technology is changing state of workforce including fundamental relationship between leader and follower, leader need to be prepared to take effective action in complex and rapid changing condition

1. © 2017 TAS Consulting Partner I All Rights Reserved
www.tas-consultingpartner.com
Leading into the Unknown
www.pixabay.com

2. © 2017 TAS Consulting Partner I All Rights Reserved
SINCE THE FUTURE IS LESS PREDICTABLE , W E COULD
LOOK AT THE PAST FOR W HAT SEEMED UNEXPECTED
O C C U P A T I O N T H A T W E R E N O T
E X I S T I N 2 0 0 6
Source : 10 jobs that didn’t exist 10 years ago, World Economic Forum, 2016
2 0 0 1
2 0 0 6
2 0 1 1
2 0 1 6
T H E L A R G E S T C O M P A N I E S
B Y M A R K E T C A P
Typical
Fortune 500
Google Facebook Tesla Average Uber Airbnb Snapchat Xiaomi
20
8
6
5
4 4
3 2 1.7
T I M E T O R E A C H U N I C O R N
Years
Source : Visual Capitalist, 2017
Source : Accenture mentioned in Digital Transformation of Industries, World Economic Forum,2016
App Developer
Social Media Manager
Uber Drivers
Driverless Car Engineer
Cloud Computing Specialist
Big Data Analyst
Sustainability Manager
YouTube Content Creator
Drone Operators
Millennial Generation Expert
46
50
62
68
Electricity
Telephone
Automobile
Airplane
2
3
4
7
Twitter
Facebook
Internet
iPod, YouTube
12
14
18
22
28
ATM
Cellphone
Personal Computer
Television
Credit card
Years
R E A C H I N G
5 0 M I L L I O N
U S E R S

3. © 2017 TAS Consulting Partner I All Rights Reserved
NOW ADAYS, THE ESTABLISHED BUSINESS
CAN BE OVERTURNED VERY SW IFLY
D I G I TA L D I S R U P T I O N P O T E N T I A L
#1 Technology Product and Services
#2 Media & Entertainment
#3 Retail
#4
#5 Telecommunication
#6 Education
Financial Services
#7 Hospitality & Travel
#8 CPG & Manufacturing
#9 Health Care
#10
#11 Oil & Gas
#12 Pharmaceuticals
Utilities
Investment
Time
Mean
Impact
potential competitive disruption within five years as a result of digital
technologies and business models
Source : Global Center for Digital Business Transformation, Cisco and IMD, 2015
Cumulativecapability
1950 1960 1970 1980 1990 2000 2010 2020
Mainframe
Big data,
analytics,
visualization
PCs
IoT &
Smart
Machine
Web 2.0,
cloud,
mobile
Web1.0
eCommer
ce
Combinational Effects is the outcome where the capability of technologies
working in tandem far exceed their capabilities when deployed separately
C O M B I N AT O N A L E F F E C T
Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017

4. © 2017 TAS Consulting Partner I All Rights Reserved
START-UP W ILL CONTINUE TO DRIVE DISRUPTION
BUT THEY COULD BE OTHERS
Source : Global Center for Digital Business Transformation, Cisco and IMD, 2015
Start-up
Inside industry
outside industry
outside industry
incumbent
Inside industry
W H O I S T H E M O S T L I K E LY T O D I S R U P T Y O U R I N D U S T R Y ? A B I L I T Y A D V A N T A G E S
Innovation
Agility
Experiment & Risk
Capital
Brand
Customers
… and Leadership ?
incumbent
Start-up

5. © 2017 TAS Consulting Partner I All Rights Reserved
Structure
Vision
Value
Stakeholder
Experience
Force
of
Change
Leadership
Process
Organizational
Performance
Business
Strategy
Competent
& Engaged
Employee
Revenue generation
Cost efficiency
Brand awareness
Corporate reputation
Employee productivities
Social responsibility
Customer satisfaction
Employee satisfaction
Sustainability index
Compliance index
Source : adapted from “Organization Effectiveness Model”, Talent Management Handbook, Lance et.al, 2011
CHANGE IS CONSTANT AND EXPONENTIAL,
LEADERS CANNOT SIMPLY ACT THE SAME

6. © 2017 TAS Consulting Partner I All Rights Reserved
FORCES OF CHANGE THAT CREATE PIVOTAL
IMPACT TO W ORKPLACE AND W ORKFORCE
Rapid adoption of robots,
autonomous vehicles,
AI, commoditized sensors
and global collaboration
renew re-thinking
of work
R E C O N F I
G U R AT I O N
Social and
organization
Increase democratization
shifts workplace and
communities from hierarchy
to power balanced
C O N N E C T E D
W O R L D
A truly
connectedness allows work
from anywhere, opening talent
pool, speeding up ideation
and product development
T A L E N T
M A R K E T
All inclusive,
very diverse Workplace continues to grow
membership to four generation,
minorities will become majority.
Mature talent to stay longer
C O L L A
B O R AT I O N
Human and
machine
Advances in analytics, algorithms
and automation continue to make
improvement in productivity and
decision making.
Exponential
pattern of
T E C H N O
L O G Y
C H A N G E
Source : Future of HR Project Summit, SHRM and NAHR 2015

