The increase of speed, complexity and intricacy with Industry 4.0, challenges individualistic leadership a lot and necessitates transition to collective leadership.
As the brain becomes more “smart” as its neuron links increases, the organizations which set up interconnections more among divisions in their networks and constitute a collective leadership culture become more “smart” in this new era.
With Industry 4.0, leadership ceases to be a role and becomes a process. In this process, what is necessary and how it will be produced becomes more important than the leader’s identity. Hierarchical, unilateral and static leadership is replaced by shared, multilateral and dynamic leadership. Therefore, everybody has to act as a leader irrespective of position or authority. The organization-centered leadership becomes more network-centered and the perspectives of the stakeholders in the network gain importance. Collective leadership is necessary to create a culture whereby all stakeholders share information, effect each other constructively, take decisions with initiative, make plans together and take action. The stakeholders who work collectively in collaboration for a future ideal in which they find a meaning, are more creative, more productive, quicker and stronger than individuals who act alone.
For organizations determined to initiate the transformation the new era of Industry 4.0 necessitates, the Collective Leadership Program process begins with analysis of the organization and its stakeholders to map their requirements. The program continues by working with 12-24 person teams from each department and different management levels. The process consists of five modules. It takes a total of five days and is spread over six months. During the process, the teams apprehend their perception of Industry 4.0 and collective leadership and their present situation.
They identify the ideal of organization Industry 4.0 necessitates and the ways to achieve this ideal. They determine short, mid and long term road maps for transformation and start to take action accordingly. Through the learning cycle activated during the process, they improve applications that work and abandon the ones that are not useful and concentrate on proceeding and developing collectively.
At the end of the process, the stakeholders and the team evaluate, and celebrate, their improvement and transformation and develop the necessary support structures for sustainability of collective leadership culture in the organization.