Leadership In Disruptive Times

Sattar Bawany

Description

As the business community has learned through the COVID-19 pandemic, it’s more important than ever for leaders to anticipate and plan for the possibility of an unplanned disruptive event. The more prepared you are to manage shocks, the less likely you’ll fall victim to the serious harm a crisis has the potential to inflict.

Crisis management is one of several interrelated core disciplines comprising enterprise risk management, along with emergency preparedness, disaster response, business continuity planning, supply chain risk mitigation, and cyber liability prevention. Crisis management practices can help lessen the magnitude of emergencies and disasters while decreasing the uncertainty and anxiety associated with these events.

This book provides insights into an understanding of leadership in a new era of radical uncertainty and disruption brought about by other challenges such as climate change, financial crises, terrorism, demographic changes in the labor market, health/disease risk from the pandemic, and rapid developments in innovative digital technologies and its impact on transformation at the workplace.

Sujets

• Gestion et management
• Disruptive technology
• Economics
• Business
• Leadership

Informations

• Publié par: Business Expert Press
• Date de parution: 12 avril 2023
• Nombre de lectures: 0
• EAN13: 9781637422359
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Leadership in Disruptive Times, Second Edition
Leadership in Disruptive Times, Second Edition
Negotiating the New Balance
Sattar Bawany
Leadership in Disruptive Times: Negotiating the New Balance, Second Edition
Copyright © Business Expert Press, LLC, 2023.
Cover design by Charlene Kronstedt
Interior design by Exeter Premedia Services Private Ltd., Chennai, India
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 400 words, without the prior permission of the publisher.
First published in 2020 by
Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-63742-452-0 (hardback)
ISBN-13: 978-1-63742-234-2 (paperback)
ISBN-13: 978-1-63742-235-9 (e-book)
Business Expert Press Human Resource Management and Organizational Behavior Collection
Second edition: 2023
10 9 8 7 6 5 4 3 2 1
To my extended family (siblings, nieces, nephews, grandnieces, and grandnephew, particularly Ameer) who make my life worth living during my times of crisis and make me realize that there is nothing better than being a family.
Description
As the world becomes more complex and connected, the threat of a corporate crisis grows. There are instances everywhere: We have experienced firsthand how a pandemic, when spread worldwide, caused massive global business disruption and a public health disaster; a corruption scandal causes a corporate leader to step down; the sudden death of a CEO without succession planning in place causes instability; a data breach shakes customer confidence; and quality issues trigger a widespread product recall. These are just a few examples among many of the recent corporate crises (Bawany 2020).
Today’s businesses face unprecedented challenges operating in a global environment that is highly disruptive and increasingly volatile, uncertain, complex, and ambiguous (VUCA). Disruption has significantly impacted the way the world works, as many of us have experienced today and in recent years. Apart from businesses, government and individuals are also responding to shifts that would have seemed unimaginable even a few years ago. The current wave of disruption, including the recent coronavirus (COVID-19) pandemic, the known forces of Industry 4.0 (such as artificial intelligence (AI) and robotics), globalization, geopolitical tensions, and demographic change, is reinventing the workforce. Internet technologies have enabled drones and driverless cars, which are transforming supply chains, logistics, health care, and even defense and security, such as the war against terrorism (Bawany 2020).
Organizations face challenges that present varying levels of severity. But handled poorly, even a seemingly minor shock has the potential to escalate into a crisis that threatens the viability of a business. A crisis and disruptive event can disrupt operations, damage reputations, destroy shareholder value, and trigger other threats.
As the business community has learned through the COVID-19 pandemic, it’s more important than ever for leaders to anticipate and plan for the possibility of an unplanned disruptive event. The more prepared you are to manage shocks, the less likely you’ll fall victim to the serious harm a crisis has the potential to inflict.
Whereas risk management is traditionally a proactive discipline, crisis management is reactive. Crisis management can be viewed as a specialized discipline within risk management, where specific practices are instituted in response to unexpected events that threaten a company’s stability. Having an effective plan and resources in place mitigates the destructive nature of that reactivity.
Crisis management is one of several interrelated core disciplines comprising enterprise risk management, along with emergency preparedness, disaster response, business continuity planning, supply chain risk mitigation, and cyber liability prevention. Crisis management practices can help lessen the magnitude of emergencies and disasters while decreasing the uncertainty and anxiety associated with these events.