7. © 2017 TAS Consulting Partner I All Rights Reserved
UNDERSTANDING OF W HAT W ILL BE CHANGING
HELP IMPROVING LEADER EFFECTIVENESS
DC E
B
C
B
A
D
EF
G
structured,
hierarchical
network
of team
FTE
Part-time
Outsource
Full Timer
Partnership
Borrowed
Open source
Machine
O R G A N I Z AT I O N will be redesigned
for speed, agility and adaptability
W O R K F O R C E already include
employee on and off balance sheet
as well as machine
Employer Brand
Digital
Experience
Advertising
Physical
Process
New technologies and evolution of
candidate behaviors change the way
R E C R U I T M E N T will be
manager’s push
L&D create content
learned skill last very long
at the pace of learning
self controlled
and driven
collective
intelligence
half-life of
learned skills
at speed of
business
Technology is not new to
L E A R N I N G but increasing amount
of content creation and accessibility
T H I N G S W E R E T H I N G S A R E
A

8. © 2017 TAS Consulting Partner I All Rights Reserved
The way we work has changed, so does
PE R F O R M A N C E M A N A G E M E N T
but how far it will be
Go beyond narrow focus on
engagement to personalization of
E M PL O Y E E E X PE R I E N C E
T H I N G S W E R E T H I N G S A R E
annual complicated
backward ranked
ongoing
multi-views qualitative
forward
IQ
Intelligence
Quotient
EQ
Emotional
Quotient
+ a n d . . .
DQ
Digital
Quotient
Promotion-based career culture Growth-based career culture
L E A D E R S in disruptive
environment need a new set of quality
in addition to IQ and EQ
C A R E E R PAT H in digital economy
incline toward growth –based than
promotion-based
applying
training performance
separation
rewardonboarding
joining
leaving
UNDERSTANDING OF W HAT W ILL BE CHANGING
HELP IMPROVING LEADER EFFECTIVENESS

9. © 2017 TAS Consulting Partner I All Rights Reserved
NEW BUSINESS ENVIRONMENT CHANGE
ROLE OF LEADERS IN MANAGING PEOPLE
Source : Future of HR Project Summit, SHRM and NAHR 2015
Practices
Today Tomorrow
Business Acumen Strategic Business Leadership
Data Analytic & Decision Making Sense Making
Change Management Agile Leadership
Sourcing & Recruiting Talent Leadership Building
Employment Communities of Talent.
Job Description Diverse Array of Personal Experiences
Rewards Management Rewards Personalization
Managing Performance Dialogue that Aligns & Drives Performance
Organization Design Work-Driven Network Management
Leadership & Development Communities Development Boundaryless Careers
Employment Brand Employee Experience
Organization Development Culture Orchestration
Employee Engagement Communities Engagement
Team Collaboration Communities Collaboration
Corporate Social Responsibility Purpose Meaning
E N G A G E
A L I G N
A T T R A C T
P L A N
Trend Forecasting &
Change Leadership
Talent Sourcing &
Community Building
Organization &
Performance Architecture
Culture &
Community Activism
Core Capabilities

10. © 2017 TAS Consulting Partner I All Rights Reserved
THE MORE ADVANCED ORGANIZAT ION W ILL BECOME,
THE MORE HUMAN LEADERS NEED TO STAY
Close
Close by
summarizing
and confirming
confidence
Agree
Agree on each
objectives, support
and tracking
method
Develop
Develop plan
by discussing
each objectives,
skill required
and support
Clarify
Clarify the step
for setting
expectation
Open
Open with purpose
and importance of
setting expectation
Source : Interaction Management, DDI, 2015
Source : Managers in the Digital Age Need to Stay Human, Harvard Business Review, 2015
C R E A T I N G W O R K P L A C E T H A T
O P T I M I Z E H U M A N E N G A G E M E N T
R e q u i r e e s s e n t i a l
h u m a n s k i l l s
S t a r t f o r m t h e f r o n t l i n e s
M a k e i t p e r s o n a l
R e c o g n i z e c r i t i c a l r o l e
o f f o l l o w e r s h i p
Put yourself “in the middle”
Invest in your people
Focus on higher purpose
Leave no one behind

