Leadership development continues to be a significant challenge for companies around the world, as the transition to the new digital organisation creates even larger leadership gaps. High-performing leaders today need different skills and expertise than in the past generations, yet most organisations have not moved rapidly enough to develop digital leaders, promote young leaders, and build new leadership models. At global level, eighty percent of our respondents say that leader­ship is an important issue, and 42 percent call it very important. Organisations are clamoring for more agile, diverse, and younger leaders, as well as new leadership models that capture the “digital way” to run businesses. While the leadership development industry continues to struggle, companies are push­ing the boundaries of their traditional leadership hi­erarchies, empowering a new breed of leaders who can thrive in a rapidly changing network. In Luxembourg, only 44 percent have partially developed digital leadership programmes.

What are some tips to tackle the new leadership challenges?

- Rethink the organisation’s leadership model by including the new concepts of innovation, growth, inclusion, team-work and collaboration

- Identify the likely digital leaders in the organisation – determine who can be the investors, pioneers and transformers.

- Ensure accountability – identify who should be responsible for building leaders as part of the business strategy

- Promote younger people into leadership much faster

- Foster risk-taking and experimentation through leadership strategy

- Move beyond traditional leadership training – focus on leadership strategy, with an emphasis on culture, empowerment, risk-taking, knowledge sharing, exposure, matrix management, and building talent as guides

 

Great leaders have always been expected to succeed in the context of ambiguity. Now, they face even greater pressures as the speed of technology accelerates. The role that leaders play will continue to change, becoming even more digital-focused and team-centric. A focus on organisational practice, including culture and organisational design, will become an ever-more important part of leadership development. Despite this more challenging environment, leaders will be asked to execute at a higher level—and ensure that their organisations do not lag behind in the digital transformation.

 

Look for our next article on “Digital HR” trends to understand how HR can become a leader in the digital organisation.

Should you wish to have more information on Leadership development do not hesitate to contact Karine Pontet, Director Operations Excellence and Human Capital Advisory (kpontet@deloitte.lu).

 

By Deloitte Luxembourg


Publié le 15 mai 2017