a leader has changed to becoming the one figuring out what the best way is to frame problems, what the most important questions are to be asked.” Patricia Seemann, founder, the 3am Group 33
Page 1 and 2: Chartered Institute of Management A
Page 3 and 4: THINKING THE UNTHINKABLE; A NEW IMP
Page 17 and 18: 15
Page 33: THINKING THE UNTHINKABLE; A NEW IMP
Page 51 and 52: “We have had enough of asking que

Thinking the Unthinkable

Create successful ePaper yourself

Delete template?

Save as template?