San-Francisco based Atul Dighe from Gartner recently presented at the Toronto chapter of the Strategic Capability Network. Following the event, ORCHANGO president & co-founder Edmond Mellina engaged in a discussion with four other members of the premier association. The discussion was featured on Canadian HR Reporter, a Thomson Reuters publication.
The intent of this manifesto is to help launch a ‘co-disruption movement’ so that established organizations can better fend off their respective Uber or Airbnb!
In the article Change Management Has Changed: BOARDS MUST TOO, I explained that established organizations (as opposed to start-ups) desperately need leaders who take a highly collaborative approach to disruption from within. I call these special talents the co-disruptors.
The problem is that effective co-disruptors are few and far between. To make matters worst, the good ones tend to be underleveraged. For example, they are assigned to roles in which they cannot fully work their magic.
As a result, established organizations are too slow to tackle the transformation imperatives of our digital era. They are struggling with the new nature of change which is fast-pace, constant and disruptive.
PDF version of the article as it appeared in ICD's Director Journal.
Article written for the Director Journal, the official print publication of the Institute of Corporate Directors. ICD is the definitive ‘go-to’ resource for Canada’s directors and boards. With contributions from corporate directors Kathy Milsom (Greater Toronto Airports Authority), Alan Hutton (Aequitas NEO Exchange), Paul Cantor (QuadReal Properties), Poonam Puri (Arizona Mining) and Merete Heggelund (Standards Council of Canada, Allied Oil and Gas).
Edmond Mellina argues that the board must ensure that management hires “co-disruptive” leaders and also serve as a bridge between the new class of innovators and the organization’s legacy parts.
The author reflects on a new research reports about the impact of artificial intelligence (AI). His prediction: AI will make internal politics nastier within management ranks.
Article first written for the People + Strategy blog of HRPS (USA).