Remember Greece in 2008?

The Greek economic crisis and associated austerity measures have led to negative social impacts that are still felt today. At the height of the crisis in 2013, general unemployment rose to almost a third of the population with significant impacts on wages and household consumption. Athens was the epicentre of the crisis, experiencing a 51% increase in poverty.  Given the financial mechanisms of the crisis, the most affected were the unemployed and self-employed, young and middle-aged families as well as people paying rents or mortgages.

Traditionally vulnerable groups, such as farmers and the elderly, were comparatively less affected than urban wage-earning families.

Among those that still had an employment, the economic crisis led to a worsening of labour conditions with people having to work longer hours and losing many of the labour protections that existed previously. These precarious labour conditions made farming and the opportunity to be one’s “own boss” incredibly attractive.  Work conditions were becoming so difficult that people linked the crisis and living conditions in the city to a “loss of humanity” that could only be regained through a process of personal transformation.

The result was an exodus of people back to the land to become farmers and a whole wave of personal transformations.

Transformations that were triggered by a crisis.

Crises are defined in a broad sense as "collective stress situations" which change how we understand something is organised and structured e.g. society.  Depending on their level of stress, they can lead to system-level transformation as we saw in Greece.  People’s personal beliefs were shaken to the extent that it made them view the world differently and take personal action for change.

What we have seen here is how a crisis can accelerate transformative change – more than the best laid out transformation plans – because it’s a shock to the system to remind it that it’s alive, a living entity with more latent skills than leaders recognise or fail to realise.

Crises accelerate transformative action because they require a response. By taking action – especially in uncertainty – we create results and results are what we learn from to inform decisions, course correct and take better action in the future.

It’s a counter-intuitive approach because the nature of uncertainty means we don’t actually know what to do. But paradoxically, the only way to get the information we need is through action – taking your best guess, starting small and learning your way through.

Beyond Greece, the entire world went through a crisis back in 2020 when Covid struck.  What we saw in this period was a whole new level of transformative change.

As we know, leading transformation in large organisations is tough. It requires patience, persistence and can feel like an uphill struggle against the system that can’t get out of its own way to evolve. Millions of pounds, countless hours and bucket loads of energy are poured into organisations to encourage revolution. How many true stories of success do we see?

What we have seen though both in Greece and, more recently in Covid, is that crises can bring the best out of people.  It was fascinating to see how the clarity of mission - and that time it was a collective mission of survival - connected people together to drive an intrinsic level of motivation, which in turn drove collaboration to succeed in high-pressure high tempo situations.

We saw the NHS holding patient appointments online and giving us an app to see our patient records.  Remember Joe Wicks famously leading what felt like the whole country through online fitness sessions? Dyson started producing ventilators and local stores sorted appearing online with their own YouTube channels.

And the business world transformed overnight. At Tesco bank they were able to implement an increase in contactless payment limits in days, when previously it would’ve taken months. They and other organisations found a way to decamp overnight to work from home using rapidly prepared laptops. Company meetings went online with Zoom and we all suddenly worked out that people can be productive, and indeed be trusted, to work out of the eyesight of their manager.

It did seem at the time that organisations grasped at speed the benefits of lean and agile processes enabling them to react faster and make quicker decisions. But, if that is true, what brought that about.

Is it that a crisis unshackles an organisation’s ability to apply these principles when before they were suffocated by bureaucracy, siloed thinking and risk aversion?

Covid certainly focused people’s minds.  It gave them a shared purpose which was easy to understand, and which tapped into their intrinsic motivation. Suddenly, the objective was clear and crisply defined with a clear call to action.  Teams could see themselves tackling challenging problems and able to deliver real and successful outcomes for their customers.

Covid-19 also led to radical organisation wide reduction of initiatives, a forcing-function to focus teams on a shared small set of priorities, where otherwise organisations battle many competing priorities often creating confusion.   It created a simplicity with a succinct set of objectives that was both powerful and attractive.  A bit like a football team knowing that it needs a goal in added time or they will be knocked out.

By harnessing this true sense of purpose, the simplicity that comes with it, and the associated compelling motivation, we then saw further knock on effects that made successful outcomes far more probable.  Individuals and teams had a far clearer focus and were more able to see the impact of the part that they played.  At the same time, people became more outcome focused and thought of quicker smarter ways to achieve their goals.  And research since has talked about how Covid19 enabled organisations to focus and take smaller steps, faster.

Another aspect that seems to appear was enhanced collaboration maybe because of the breaking down of political barriers or the reduction in risk aversion that often suffocates an organisation.  Indeed, people reported a shift in culture and people values — especially as leaders started to role model new behaviours and acceptance of imperfect results.

It appears that in the face of crisis induced uncertainty it has now become acceptable at all levels to “learn as we go”, adapting to the crisis and changing when required.

What crisis creates is a situation that isn’t artificial. It’s not a training, a simulation or a story of what great looks like—it’s real. And in this scenario, people get to see, feel and experience the benefits of applying these ways of working for themselves.

The biggest hurdle to change is people not believing it’s possible. In Greece, thousands upon thousands of people combatted that and made their own choice to act.  Similarly, with Covid, the pressure of the crisis has prompted people to act differently, provided a new perspective and impacted their mindset for the better. It created the forcing function to react, grow or be left behind.

