DL2C Conference “Taking a 360 Approach to Disrupt the Disruptors”

On 18 November 2019, INNOCOM joined forces again with the Singularity University and organised another DL2C Conference combined with workshops that enable personal growth towards exponential leadership. 

These workshops are part of the Digital Leaders Competence Center initiative of  INNOCOM Institute that are aimed at a select number of INNOCOM customers – for the most part innovation and C-level management members from different Belgian companies.

 

Theme of the day: ‘Disrupt the Disruptors’

 

Organisations of all kinds face challenges in keeping up with the pace of exponential change. Even organisations that were new startups just five years ago now face legacy processes and investments that may make transformations needed to thrive in 2020 difficult. In times of exponential change, leadership is needed more than ever, to focus the efforts and illuminate the path forward, past the status quo.

This session with Dr David Bray from the Singularity University, focused on how to identify and disrupt those disruptors challenging your organisation – be they external to your organisation, internal to your organisation, or positioned among your key stakeholders or Board leadership. He shared five key leadership powers for innovators along with its pitfalls that can help organisations overcome the challenges of disruption.

 

Keynote Speaker from the Singularity University: Dr David Bray.

David offered us

5 key leadership lessons for innovators:

 

  • Power of the Edge.
    • As a leader, you should encourage bottom-up insights, but be mindful of over-saturation of resources. Interestingly the organisational constraints can be your friend.
  • Power of Diversity
    • Diversity can be a powerful tool, but it can cause misalignment and lack of shared goals. Leaders can identify shared goals upfront and use them to focus the efforts.
  • Power of Ecosystem Teams
    • Ecosystems can be very powerful to deal with disruptors, but you may not see certain signals. Amplifying non-normal signals can be a tactic to overcome this.
  • Power of Abstract Made Visible
    • Human biases can inhibit innovating or focus your efforts on the wrong innovations. Just making these invisible biases visible can convert problem holders into problem solvers.
  • Power of Taking Informed Risks
    • Taking informed risks requires being “out there”. Getting out there is uncomfortable, but you need to “do, learn, and adapt” to get out of danger. And then repeat it.

We need to master these powers to become change agents.

 

Q&A

During the Q&A we talked about how inhibitors can become disruptors and how organisations can turn advantages into disadvantages when circumstances change. Therefore timing is crucial. Mapping stakeholders and checking in with them early is paramount.

We also touched on the importance of culture, together with incentives, values and levels of trust, as well as how to balance what motivates people vs why change is needed.

We talked about the bigger picture and sustainability, and how we need to be mindful of the resources. Outside in thinking can help with this, especially when the inside out is not ready.

We agreed that in a business context, we need to phase things, not all at once, but make sure we don’t lose track and keep going forward.

We discussed diversity, demonstrating how some successful organisations hire and reward people who think differently.

On the ecosystem teams side, David emphasised the importance of exploring options, i.e. starting with many ideas, keeping things open at first. And that our brains might not be ready for the world we’ve created. And probably one of the most important things a leader should do is to make the invisible visible.

 

Be Brave. Be Bold. Be Benevolent.