Leadership for a changing technology paradigm

Technology developments such as cloud computing, social networking and the environmental impacts of computing are driving how organisations are able to use technology to sell more of what they have got at lower cost, innovate faster, collaborate better, store and access data, outsource more business processes and make more informed, faster decisions in response to changes.

This comes with elaborate multi-sourced ‘eco-system’ operating models and industry changing business models, overlaid with regulatory changes that are complex, costly and forcing greater transparency in finances. Globalisation and security, post M&A integration and in some cases de-merger add to the complexity. Delivering core business technology innovation and execution can determine whether you are truly a global player (think payments or capital markets).

Add uncertainty and volatility to complexity and we are faced with some critical questions about the capacity and validity of conventional Programme and Change management approaches to deliver real value from the investments being made in technology.

In this new research projects, Stephen Moss and colleagues will bring together a group of senior leaders with responsilty for technology to explore questions including:

• What kind of strategic conversations do technology leaders need to have and how do they make them happen in a multi-stakeholder, rapidly changing eco-system?
• What leadership challenges are posed by this rapidly changing, shifting paradigm?

The research will start with interviews and a large group event to be held in June 2011, and continue in a second phase with interested organisations participating in an action research process over the ensuing 12 months.

Please contact Stephen Moss for more details: stephen.moss@ashridge.org.uk

Managing the Cuts

How are public sector leaders responding to the pressures of severe financial constraint?  In this new research project, Judith Parsons will lead a research team to look at the choices leaders of local and central government institutions are being expected to make; how CEOs and top teams are making these choices; where they feel confident, and where they are struggling and what would help them to cope better.

The research will take place over the course of the next 12 months. It is intended to bring value to participating individuals and their organisations, as well as derive knowledge and understanding for the benefit of other public sector organisations.

To participate in the research, or find out more, please contact Judith direct:  judith.parsons@ashridge.org.uk

New grads at work

We’ve just started a partnership project with the Institute of Leadership and Management looking at the interface between graduates and the organisations they join and what makes for successful, or troubled, relationships.

The project builds on the Gen Y research led by Dr. Carina Schofield and Sue Honore in 2008-9.  It will examine the expectations of graduates in their first couple of years at work, how they are perceived by line managers, and what their employing organisations expect of them and are doing to support a productive working relationship from the start.

The research will be published in summer 2011, following a rigorous review of the literature and empirical data collection.