A New Leadership Mindset for Orchestrating Transformational Strategy and Culture Change
In our current disruptive environment, traditional strategic planning and change management approaches are fast becoming obsolete. Instead, new agile and adaptive leadership mindsets that focus on being, sensing, learning and leading and using technology-enabled intelligence systems are critical for forging the way forward.
This discussion will center on sharing successes and failures with executing transformational strategy change at a large global networking company, pharmaceutical company and several technology startups including:
- Understanding the defining role that organizational culture plays in supporting or hindering the orchestration of sticky and sustainable transformational strategy change
- Introducing a new dynamic leadership mindset combined with an agile orchestration process to manage the performance of desired change strategy(s) driven through the predictive power of business and behavioral ‘sensing actionable intelligence’ and real time organizational learning.’
- Insights as to how technology-enabled collective intelligence systems can be best used to strengthen and/or create a truly agile and adaptive organizational change strategy.
- Sharing our experience architecting and executing this new approach for planning and driving transformational organizational change including our key challenges, learnings and biggest mistake!
- Deeper insight as to why understanding organizational culture first is critical for success.
- Better understanding of why a new more dynamic leadership mindset is required
- Practical ways to manage the performance of any desired transformational strategy change, including where technology-enabled collective intelligence systems can be best used to strengthen stickiness, agility and adaptability
Tuesday 25th August 2020
12:00pm - 1:30pm
Gaye Clemson is seasoned cross-functional performance management leader with 20+ years consulting and client side experience with a passion for strategic planning, critical thinking and actionable intelligence-based adaptive decision-making systems.
Gaye’s industry experience includes high tech in the services, sales, marketing and customer success functions including global enterprise, and start-up environments. Her focus is on orchestrating culture, governance and organizational transformational change to help companies create new agile and adaptable business and operating models.
She speaks frequently at industry conferences and is a published author of oral history and business narratives. Her most recent ‘Agile Strategy Execution – Revolutionizing the How!’ integrates the strengths of the Agile Manifesto with strategy execution Best Practices, resulting in an easy to use set of principles and techniques that are organized in a meaningful, practical and quickly deployable way.
She holds an Honours BCom from Queen’s University at Kingston, Ontario, Canada and is a Stanford Certified Advanced Program Manager. She currently works as change transformation strategy consultant and agile organization governance coach and is currently on assignment at Cisco Systems.
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Dana De Nault Psy. D is an organizational and leadership psychologist with a multicultural orientation. His international work experience includes 25 years of documented results running professional service teams, conducting strategic marketing, and facilitating transformational change serving technology start-ups and Multinationals including Oracle, Sanofi, Siemens AG & Cisco. His current leadership coaching practice is characterized as adaptive and particularly well suited for supporting leaders responsible for organizational transformations. He is also a passionate graduate school professor who regularly teaches Strategic Talent Management and Advanced Leadership Seminar practicum work with doctoral candidates.
He incorporates a powerful social need theory supported by recent neuroleadership findings. Used in conjunction with a client’s unique goals, this methodology offers a practical way to understand one’s own motivations and that of others by offering a whole system perspective.
Dana is a graduate of Bates College and Stanford University’s certificate program for Advanced Project Management (SCPM). He holds a Doctor of Psychology with focus on Leadership and a master’s degree in Organizational Psychology from William James College.
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