Ideally, leaders should be able to act in the present, while thinking in the future. However, one of the common pitfalls of incumbent companies is the tendency to be stuck in a reactive cycle. We have all been there. Your to-do-list is packed, your calendar has barely time for lunch, and the triple-digit number of unread emails is constantly acting as an indicator of falling behind. Chances are that most of you would stop reading by now to move on to the next task at hand.
Flying solo is a bad idea when facing change. Whether the task is accelerating growth, digital transformation or a turnaround case, a team effort is required to create sustainable change. Knowing who you need by your side and how to make your team act like one singular unit is crucial for success.
Challenging the status quo is one of the hardest part of leading change. In a time when as good as all industries are facing radical changes over the next decade, innovation is necessary for survival. However, all too often, organizations and leaders are stuck in a “wait and see” mode. Rather than taking a leap of faith into the unknown, incumbents all too often find themselves on the steady decline into obsolescence by doing nothing.
In an age where incumbents are facing a perfect storm of change, one must rethink ones approach towards corporate strategy and embrace the exponential nature of a platform or ecosystem strategy rather than sticking to a traditional linear product-centric approach. Failing to make this transition of strategic mindset will spell certain death for your business.
With a plethora of Gutenberg moments all at once, no industries are safe from digital disruption. This is not limited to only centuries-old incumbents but also born-digital companies need digital transformation to stay relevant. In order to successfully navigate in an ever-changing landscape, leadership is the key ingredient for success.
De fleste vellykkede selskaper er gode på tradisjonell forretningsutvikling som belønner forutsigbar vekst og risikoredd ledelse. Det er en dårlig forutsetning for å vinne nye posisjoner.
One of the most fashionable business fads these days is for incumbents from traditional industries to claim that they are no longer an (insert your industry here), but a is now tech company. As an example, Domino’s is now claiming to be “a tech company that happens to make pizza.” This may sound noble, but do these incumbents have what it takes when it comes to delivering upon that promise?
Ble invitert til HegnarTV for å diskutere fremtidens finansbransje i forbindelse med min nye jobb. Sendingen kan sees her (in Norwegian).
I am pleased to announce that I will be taking on the role as Chief Digital Officer (CDO) at Skandiabanken (SKBN) in January 2017, where I will be responsible for business development, innovation and IT.
I’m not even going to try and play it cool on this one. Extremely proud to recieve … Recognized as one of top 100 aspiring leaders in NorwayRead more