How we can leverage that experience of managing a crisis for the benefit of future transformations is the big question.  Can we learn from them or do we lapse back into our old ways of trying to do too much, not being clear in our real purpose, and forgetting the importance of creating intrinsic motivation in our people. 

We’ll see.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

In the latest edition of our Unlocking Success Series, in the unpredictable journey of life, change is the only constant. From unexpected twists to unforeseen challenges, navigating the waves of change requires a sturdy vessel fueled by adaptability and resilience.

In the vast ocean of life, we often encounter turbulent waters and unexpected storms. In such moments, it's not our ability to control the waves but our capacity to navigate them that truly defines our journey. Adaptability and resilience serve as the sturdy vessel that carries us through the roughest seas, enabling us to weather any storm and emerge stronger on the other side.

Embracing Change: The Essence of Adaptability

Change is inevitable, whether in our personal lives or professional endeavors. Embracing change with an open mind and a willingness to adapt is the cornerstone of success in today's dynamic world. Think about it—every technological advancement, market shift, or life transition demands a flexible approach. Those who resist change risk being left behind, while those who embrace it find opportunities for growth and innovation.

Adaptability is not about merely surviving change; it's about thriving in the face of it. It's the ability to assess new situations, adjust our mindset and behaviors accordingly, and turn challenges into opportunities. Whether it's learning a new skill, adjusting to a new team dynamic, or pivoting in response to market trends, adaptability empowers us to stay agile and responsive in an ever-evolving landscape.

Resilience: Bouncing Back Stronger

Resilience is the armor that shields us from the impact of adversity. It's the inner strength that allows us to bounce back from setbacks, failures, and hardships with renewed determination and vigour. Life is not a smooth sail; it's filled with peaks and valleys, triumphs and tribulations. What sets resilient individuals apart is their ability to face adversity head-on, learn from their experiences, and emerge stronger than before.

Resilience is not about avoiding failure; it's about learning from it. It's about reframing setbacks as opportunities for growth and development. Every obstacle we encounter presents a chance to test our resilience—to rise above the challenge, adapt our approach, and persevere until we reach our goals. Resilient individuals don't let failure define them; they use it as fuel to propel them forward towards greater success.

Cultivating Adaptability and Resilience

The good news is that adaptability and resilience are not fixed traits; they can be cultivated and strengthened over time. Here are some strategies to enhance your adaptability and resilience:

1. Embrace a Growth Mindset

Adopt a mindset that views challenges as opportunities for growth and learning. Embrace the belief that your abilities can be developed through dedication and hard work.

2. Stay Flexible

Be open to new ideas, perspectives, and ways of doing things. Cultivate a flexible attitude that allows you to pivot and adapt to changing circumstances.

3. Build a Support Network

Surround yourself with a supportive network of friends, family, mentors, and colleagues who can offer guidance, encouragement, and perspective during challenging times.

4. Practice Self-Care

Take care of your physical, mental, and emotional well-being. Engage in activities that recharge your batteries, reduce stress, and promote overall resilience.

5. Learn from Setbacks

Instead of dwelling on failures, reflect on them objectively and extract valuable lessons. Use setbacks as opportunities to identify areas for improvement and refine your approach.

6. Set Realistic Goals

Break larger goals into smaller, achievable milestones. Celebrate your progress along the way and adjust your goals as needed based on new information or changing circumstances.

7. Cultivate Adaptability Skills

Continuously seek out opportunities to learn and develop new skills. Stay curious, be proactive, and embrace lifelong learning as a means of staying adaptable in an ever-changing world.

In a world characterised by uncertainty and rapid change, adaptability and resilience are indispensable qualities for success and fulfillment. By embracing change, cultivating a resilient mindset, and employing practical strategies for growth, we can navigate the waves of change with confidence and emerge stronger, wiser, and more resilient than ever before. So, let us set sail on this journey of self-discovery and transformation, knowing that with adaptability and resilience as our guiding stars, there is no storm we cannot weather, no challenge we cannot overcome, and no dream we cannot achieve.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success Series, we explore how forging meaningful connections and nurturing lasting bonds can not only open doors to new opportunities but also profoundly enrich our lives.

In the interconnected world we live in, success isn't just about what you know; it's also about who you know. Networking and relationship building are not just buzzwords; they are essential skills for personal and professional growth. Whether you're forging new connections or nurturing existing relationships, mastering the art of networking opens doors, fosters opportunities, and enriches our lives in countless ways. Join us as we explore the nuances of networking and delve into the transformative power of building meaningful relationships.

Building Bridges, Creating Opportunities

Networking is more than just exchanging business cards at events or connecting on social media; it's about building genuine relationships based on mutual trust and respect. Networking opens doors to new opportunities, whether it's landing a dream job, finding a mentor, or discovering potential collaborators for projects. By expanding our network, we increase our visibility, access valuable resources, and tap into a wealth of knowledge and expertise.

Networking is not a one-time event but an ongoing process of nurturing and cultivating relationships. It's about investing time and effort in getting to know others, understanding their needs and aspirations, and finding ways to add value to their lives. In a world where connections matter, the strength of our network can be a game-changer, providing support, guidance, and opportunities for growth.

At Malikshaw, we actively engage in a number of networks and have found them to be hugely valuable both during and after Covid. During Covid, virtual became easy but, in reality, building genuine relationships became harder. Now, we use our networking opportunities to enable and encourage us to move out of the virtual world and experience the value of real face to face conversations.

Cultivating Connections that Matter

Relationship building goes beyond superficial interactions; it's about forging deep, meaningful connections with others. Whether it's with colleagues, clients, mentors, or friends, building strong relationships is the foundation of success in both personal and professional spheres. Trust, communication, and empathy are the cornerstones of effective relationship building, fostering bonds that withstand the test of time.

Listening is a key component of relationship building, allowing us to understand the needs, desires, and concerns of others. By actively listening and showing genuine interest in their stories, we create space for authentic connections to flourish. Empathy plays a crucial role in building rapport, as it allows us to put ourselves in others' shoes, empathise with their experiences, and foster deeper understanding and connection.

Strategies for Effective Networking and Relationship Building

1. Be Genuine: Authenticity is the foundation of meaningful connections. Be yourself, share your passions, and show genuine interest in others.

2. Listen Actively: Practice active listening, engage in meaningful conversations, and show empathy towards others' experiences and perspectives.

3. Offer Value: Look for ways to add value to others' lives, whether it's through sharing knowledge, offering assistance, or making introductions.

4. Follow Up: After initial interactions, follow up with a personalized message or gesture to keep the connection alive and demonstrate your continued interest.

5. Stay Connected: Keep in touch with your network regularly, whether it's through social media, email, or in-person meetings. Nurture your relationships and show appreciation for their support and guidance.

6. Give Before You Receive: Offer help and support to others without expecting anything in return. By paying it forward, you build goodwill and strengthen your network organically.

Networking and relationship building are not just professional skills; they are essential life skills that enrich our personal and professional lives in profound ways. By mastering the art of connection, we open ourselves up to a world of possibilities, forging meaningful relationships that inspire, support, and empower us on our journey towards success and fulfillment. So, let us embrace the power of networking, cultivate authentic connections, and build bridges that lead us to new horizons and endless opportunities.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success series, mastering key leadership traits is an essential for unlocking your full potential as a leader and driving organisational success.

Leadership is not merely about occupying a position of authority; it's about inspiring and guiding others towards a common goal. Effective leadership is rooted in a set of key traits that empower individuals to navigate challenges, inspire teams, and drive organisational success. In this blog, we'll delve into the essential leadership traits that distinguish exceptional leaders and explore how you can cultivate these traits to unlock your full potential as a leader.

Visionary Thinking

Great leaders possess a clear vision of the future and the ability to articulate it in a compelling manner. They inspire others with their forward-thinking mindset, painting a vivid picture of what success looks like and rallying their team towards that vision. Cultivate visionary thinking by regularly reflecting on your long-term goals, staying informed about industry trends, and encouraging innovation and creativity within your team.

Effective Communication

Communication lies at the heart of effective leadership. Leaders must be adept at conveying their vision, providing feedback, and fostering open dialogue within their teams. Practice active listening, empathise with your team members, and communicate clearly and transparently to build trust and alignment. Remember, communication is not just about what you say but also how you say it and how well you listen.

Empathy and Emotional Intelligence

Empathetic leaders understand the perspectives and emotions of their team members, fostering a supportive and inclusive work environment. They demonstrate emotional intelligence by managing their own emotions effectively and navigating interpersonal dynamics with empathy and compassion. Cultivate empathy by actively seeking to understand others' experiences, acknowledging their feelings, and demonstrating genuine care and concern.

Decisiveness

In the face of uncertainty and complexity, leaders must make timely and informed decisions to propel their teams forward. Decisive leaders weigh the available information, consult with relevant stakeholders, and take decisive action, even in the absence of perfect clarity. Cultivate decisiveness by embracing risk-taking, trusting your instincts, and learning from both successes and failures.

Adaptability

The business landscape is constantly evolving, requiring leaders to adapt to change and navigate ambiguity with resilience and agility. Adaptive leaders embrace change as an opportunity for growth, remain open-minded to new ideas and perspectives, and pivot their strategies when necessary. Cultivate adaptability by fostering a culture of experimentation, encouraging continuous learning, and leading by example in embracing change.

Leadership is a journey of continuous growth and development, anchored in the cultivation of key traits that empower individuals to lead with confidence, compassion, and effectiveness. By embracing visionary thinking, effective communication, empathy, decisiveness, and adaptability, you can unlock your full potential as a leader and inspire positive change within your team and organisation. Remember, leadership is not about being perfect but about striving to learn, grow, and inspire others to reach new heights of success.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success series, we embark on a journey into the dynamic world of contracting as we uncover essential insights and strategies for success in navigating the contractor frontier.

Contracting offers unparalleled freedom and flexibility, allowing individuals to craft their own career paths and pursue projects they're passionate about. However, contracting also comes with its unique challenges and complexities. In this blog, we'll delve into valuable insights gleaned from seasoned contractors, offering practical advice and strategies for building a thriving contractor career.

