Unavoidable effects of Industry 4.0 undoubtedly brings organizations’ leaders a lot of difficulties besides opportunities and new possibilities.
When viewed from this aspect, IBM Global CEO survey results are not surprising. More than 1500 CEO’s who took part in the survey rank the pace of the change and the complexity of the challenges faced to the top of the future leadership challenges.
In addition to these challenges, the information load brought by big data, interconnectedness of the systems and the business world, disintegration of conventional organizational boundaries, new technologies that disrupt the old work practices, more of people from different cultures working together and inclusion into workforce, new generations with a lot different values and expectations, are reflected as the most important challenges of the future leaders.
In my Industry 4.0 Transformation Leadership model, three leadership qualities which will support the transformation of the leaders and the organizations in this transition process, come to light. Digital- smart, futurist-smart and co-opetition smart. Industry 4.0 Transformation Leadership program begins with an inventory that will enable the organization’s leaders determine where they stand in regard of these qualities. The program consists of feedforwards of internal and external stakeholders, transformational coaching interviews, mid- term evaluation interviews and closing interviews whereby the results are measured with the inventory and evaluated with the stakeholders.
In this new era, it is necessary for leaders to possess these qualities and support emergence of these qualities in their co-workers. The leaders can thus bring out the collective leadership potential of the whole system besides themselves and their business unit.