middle management vs digital transformation - stada webinar 16sep16

HowMiddleManagementCopeswithDigitalTransforma7on

STADAWebinar16thSeptember2016

CécileDemailly

HowMiddleManagementCopeswithDigitalTransforma7on

Weresearchedmul=na=onalcorpora=ons(>2000employees)toanalyzesmiddlemanager’sviewsoftheircompaniesstrategicfitwhenitcomestodigitaltransforma=on,theirinvolvementinthechangeandtheirevolvingrole.More:www.earlystrategies.com/midmgtanddigitaltransf/46pagesreport,freeexecu=vesummary

Cécile Demailly – 15 Sept. 2016 – STADA Webinar

Par7cipant’scorpora7ons

AirLiquide,AlcatelLucent,AlixPartners,Alstom,Areva,Artelia,AT&T,Atos,Avanade,AXA,BearingPoint,BNPParibas,Bri=shColumbiaPublicService,BT,C&A,Capgemini,ChinaTingHoldings,Cisco,Daimler,Danone,DBApparel,DeutscheBank,DSM,EMC,EngilityCorpora=on,Ernst&Young,Faurecia,FiatChryslerRimaco,GEHealthcare,Gemalto,GeneralMotors,GPStrategies,Huawei,IBM,KPMG,LaMutuelleGénérale,LafargeHolcim,LloydsBankingGroup,McDonald's,Merck,Microso`,Mölnlycke,Orange,OrangeBusinessServices,Philips,PSAPeugeotCitroen,Publicis,PWC,Renault,RightManagement,RockwellCollins,Safran,SaintGobain,Salesforce,Sanef,SAP,SchneiderElectric,Shire,Siemens,Sodexo,SSE,SunChemical,TataCommunica=ons,TataConsultancyServices,Technicolor,ThyssenKrupp,Total,Transdev,Ubiso`,UnitedGuaranty,UnitedTechnologies,ZenithOp=media.

www.earlystrategies.com/midmgtanddigitaltransf/ Cécile Demailly – 15 Sept. 2016 – STADA Webinar

Demographics

16% 13%

11% 10% 10% 10%

9% 7%

5% 4% 4%

CIO / IT Sales

Marketing Alliances / Business dev.

HR / EHS Operations / Production

Finance / Accounting Engineering / Research

Innovation Communication

Customer support CSR

Purchase

Job areas

Middle managers versus digital transformationResearch © Early Strategies – April 2016N=94

Middle managers versus digital transformationResearch © Early Strategies – April 2016N=94

below 30

30 - 40 40 - 50 50 - 60 above 60

0% 20% 40% 60% 80% 100%

Respondents age range

N=94Middle managers versus digital transformation

Research © Early Strategies – April 2016

10%

10%

23%

20%

37%

Respondents' organization size

2000-5000

5000-10.000

10.000-50.000

50.000-100.000

>100.000

Middle managers versus digital transformationResearch © Early Strategies – April 2016

Employees

N=94

35% 12%

10% 6%

5% 5% 5%

4% 4%

3%

IT/Telecomunica.onsBank/Finance/Insurance

Consul.ng/Educa.onEnergy/WaterMngmnt

Healthcare/CareServicesManufacturingNGO

Transporta.on/TourismAerospace/Defense

RetailAdver.sing/Marke.ng

ChemicalsOil/Gas/Steel/Mining

Pharmaceu.calFood(otherthanRetail)

GovernmentPublishing/Medias

Sectors


Research © Early Strategies – April 2016N=94Middle managers versus digital transformation



55% 9%

7% 6%

5% 5%

3% 2%

1% 1% 1% 1% 1% 1%

France Germany

United States United Kingdom

Canada Switzerland

Belgium China

Argentina Brazil

Hong Kong India Italy

Netherlands

Respondent's countries



Digitaltoolsmiddlemanagersuse


Digitaltransi7ondeeplychangesmiddlemanagers’role

1.   ShiLfromtradi7onalmanagementtoleadership

2.   Downsides:power,statusandlegi7macyarenot‘agiven’anymore

3.   Neworganiza7onalfocus:managingmorecomplexityanduncertainty

4.   Newskillsforthefuture:rela7onal,morethantechnicalororganiza7onal


1-ShiLfromtradi7onalmanagementtoleadership

Before:directandcontrol•  tradi=onalmanagementrole

consistedofdirec=ngandcontrollingpeople,and‘spreadingtheword’

Now:guideandinfluence•  “facilita'ngtheorganiza'on”•  Beasponsor,beexemplary,

convinceandmo=vateemployeesandthedifferentstakeholders,influencethemintheposi=vesense,helptofindsolu=ons

èThetransi=onmayseemabrupt

“Middlemanagersneedtoreinforcewhatmakesthemoutstanding:exper'seinmanagingteams,capabilitytodriveandactasenginebeltsof/intheorganiza'on”

“Managinghasdeeplychangedbecauseofinforma'on/knowledgesharing.Inthepast,knowingwasthemainmanagementvalue.Aswenowshareeverything,leadershiphasbecomethemainmanagementvalue.”


2-Power,statusandlegi7macyarenot‘agiven’anymore

Power“accesstoinforma'onisnotadifferen'atoranymore”

“Theirpowerischallengedasinforma'onismoreeasilyaccessible,andbecausecollabora'veworkbypasseshierarchicalstructures.”

Status“noPersonalAssistantanymore”,

Sometasksarenotdelegatedanymore

Con=nuouslyworking,notpossibleto“hide”anymore,“No'metoloungearound,oneneedstobereac've”

“theymustguideskillsdevelopmentintheirteams,withouthavingallthecompetenciesthemselves;theysome'mesmanagemoreskilledpeople”

“Millennialsmaylookatmiddlemanagersasdinosaursifwehappentonotadopttoolsthattheyconsiderasna've.”

Legi7macy


3-Neworganiza7onalfocus:managingmorecomplexityanduncertainty

Digitaltransforma=oncreatesnewprocessesandjobs,some=mefasterthanwhatcanbeabsorbed.Italsorequiresmiddlemanagerstobereadytoansweranykindofques=on.

“aneedtodeterminebeneficialscenariosformyteamtobecomemoreefficientandfulfilled”

“middlemanagershavetogetmoreskilledonalotofnewtopicsvianewdigitaltools:finance,legal,HR,marke'ng.Itbringsmoreempowermentbutalsomorestressasitisdifficulttoalwaysbeskilledandwelltrainedonsomanytopics.”

More visible and exposted than before

63%

Less visible and exposed than before

16%

Don't know 21%

Middle managers visibility & exposure



yes 55%

no 32%

don't know 13%

As a middle manager, is it easier now to influence, share your ideas, than before?




4–Newskillsforthefuture:rela7onal,technicalororganiza7onal?


Thank you CécileDemailly,[email protected]:ceciledemailly

middle management vs digital transformation - stada webinar 16sep16

Leadership & Management