Finding Your Niche

One of the first steps to contracting success is identifying your niche. Whether it's graphic design, project management, web development, or commercial consulting, specialising in a specific area allows you to stand out in a crowded market and command higher rates. Conduct market research, assess your skills and interests, and leverage your unique strengths to carve out your niche.

Building Your Brand

Your personal brand is your most valuable asset as a contractor. Invest time and effort in crafting a professional portfolio, optimising your online presence (e.g., website, LinkedIn profile), and showcasing your expertise through case studies, testimonials, and samples of your work. Consistency, authenticity, and professionalism are key to building trust and credibility with potential clients.

Setting Rates and Negotiating Contracts

Determining your rates can be challenging as a contractor. Research industry standards, assess the value you provide, and factor in your experience, expertise, and overhead costs when setting your rates. When negotiating contracts, clearly define scope, deliverables, timelines, and payment terms to avoid misunderstandings and ensure a mutually beneficial agreement.

Managing Client Relationships

Effective communication and relationship management are essential for contracting success. Keep clients informed about project progress, address their concerns promptly, and proactively seek feedback to ensure client satisfaction. Cultivate long-term relationships by delivering high-quality work, exceeding expectations, and going the extra mile to add value.

Managing Finances and Time

Contracting requires disciplined financial management and time management skills. Create a budget, track your income and expenses, and set aside savings for taxes and emergencies. Establish a daily routine, prioritize tasks, and leverage productivity tools to maximise efficiency and maintain a healthy work-life balance.

Continuous Learning and Networking

The contractor landscape is constantly evolving, so it's crucial to stay updated on industry trends, tools, and best practices. Invest in ongoing learning through courses, workshops, and conferences, and actively participate in online communities and networking events to expand your professional network, exchange insights, and uncover new opportunities.

Contracting offers boundless opportunities for creativity, autonomy, and fulfillment, but success doesn't come overnight. By embracing these insights and adopting a proactive mindset, you can navigate the contractor frontier with confidence, resilience, and a commitment to continuous growth. Remember, every challenge is an opportunity for learning and growth, and with perseverance and determination, you can build a thriving contractor career on your own terms.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

Have you seen the Broadway show Kinky Boots?

There are many great lines in the show.

But, one of my favourite lines reminds me of what I believe many employees ask themselves when they’re sifting through announcements about the latest transformation.

The shop owner is excitedly explaining his ideas about expanding his shoe shop to Kinky.

And a bored Kinky asks the owner, “Are you going to get to the part about where it concerns me?”

In other words, Kinky is asking “What’s in it for me?” (WIIFM) meaning, "How is this relevant to what I want?”.

I’m curious.

How often do leaders of major change and transformation programs charge into their offices and, similar to the shop owner, splatter the staff with content before answering the WIIFM question?

We have agendas, objectives and a mission to satisfy. That’s naturally where our thoughts live.

And we deliver all our tasks to satisfy the agenda. But our satisfying this agenda is of no importance to staff.

What is important to staff is feeling that they have been considered and thought about. After all, we are still dependent on people to run the business and in transformations it is crucial to remember this. It is also one of the reasons why HR is such an important element of a successful transformation. Indeed, why the role of an HR business partner is changing. It is no longer an audit role. It is,” how do you get the best out of the people?”

Post transformation, there is an expectation of a different process and behaviours that requires almost a reskilling agenda for the individuals. Potentially they also need a different sort of talent. All of which magnifies the WIIFM question if you’re going to bring people with you.

This draws me back to a podcast that I was listening to which was talking about “What is it that an organisation is built to do?”

It’s quite interesting because the whole idea was that every organisation at the end of the day protects a core value, not value as in power, but a core value that it believes in, and the processes and systems are built round it to protect that value. So, when you try to enforce the transformation, automatically these processes and systems which are built to protect that core will push it back. That’s the organisational inertia trying to stop it because it thinks that the transformation will steal the value that it’s trying to protect.

When it comes from inside, when your organisation feels that the transformation will deliver a different value, the culture will align around it to ensure that the transformation is successful. It’s easier said than done, of course. For example, if a leader goes in trying to enforce something, it’s bound to fail. It’s almost designed to fail. But, if that design were to come from the inside out, and obviously the leader can play role in that, then things will tend to align better, ensuring that it is more successful.

What we are talking about here is values and you could even say culture. Transformation is a challenge to the culture of the organisation and, if it’s a strong culture, the culture binds together stronger and your chances of success for the transformation is almost nil. There’s no way that transformation will be successful. The culture is too strong.

The question then becomes “how do you negotiate this hurdle” and this is where good leadership comes in.

This isn’t necessarily a single leader, more a collective leadership of an organisation, looking through what they want to transform in the business. How do they start creating the story around that transformation and communicate it to start building that inside out appetite for change. This is where WIIFM comes in. You can throw all the money, all the resources, all the bodies at the programme, but if you never hit that frequency, you might as well pack up and go home.

