We are part of Voyagers 2012 and are putting on a breakfast in May that will focus on how the advancement of technology will affect leadership/managment styles over the next 10 years. For example- we believe collaberation, multi-tasking, agility, communication, versatlity will take on entirely new meanings.
How will leaders need to adapt and prepare for this evolution that is on the horizon? all comments are welcome! Thanks for your insight
It requires leaders to be fluent in new technology - both the tech but also the culture and norms of new communication technology
Requires leaders to be even more human. As new technology like video, Twitter, internal collaboration, requires leaders to be with their people and speak with a human voice
awesome stuff, thanks!
Older blog post, but gets at my thinking on this subject:
For government, the biggest impact comes with a change in administration. At it's core, IT advances are about lowering transaction costs. Over the past 10 years, content storage and management has been the partner trend. In the 1990s, process management was the partner trend. If we assume mobile technologies (and end-user devices) will be the partner technology over the next ten years, then tech-savy leaders will demonstrate that they have figured out how to use mobile devices and app's development to differentiate their organizations' performance. We are likely to see a big round of government leaders sponsoring mobile apps development to show that they are "ahead of the curve." Will their action provide big gains in government effectiveness? Will these leaders turn government into an information or apps provider to drive America into self-governance models?...probably not. I cannot see government leaders at the supervisory level threatening their operating models.
So, in 2017, when a new Administration shows up, I would anticipate lots of leaders who come into government and dramatically shift the use of mobile computing to drive government productivity up. That probably means lots of work around integration across levels of government, while shutting down mobile apps development efforts that benefit government dedicated developers and compete with commercial apps stores.
I also think this will have dramatic implications on data ownership and bandaids like data.gov. Many of you may have seen Steven VanRoekel's FOSE speech about getting a handle on 400,000 data sets. The issue for leadership isn't just the data sets, but answering questions such as how many times are different government agencies collecting the same data (there are over 6000 forms at forms.gov)? How do 6000 data collection forms become 400,000 data sets? How much federal regulatory reform (the basis for the 6000 forms) will be doable politically, as local governments continue to use Twitter, Yelp, etc. for regulatory enforcement and give up less effective data-collection and licensing regimes (e.g., can you get better health care reviews from Twitter or another website than the decades old government attempts at publishing such info)?
I raised a similar question last August - What are the defining characteristics of leaders in the Digital Era? - and got some great responses. Later this week I am going to publish a post that shares the feedback I received, provides some preliminary models for framing leadership competencies, and solicits additional perspectives and insights. I may include a link to this exchange there, and I will be sure to post a link to the post here.
PS - The GovLoop responses to my initial question will be in the post, including the link to Andrew's 6 competencies post.
I think, overall, the workforce is going to become a lot more decentralized. Although I just posted a blog about the challenges of telework at some agencies, I think these problems are going to be solved over the next 5 to 10 years because office culture as a whole will change. Teleworking is already here. Online education is already here. And as devices like smartphones get cheaper, more and more people will have access to technologies that will allow them to work from anywhere, at any time. As workers spread out, leaders of the 21st century will have to adopt styles that allow them to effectively manage employees who are, literally, all over the place.
This is great insight with key implications for how agencies operate. Some seem to be focused on consensus based decision making, so that a lot of time is spent walking halls to build support for your point of view. Others want to see people working, and their managers often consider the ability to see/prove work is most important. Too many agencies fear confronting people with change in light of data that shows significant reforms to be needed.
If Dorothy is correct, maybe we'll shift from those management styles that rely on "going along to get along." Instead, we would see leaders and manager shift from friendship-based styles to a more data-driven, result-based management framework.
Thanks Mark for your insight and info!
Not sure if you saw this thread of answers when we cross-posted it in our Gov 2 group: