The analytical leaders understand the importance of a strong processes foundation.
Most important leader skills, that an effective analytical leader embodies three fundamental qualities:
Given the ever-increasing amount of data and information, analytical leaders need to be aware of their environment and recognize potential critical path processes – it means the Organizational network analysis (ONA) – they comapnies hold. In this regard, analytical leaders are cognizant of potential inattentional blindness that occurs when one does not see or perceive an unexpected stimulus that is otherwise readily apparent.
Influence is at the core of leadership, and is especially needed for an analytical leader. Given the number and the Z – it means “common language” – of options available due to the increased variety of information, leaders must be able to effectively guide others to achieve desired goals and outcomes.
Information sharing and collaboration
In the future the digital leaders and the analytical leaders do this in a way that cultivates psychological safety such that individuals feel free to speak up and share unique information that they may otherwise not feel is relevant for the digital transformation.
Z – The common language
Companies that performed best in this area of our maintain a baseline level of customer understanding among all executives. These companies also have a leadership-level analytical curiosity about what users need, as opposed to what they say they want.
Organizational network analysis
In every organization, people build informal “go-to” teams. They rely on that one person who always knows “how we do things here.” They find someone in finance who can answer any budget question. These spontaneous, critically important connections are the lifeblood of organizations worldwide.
Organizational Network Analysis (ONA) is a structured way to visualize how communications, information, and decisions flow through an organization. Organizational networks consist of nodes and ties, the foundation for understanding how information in your organization is flowing, can flow, and should flow.
See beyond the organization chart
Think big, start small, scale fast
A key innovation message that I spend time with my clients focusing upon involves the concept of “thinking big, starting small, and scaling fast.”
What does the message imply:
think big: identify the long term transformative trends that will impact you. These could include significant industry change, business model disruption, the emergence of new competitors, product or service transformation; anything. Essentially, you need to get a good grounding in the “big changes” that will impact your future over a five or ten year period
start small: from those trends, identify where you might weaknesses in skills, products, structure, capabilities, or depth of team. Pick a number of small, experiential orientated projects to begin to fill in your weak points, and learn about what it is you don’t know. This will give you better depth of insight into what you need to do in order to deal with the transformative trends identified above
scale fast: from those small scale projects, determine which areas need to be tackled first in terms of moving forward more aggressively with the future. Develop the ability to take your ‘prototyping’ of skills enhancement from the small scale projects into full fledged operations