It’s simply human nature. Someone comes along and says you have to do something differently; you have to relearn, you have to do it this way, you have to do it that way. Whilst the person is thinking, “I’m actually doing a good job”. In fact, thinking, “most of us are doing a good job, but now you’re telling me I have to do it differently.”

So, this becomes the organisation inertia. Unless that person and those people are clear, what’s in it for them, they have no desire for change and will push back. Change doesn’t happen and, as we all know by now, the organisation then becomes one of the 70% that fails. Remember Blackberry, Nokia, Blockbuster. Blackberry didn’t believe the iPhone would work. Nokia didn’t believe the App Store would either. Everyone thought they were doing a good job. No one saw a need to change. No one told a story that made the case for change credible.

Often, it seems, the story is underrated, but when people buy into the story that will probably be the game changer. They will look at WIIFM and they can see themselves in the story. They will believe their interests or concerns are addressed and now think, “yes, this is something I can get behind.” They’ll go “okay, I’m on board”.

They will buy in to the Big Why – the vision and the part they will play in that – and into the Little Why – the benefits for me. The WIIFM. Indeed, WIIFU. The benefits for us.

That’s when the corporate inertia visibly starts to dissipate, and you get a whole movement of people collaborating to make the change happen and make it successful.

And the alternative? WHOGAS.

At risk of saying what we all know… “Who gives a…”

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

It was around 508 BC that democracy is believed to have originated in Athens. That’s 2531 years ago, and 4 months to be precise.

Like most things of course, this is debatable because there is evidence to suggest that democratic systems of government may have existed elsewhere in the world before then, albeit on a smaller scale.

The word democracy comes from the Greek words, “demos” meaning people, and “kratos” meaning power; said democracy can be thought of as “power of the people”: which depends on the will of the people.

in Athens, it was a noble named Solon who laid the foundations for democracy, and introduced a new constitution based on the ownership of property. According to this, Athenians were divided into four classes, with political power distributed among them. The highest offices went to those people whose land produced 730 bushels of grain, while the lowest class comprised of labourers who could not hold office, but who could vote in the assembly. Importantly, under Solon’s constitution, native-born citizens could not be enslaved by their fellow citizens.

Unsurprisingly, Solon’s reforms eventually broke down as the ruling classes began fighting among themselves, taking Athens to the brink of civil war. Further iterations then occurred before a man named Cleisthenes enlisted the support of the common people by proposing a new constitution. This new constitution included the establishment of sortation, which saw citizens selected at random to fill government positions, rather than attaining them through inheritance.

It wasn’t every five years that Athenians had the right to vote in the ekklesia, like it is now, but every 10 days. Imagine how many times we would vote to change our government if we could do it every 10 days. 

Elections are happening in many places this year not least for us in the UK but also America. I guess we should all hope for fair, free and peaceful elections such is the aim of democracy. I’m sure there’ll be some people worrying that these could be the last election before AI really starts to take hold. Who knows?

The point about democracy is that we as citizens get to choose who we want to vest power in to make decisions for us. The choice is both that of a party to govern and the choice of a person as well as a wider team to lead both nationally and locally.

So, we look at the party and we look at the people and we look at their policies and we look at their capabilities to deliver those policies. We look at their experience and we look at their potential.

But we don’t look too closely because, if we did, we would subject them to a much more rigorous recruitment process than we do today. We would look at their background, their experience, their attitude and their behaviour. We might do what we do with university graduates and put them through test after test with only the best getting through to the final stage. We might have them undergoing psychometric assessments so we can predict how they would deal with certain situations, how they would deal with pressure.

For sure, we know that the next five years is going to come with a lot of pressure whether it is defence and security or making difficult financial choices, balancing the needs of education versus health versus taxes versus benefits versus climate. I guess many of us remember the infamous note left by Liam Byrne in 2010 for his successor David Law’s saying “Dear Chief Secretary, I’m afraid there’s no money. Kind regards - and good luck! Liam.” No doubt, we are fearing the same again.

To make a point out of all of this, I was listening to a series of podcasts in which global business leaders shared fascinating insights into transformation. They explored their emotional journeys as they led their organisations through periods of change and gave some deep insights into what it means to be a 21st-century leader who delivers transformation. The parallels between transforming a company and transforming a country were intriguing.

The series talked about making a call when the status quo is no longer working - remember they are talking business here - a social movement of change, bringing ideas from the group of people to make decisions and seeing what is coming next to create opportunities, before it becomes a crisis. The leaders who were interviewed, each in their own way, showed what it means to lead into the future with humility, honesty and a strong focus on performance.

I can’t go into a lot of detail about everything they covered but a few points and quotes really stood out and showed how interchangeable transformation in a company is with that in a country.

Rob Thomas, Chief Operating Officer of the Mercedes–AMG Petronas Formula One team noted ‘I wish I’d been braver at the start’. Rob is talking about how he led the transformation of the Mercedes team at a critical point in the company's history. He talked frankly about what worked and what he would do differently noting you are always learning lessons, often from failure.

‘Success involves seeing what’s coming and being there first.’ This was the line from Geoff Skinsley, the Chairman of L’Oréal UK and Ireland, when he was explaining how L’Oréal was able to transform into a digitally ready and digital first organisation. They were able to embrace disruption, seeing a clear choice: ‘Either we take part in the disruption or we ourselves will be disrupted.’