11. © 2017 TAS Consulting Partner I All Rights Reserved
THERE IS A TIME AND PLACE FOR EVERY LEADERSHIP
STYLE IF THEY ARE APPLIED APPROPRIATELY
W h a t i s t h e
m a i n o b j e c t i v e ?
L e a r n i n g i s e q u a l l y
i m p o r t a n t t o r e s u l t
Q u i c k r e s u l t i s
h i g h l y c r i t i c a l
S H O W
them exactly
what is
expected
T E L L
them exactly
what is
expected
I N S P I R E
them with a
clear vison. It
doesn’t matter
how they find
the way
C H AL L E N G E
them to be the
best way they
can be and
working on
the plan
I N V O L V E
them in deciding
solution together
through
discussion and
brainstorming
C AR E
each other
feeling along
the way
solution is
being defined
Source : What’s your leadership style, compiled by Barbara Davidson, Headway Capital, 2017
AF F I L I AT I V E
Focus on building
relationship with
team to motivate
and heal rifts
“People come first”
D E M O C R AT I C
Include everyone in
decision making
process to get
consensus
“What do you think”
C O AC H I N G
Focus on supporting
team to continue to
grow and reach their
potential
“Try this”
P AC E S E T T I N G
Set expectation
for team and ask
hem to follow
your lead
“Do as I do now”
V I S I O N AR Y
Share vision,
you inspire team
to achieve it
“Come with me”
C O M M AN D I N G
Require
compliance to get
the job done. You
say, they do
“Do what I tell you”

12. © 2017 TAS Consulting Partner I All Rights Reserved
TRANS FORMATIONAL LEADERSHIP HAS INCREASED ITS
IMPORTANT AMINDST THE DISRUPTIVE ENVIRONMENT
T R A N S A C T I O N A L
L E A D E R S H I P
T R A N S F O R M AT I O N A L
L E A D E R S H I P
Status quo / day-to-day Change-oriented
Work within set established goals and
organization boundaries
Work amidst changing environment and
boundaryless organization
Role, process, structure, performance evaluation,
reward, task vs. outcome
Motivation and engagement, common purpose,
sense of ownership shared vison
Use experience to reacts to the problem
as they arise
Foresee the problem and generate
new idea to address
Reward and punish in traditional ways
according to organization standard
Energize people to go extra-miles through
creative way in rewarding which could be
personalized
Planning and executing
Attracting followers by putting their
own self interest in the first place
Innovation
Stimulating followers by setting
group interest as a priority
F o c u s
E n v i r o n m e n t
Pr i n c i p l e s
P r o b l e m
S o l v i n g
R e w a r d s
E m p h a s i s

13. © 2017 TAS Consulting Partner I All Rights Reserved
1. I would never require a follower to do
something that I wouldn't do myself.
2. My followers would say that they know
what I stand for.
3. Inspiring others has always come easy to me.
4. My followers have told me that my enthusiasm
and positive energy are infectious.
5. My followers would say that I am very attentive
to their needs and concerns.
6. Even though I could easily do a task myself,
I delegate it to expand my followers' skills.
7. Team creativity and innovation are the keys
to success.
8. I encourage my followers to question their most
basic way of thinking.
FOUR PILLARS THAT HELP MAKE
EFFECTIVE TRANSFORMATIONA L LEADERS
I N D I V I D U AL I Z E D
C O N S I D E R AT I O N
I N T E L L E CT U AL
S T I M U L AT I O N
I N S P I R AT I O N AL
M O T I V AT I O N
I D E AL I Z E D
I N F L U E N C E
WHAT
ARE YOU
MISSING?
Source : Transactional Leader, 2017

14. © 2017 TAS Consulting Partner I All Rights Reserved
LEADERS IN DISRUPTIVE ENVIRONMENT SHARE
COMMON CHARACTERISTIC OF AGILE LEADERS
Source : Redefining Leadership for a Digital Age, IMD, 2017
E n g a g e
V i s i o n a r y
H u m b l e
A d a p t a b l e
H y p e r
A w a r e n e s s
I n f o r m e d
D e c i s i o n
M a k i n g
F a s t
E xe c u t i o n
S l o w
d r i v i n g
W r o n g
d i r e c t i o n
C a r e l e s s
D r i v i n g

15. © 2017 TAS Consulting Partner I All Rights Reserved
IT DOESN’T CHANGE EXISTING MODEL,IF RIGHTLY
DEFINED, BUT SOME REFINEMENT IS NEEDED
Continuous Learning
Building Relationship and Trust
Communicating with Respect
Business Acumen
Decision Making
Leading Change
Establishing Direction
Driving Execution
Stakeholder Focus
Influencing Action
Driving Innovation and Improvement
Leading Team
Building and Developing Talent
Energizing and Inspiring Excellence
Delegate and Empowering Others
Building and Strengthening Networks
E x a m p l e o f S C C C C L e a d e r s h i p C o m p e t e n c i e s

16. © 2017 TAS Consulting Partner I All Rights Reserved
www.pixabay.com
www.tas-consultingpartner.com
tas@tas-consultingpartner.com
THANK YOU
All information contained in this presentation has
been produced base on publicly available
information from various sources.
Should you have any comment to make regarding
topic presented and their content, please contact
t r u s t w o r t h y
a g i l i t y
s i m p l i c i t y
© 2017 TAS Consulting Partner I All Rights Reserved