Core to my business is the way that leaders understand and apply technology. This takes three forms. Firstly, most importantly, is acknowledging that you already have technology in your business whether you like it or not. Secondly, it’s leveraging technology and automation to achieve improvements that you to see going forward. Thirdly, and most importantly, it’s realising that technology affects your teams and your teams affect your technology.
It’s this last part which is the hardest to grasp, therefore I’m researching a better way to explain it. Two books and two theories are currently shaping my message.
Thinking In Systems: A Primer by Donella H. Meadows with Diana Wright.
Out Of The Crisis by W. Edwards Deming
Conway’s Law as summarised in a previous article of mine
Meadows’ Thinking in Systems, is an “essential primer brings systems thinking out of the realm of computers and equations and into the tangible world”.
Deming’s classic underpins much of what we’ve come to know as Lean, and the core management understanding about how data shapes our mission. Even today, data is massively underrepresented in our decision making even in high tech or software businesses.
Conway’s work ties the people inextricably with the shape of our companies and systems.
Schiener’s framework is fundamental to balancing change.
My take is to draw the leader more into the picture. Creating:
Teams, Tech and Vision
Meaning that if you want to lead in the 21st Century, then learning to embrace and evolve your technology is inevitable.
Additionally, if you want the technology to stick and you want happy teams, then create a vision – a dot on the horizon – and keep talking about.
Want to know more? Let me know your thoughts.