The Head of Global Corporate Affairs at Riot Games, Gaude Perez, said ‘Don’t underestimate as leaders the distance you might have from the day-to-day experience of some of your employees.’ Here, Gaude, was talking openly about the cultural transformations Riot Games undertook to shift the disruptive communication behaviours that had emerged particularly with the impact of the pandemic, and how she helped the company's culture by constructing a social movement within the organisation.

With the division that elections so often bring, the other interview that stood out was with Allison Rossiter, the Managing Director of Roche Diagnostics in Australia. Allison talked about how ‘1950s leadership doesn’t work anymore,’ where you must ‘do what I say.’ She stressed the importance of promoting inclusivity and the process of finding the right decision together as a team.

With our recent history of Brexit, I guess it’s hard for people to come together in this way, but for transformations to be successful Allison Rossiter really does have a good point. So we go to the polls, recognising the drivers sitting behind effective change, are not necessarily that different whether you’re a company or a country. We are looking for great leadership, a clear vision, a well thought out plan, strong and effective governance, recruitment of the most talented team we can get, and the most prudent and wise use of the investable funds. We also need to trust.

Thinking back to the Athenians, it probably wasn’t too much different for them.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

And while outside it was a grey Fermanagh Saturday afternoon, the tension and expectation inside the Manor House hotel was at Fever pitch.

All eyes were anxiously glued to the television to witness a bit of proud history in the making.

And when the final whistle sounded, the iconic Cellar bar erupted in electric elation in a sea of blue jerseys that included fans from as far away as Portadown and Drogheda, who punched the air and shared in unbridled delight.
For an hour beforehand upwards of 80 fans, all decked out in the blue of the boys, which also included well-known figures from Enniskillen town, were there to savour the occasion. Looking on, you could have been forgiven for thinking this was some major local celebration when, in fact, the real celebration was happening 500 miles away. Even more strangely, 4000 miles away, Ed Sheeran the singer, was doing his best to host a similar party.
What connected these events was a joint celebration of a remarkable transformation. A transformation that showed how, in just three years, you can change the fortunes of an organisation and, indeed, a whole town. How you can move people from anger to happiness, from tears of frustration to tears of joy, and you can give people hope where for many years there had been none.

When Ipswich Town football club was taken over by Gamechanger 20, funded by the Arizona Public Safety Pension fund, the new owners set in train the beginning of a transformation program that wouldn’t only change the fortunes of a football club, but would contribute towards transforming the trajectory of a whole community. Conservatively, promotion last weekend to the premiership will deliver at least £125 million into the Football Club and, if you use Brighton as an example, the estimates are that their promotion has contributed £600 million into the local community. Staggering figures that can transform communities and vastly improve people’s lives if invested wisely.

On the pitch, the results were phenomenal. In the last two seasons, the manager has won more points than any other manager out of all 92 clubs including Pep Guardiola. His points tally in two seasons have been 98 and 96. Goals, 101 and 92. Losses this season, just 6. Double promotion in 2 years. A win percentage only beaten by a couple of Premier league clubs. An exciting, brave brand of football. We could go on..
There has been a lot written over the last two years about the transformation that the football club has been going through, and what have really been the key defining factors. In county Fermanagh, everyone gathered was celebrating who many argue is the fundamental reason for success, and that is the manager.

The Manor House Hotel is where Kieran McKenna the manager of Ipswich Town hails from and remains a pub that is run by his mum and dad. Even the most high-level research will bring comments from many a journalist and sports pundit that it is McKenna’s leadership expertise that has really transformed the fortunes of the club. I’m sure many of us would not disagree because, in all transformation programs, the quality of the leader often determines the outcome of the program. A great leader will plan effectively, organise well, inspire, and motivate people, and use all his or her talents to make sure no stone is left unturned in the search for perfection.
People referred to McKenna’s intensive approach to learning, how he moved into coaching at an early age and progressed through the ranks, thirsty for knowledge, which ultimately led him to be on the coaching teams of three different managers at Manchester United. He was seen to be a star of the future because of his tactical ability, his work ethic, his attention to detail, his focus on coaching people to improve, and his maturity in dealing with people and their emotions.

When asked yesterday about the reasons for their success, every player cited McKenna as the main reason. The captain said “the manager has transformed the culture, transformed everything. I’m sure he’s going to get it, but he deserves a lot of credit. Without him, we wouldn’t have done this today.” Even an ex-manager has called him a genius!

But one person doesn’t make a team, and McKenna had a team around him, from the ownership group to the Chairman and the CEO, who together created a vision and a plan and executed it to perfection. Some argue that this is as much the reason for the success as the manager himself, as it has allowed McKenna to really exploit his own abilities, knowing that everything else is in place to support him in achieving his goals.
Indeed, the CEO is being held aloft almost as much as the manager. He is the person who has led the delivery of the vision, hired the manager, shielded the manager from the business pressure, and who has put in the structure for success both on and off the pitch. He has driven the commercial vision, owned the community engagement vital for creating the growing fan base, and implemented a culture and a model that he believed was right for the business, for the staff and for the community. He has been bold, brave, and attacked everything with a steely determination.