We face a new era of radical uncertainty and disruption brought about by other challenges such as climate change, financial crises, terrorism, demographic changes in the labor market, health/disease risk from the pandemic, and rapid developments in innovative digital technologies and its impact on transformation at the workplace.
Over the past 20 years, successive economic and geopolitical crises have quickly sent shockwaves throughout the world, affecting every country, economy, trading relationship, and business operation. Amid continuing uncertainty around how the war in Ukraine may end or escalate, business leaders are faced with the challenges of navigating in the dark, accelerating already urgent transformation plans, and building organizational resilience for impacts that may yet strike.
The disruptive events of the past often have had short-term business impacts as leaders seek to return to a state of normalcy. However, we are now in an era of cumulative and extreme disruption that should more sustainably change future decision making. For example, some immediate consequences of the war in Ukraine could be medium- to long-term sanctions and countersanctions, commodity shortages, and supply chain disruption—so companies need to factor them in as part of their agenda.
The management of shocks and crises is becoming an everyday occurrence. Organizations also need to be agile, leverage opportunities, and drive innovation to remain competitive in the face of challenging conditions.
Right leadership is critical for organizations to thrive in a disruptive business environment. The book aims to answer the following questions:
1. What are the megatrends of future disruptive forces that organizations need to take into consideration in their crisis management and business sustainability plan?
2. How do organizations negotiate the new balance of enterprise risk management (ERM) with corporate sustainability?
3. How do leaders transform their organizations to be agile, adaptive, and innovation-driven in the era of constant disruption and crisis?
4. What are the key considerations for an organization to consider as they adopt digital transformation to reinvent people, processes, and technology in the disruptive World-of-Work (WOW)?
Long-term trends already in play before both current crises (the COVID-19 pandemic and the war in Ukraine) are accelerating digitalization, changing consumer and employee expectations, and causing a pendulum swing-back toward regionalization from globalization as we’ve known it. Leaders need to plan accordingly without getting stuck in the minutiae of the current moment.
Keywords
crisis; crises; crisis management; crisis leadership; disruption; creative innovation; creative disruption; disruptive leadership; disruptive leader; digital leader; disruptive digital leader; disruptive innovation; disruptive forces; megatrends; VUCA; fourth industrial revolution; Industry 4.0; new normal; next normal; postpandemic; digitalization; digital transformation; digital transformation culture; cognitive readiness; critical thinking; organizational resilience; resilience; agility; future leaders; high potentials; future of work; ESG; climate change; metaverse
Contents
List of Figures
List of Tables
Testimonials
Acknowledgments
Chapter 1 Leading in an Era of Constant Crisis and Disruption
Chapter 2 Megatrends of Future Disruptive Forces
Chapter 3 The VUCA-Driven Disruptive World
Chapter 4 “C.R.I.S.I.S.” Leader: Lessons From the Frontlines
Chapter 5 Crisis Management Strategy
Chapter 6 Negotiating the New Balance
Chapter 7 Transforming a Digital-Driven Culture
Chapter 8 Coaching and Development of “Disruptive Leaders”
Chapter 9 Leading High-Performance Teams
Chapter 10 Are You Ready for the Next Crisis?
References
About the Author
Index
List of Figures
Figure 1.1 The megatrends of future disruptions
Figure 3.1 The four elements of the VUCA business environment
Figure 3.2 The VUCA Prime model
Figure 3.3 The “LEAP” framework—navigating throug the “fog” of VUCA
Figure 4.1 The “C.R.I.S.I.S.” leadership model
Figure 4.2 The “RED” model of critical thinking
Figure 4.3 Goleman’s situational leadership styles framework
Figure 7.1 The evolution of the Industrial Revolution
Figure 7.2 The elements of digital-driven organizational culture
Figure 7.3 Key success factors for DT/DX implementation
Figure 8.1 Competencies of the “disruptive digital leader”
Figure 8.2 Paragon cognitive readiness competencies
Figure 8.3 The Goleman emotional and social intelligence (ESI) leadership competency framework
Figure 8.4 The results-based leadership (RBL) framework
Figure 8.5 The high-performance organization (HPO) framework
Figure 8.6 The GROW coaching model
Figure 8.7 The transition coaching framework
Figure 8.8 The “ADAM” coaching methodology
Figure 9.1 Lencioni’s framework of five dysfunctions of teams
Figure 9.2 The SCORE™ framework for developing high-performing teams
Figure 9.3 The “AGREE” framework to achieve team collaboration
Figure 10.1 Navigating disruptive challenges with the “L.E.A.D.E.R.” framework
List of Tables
Table 5.1 Questions for the board to consider in overseeing crisis management
Table 8.1 Descriptors of Paragon cognitive readiness competencies
Table 9.1 “SCORE™” characteristics of high-performing teams
Testimonials
“Leaders in organizations are continually confronted with increased competition, globalization, demand for social responsibilities, and a stream of technological advances that disrupt the marketplace. For those looking to navigate the turbulent and complex landscape of digital evolution, Leadership in Disruptive Times i