People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
ment, iterate, and then move forward.
We need talent that can go from
working on a highly technical piece
all the way to where they can think at
a high-level for a full solution for our
David: Everything I am working with
in this organization you could say is
the Internet of people (IoP). Moving forward, people and technology
working together will be critical for
growth, and to enable that we will
need to modernize our people practices to help the two work together
Josh: It's all about the network. I
think as technology gets smarter and
smarter, your ability to network is
going to change. I view that as IoP. It's
how people interact with each other as
things get smarter.
Tim: When I think of the people who
were most effective 30 years ago, it was
leaders who were effective at leveraging people to have an impact on
the organization. The better job that
leaders do giving feedback, utilizing
data, providing clarity around the
mission, and making sure they have
the right people on their team-that
is IoP. IoT is all about connectivity and
so is IoP. Our transformation changed
the kind of connectivity in the business that the people in IT and the
people in the business have with one
another and changed the way we view
the problem of growing the business
and being responsive to customers. It
is not a people-less system. I always say
paperless can't be people-less.
P+S: What does leadership look like
today while you are in this transformation? If you look down the road,
what will be different about leadership two years from now?
David: Everything is moving faster,
broader, and with greater complexity.
Consequently, we need leaders who
can cut quickly to the heart of complex issues and can deal with seemingly irreconcilable dilemmas where the
best answers are not always the easiest
Tim: Command and control doesn't
work anymore. We are in an environment where it is all about try it, fix
it, experiment with it, and take risks.
People are being asked to take small
leaps of faith. As a result, leaders have
to be highly supportive of a process
that is iterative and change oriented.
Gerard: Our leaders will have to focus
more on technology and more on
innovation and disruption than they
have ever done in the past. Across the
board it requires a new type of leadership and new type of leadership models. This means you need people who
can work and lead in an ecosystem.
Josh: Leaders need to ensure that
they have diverse talent not only from
the definition of diversity of people,
but also from diversity of degrees
and capabilities. It is critical to bring
a fresh perspective on how to solve
the complex problems companies are
Tim: We have a tendency to get endpoint focused. Leaders need to be focusing on the middle ground and what
it will take to get from where they are
today to where they want to be at the
end point. Paint the vision and identify
the milestones along the journey.
Josh: I think that from a leadership
perspective, it is not necessarily just
about delivering a widget, but it's also
about how you can create that end-toend solution that takes into account
some of these new external factors.
Leaders need to understand how you
can empower the workforce as the
work environment changes. Additionally, how you attract and then retain
the best people will be a challenge,
because what worked for me isn't necessarily the same thing that is going to
VOLUME 40 | ISSUE 3 | SUMMER 2017