Another argument that’s put across has been the managers’ recruitment policy. How he has found people who would fit seamlessly into his system. A lot has been made of the fact that he hasn’t spent much money compared to several of the clubs around him, maybe even only 10% of what others have spent. Indeed, he brought in people who were misfits at other clubs but who, with the right coaching, he knew had the potential to be key members of his team.

He bought some in permanently, and then he astutely used the loan ‘interim’ market and brought in specialists at just the right time to give his team an extra nudge. For this, you could commend the scouting network, or do you again commend the leader for directing the scouting network effectively, making sure they knew precisely the types of players they needed to bring in to fill a gap. Surely, it’s both, but you can’t deny the role of the leader.

The result has been a team that is a team and isn’t a set of individuals. It is a team without superstars, but it is a team, a group of people that each know their job and the role they play. The players say they are coached harder than anyone else, they train harder than anyone else, and say they know their jobs better than anyone else. Equally, they say it is the best team culture they have ever worked in. That it is a family. That they are trusted. That it is a high-performance environment in which they each know that every day, if they work hard, they are going to improve.

Great leaders hire well. From the outside, it looks like the investors have hired a great leader (CEO), who in turn has hired another great leader (Manager) who then has hired a great team. It almost sounds easy doesn’t it.

I guess the final point about transformation, which is as true for football clubs, as it is for other types of organisations, is will it be sustainable? For all the joy and the benefits that people get through such visible and impactful change, these can so easily be undone if the foundations have been laid on sand. We all know that the true measure of a successful transformation must be whether it is enduring, so we’ll see. The CEO says they have tried to build a house of stone. Let’s hope so!

You might not be a football fan but if you follow this link, you will hear an insightful interview with the CEO in which he picks apart how this transformation has come together. It is a masterclass in Leadership. https://youtu.be/WcXxFRRB06o?feature=shared

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

By about 1200 C.E., Polynesians were masters of oceanic exploration, roaming 7000 kilometres across the Pacific Ocean in outrigger canoes. Guided by subtle changes of wind and waves, the paths of migrating birds, bursts of light from bioluminescent plankton, and the position of the stars, they reached and settled islands from New Zealand to Rapa Nui, or Easter Island, the closest Polynesian island to South America.

Among the most respected people of the Polynesian community was the NAVIGATORS. The navigators could find small islands far away and back and forth over great distances and repeat these trips.

During the day they would of course be watching the sun. At night they would use their hands, but they also had “Shell maps”. These were woven sticks at different angles with small seashells connected to the sticks, the indices & intersections of which marked stars. They had lots of them. They had to be individually made for each destination, so travellers took a supply made for their home island to exchange for others on arrival.

Travelling home from their southerly voyages, they would use the “Shell maps” to travel north. As they crossed above the equator the North Star (Polaris) would come into view and every following night Polaris would be higher in the sky. When Polaris was as high as a coconut held at arms length (20° +/-) they would then turn to the west and keep Polaris on their Starboard beam. The Sunrise at their stern and the Sunset at bow. This would keep them on a course that would run down the 20°N line of latitude which will lead them to the Hawaiian Islands.
In modern times, the North Star continues to be a symbol of guidance and direction. It is a reminder to stay true to ourselves and follow our own path, even when the world around us seems to be in chaos.

Organisations now, more than ever, need to determine what inspires and influences them. They need to be crystal clear on the definition of their purpose.

Why? Simply put, it is Gen AI.

Whilst artificial intelligence is not new – indeed from 1957 to 1974, AI flourished – what has changed is that it now has the power and the ubiquity to make this a pivotal moment in the history of technology.

At pivotal moments in history, people need strong leadership.

Generative AI has the potential to transform organisations, products, services, and people’s lives.
It also has the potential to consumer mega amounts of investment. Indeed, it could be argued that large chunks of investment aren’t even understood by the organisations making them. People are doing things. People are learning. People are playing. People are testing. Ideas are being developed and organisations, desperate to keep up, are turning their heads in a multitude of directions without knowing necessarily what is the right one, or when is the right time.

The risk here lies in the direction the organisation is going in and who is leading it. Has the organisation or the department or the programme thought about a clear mission? Have they rethought their raison d’etre in light of the new technology environment. Are they an automaker or “a supplier of individual premium mobility with innovative mobility services”? Are they a bank or a tech company?

Whatever the outcome, the starting point for embracing AI is to approach it from a business perspective, and for that you need business leaders. People who can understand technology but who can think of how the technology can be used to further the organisation’s mission. People who will start with the business problem you want to solve. When it starts that way, there is usually a good ending because the problem eventually ties back to serving customers better and delivering more value for the company. When business leaders say, “that’s the problem I want to solve with technology,” it becomes easier to develop the technology road map to solve that problem.
So, think about this problem. In just 30 years’ time, it is forecasted that the human population of our planet will be close to 10 billion and producing enough food to feed these hungry mouths will be a challenge.

To help combat this, we need look no further than the likes of John Deere. Back in 2013, John Deere unveiled its Farm Forward vision, demonstrating the concept of the “autonomous farm” where machinery would be remotely managed from a central control hub. It showed a farmer monitoring data points and managing machinery from a console in his home in real-time, while AI takes care of the moment-to-moment operational decisions.

Since that time, Deere, the 180-year-old manufacturer of farming and industrial machinery, has spent the past 2 decades transforming itself into an artificial intelligence (AI) and data-driven business. Led by Blue River, its Silicon Valley-based machine learning business it has reassessed its mission and started with a business problem that it would seek to use technology and AI to solve.
In common with all successful transformations, John Deere had to do 2 crucial things, and they both relate to people. Firstly, it had to bring in the right talent to lead this ‘business’ transformation. It did. It brought talent in who could visualise and lead this initiative. People who could articulate the business problem and use this to lead the development of the AI technology solutions that could solve the problem. To this day, John Deere is bringing in and backing the best business minds and talent that can understand the problems they need to solve.

Secondly, they have developed their culture to support the new business mission. Organisational culture can either facilitate or hinder implementation of digital initiatives. But when transformation projects incorporate the right AI to enable beneficial outcomes and a cohesive workforce, the wins speak for themselves.

Whether it was rain or shine, sunlight or sunset, the Polynesians always got there successfully.

They followed their “North Star” and they had great Navigators.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

On 26 December 2004, at 07:58:53 local time a major earthquake with a magnitude of 9.1–9.3 Mw struck with an epicentre off the west coast of northern Sumatra, Indonesia. The undersea megathrust earthquake, known by the scientific community as the Sumatra–Andaman earthquake, was caused by a rupture along the fault between the Burma Plate and the Indian Plate.

A massive tsunami with waves up to 30 m (100 ft) high, known in some countries as the Boxing Day Tsunami after the Boxing Day holiday, devastated communities along the surrounding coasts of the Indian Ocean, killing an estimated 227,898 people in 14 countries in one of the deadliest natural disasters in recorded history.

It was one of the most powerful earthquakes ever recorded in Asia, the most powerful earthquake in the 21st century, and at least the third most powerful earthquake ever recorded in the world since modern seismography began in 1900.

Naturally, the rehabilitation following this disaster has informed various case studies, one of which has addressed potentially transformative shifts in the ways local people interact with the state in Little Andaman. 

Of interest here, is that challenges have been presented to the notion of ‘deliberate transformation’ as opposed to ‘progressive transformation’.  Keeping it simple, it is argued that actively instigating ‘deliberate transformation’ according to pre-determined visions held by external actors (in this case NGO’s ‘non-government organisations’) is a direct contradiction to the principle that progressive transformation should be shaped deliberatively by the values and priorities of citizens themselves.  i.e. the NGO should itself undergo a transformation from ‘doing to’ to ‘doing with’ citizens.

Now, to understand how this impacts digital transformations, let’s look at some of the reasons why transformations are likely to fail.

One of these is around lack of awareness within the organisation. Humans by default fear what they don’t understand. The majority of an organisation’s employees will reject new software, tools, apps, and processes, even if they will improve their lives, unless they are slowly, consistently educated. 

Indeed, this may equally ferment into pure resistance for fear of being replaced.  You will have internal saboteurs who fear losing their jobs, so they’re doing everything in their power to undermine your progress behind your back. Who can blame them? Wouldn’t you if you thought your job was on the line?

What about who is leading the transformation.  If you look at the experience of the leaders, are they expert coders and engineers? If so, why?  The skills people need to lead transformation programmes are essentially soft skills, probably 80% in fact, whereas the technical skills that they have may only contribute 20% to what is needed.

One of the outcomes here then may be poor decision-making processes. If your leaders don’t engage with the people who are most involved and most affected, they won’t understand the potential roadblocks and what they need to do to anticipate and prevent these. A result will be slow decision making and more delays.

This of course feeds through into the ability or inability to translate the new way into real world language.  Whether it is to the executives providing the funding, or the staff on the front line, an inability to translate efforts into a compelling story that non-technologists can appreciate leads to self-isolation and barriers going up between the IT teams and their managers and everyone else who may be affected.

I’m sure we all know of plenty of other reasons for failure, be they new toy syndrome, poor prioritisation, loss of talent, lack of control etc. But you know what, none of these have anything whatsoever to do with the technology. The tech is generally fine; it’s the people who are getting in the way. 

An organisation will fail 70% of the time, not because of inadequate technology, lack of organisational capacity or lack of funds. It will fail because it is looking at digital transformation through rose-colored virtual reality (VR) glasses when it needs to be paying much more attention to the soft skills.

Humans are the problem. And the solution. 

So how does an organisation succeed in its transformation?  Going back to the Andaman example, it needs to include the right people, the impacted people, at the very heart of the process.  Transformation needs to be progressive and not simply, deliberate.  An organisation needs to hire appropriately skilled, qualified leaders to forge the path of a successful transformation. It needs to recruit on soft skills and not purely through the eyes of IT.  Stop promoting your technologists to their level of incompetence in the soft skills areas or at least train them when you do! 

And then make sure you ‘do with’ and not ‘do to’...

This is why an organisation only has a small chance of success.  It is the soft skills, 80% in fact!

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes.  Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.