Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.

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www.hipotest.com

2. Competency traps are the mistaken beliefs that the
factors that led to past success will also be
associated with future success. Digital technologies
are changing the competitive landscape — providing
new ways of delivering value to customers and new
service opportunities — and factors associated with
past successes may not be associated with future
success.
MIT, Coming of age digitally

3. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara

4. CONTENTS
• Introduction
• What is a Digital Leader?
• Digital Leadership as a Role
• characteristics of highly successful digital
leaders
• Digital Leadership as a Skillset
• Digital Leadership Behavior
• Digital Leadership as a distributed culture
• Starting from yourself
• How to continuously adapt leadership
mindsets to successfully deliver digital
capabilities.
• A Key take away

5. Introduction
• A new take on an old mindset presents a world of
potential business opportunities in the context of
the digital world.
• Digital business transformation is classically built
around organizational elements like processes,
policies and technology. However, what gets little
attention, but that may be the most fundamental, is
the characteristic of effective leadership. Uncertain
events not only disrupt business; they disrupt
leadership as well.
• Digital Leadership is another concept, together
with of Transformation, that is really “hot” in the
most recent managerial literature and debate.
• The debate goes between the two extremes of who
tries to redefine entirely the concept of Leadership
applied to digital, and those that instead minimize
its impact to just a new technology variable, not
altering the fundamentals of traditional Leadership
models.
• The Digital Age demands a complete overhaul of
leadership – from its structure, to definition, to the
skills required to succeed

6. But What Exactly Are The
Benefits Of This Digital
Leadership?
• It builds a digital culture – different departments within a
business will require different digital tools to improve their
work. Having an effective digital leader helps to make this
happen within your organization giving them the right tools
available to them.
• Makes employees more productive – the tools provided to
your organization are designed to increase productivity levels,
however, without a digital leadership to drive this, employees
could struggle to implement and get the most out of these
tools. Digital leadership ensures that your workforce can
concentrate on using it straight away.
• Improves customer satisfaction – a satisfied customer will
have no reason to leave your business for a competitor, but a
dissatisfied one will have several reasons. Digital leadership
can help this by improving and introducing convenience,
speed and customer support, for example. This in turn makes
a customer increasingly satisfied with your product or service.
• Increases revenue – it’s simple, serving more customers in less
time is an effective recipe for making more money within your
business.

7. Digital Leadership
Can Help Increase
Revenue
• Improving retention rate: when
you can better serve your
customers with digital tools,
they become increasingly
satisfied and turn into loyal
customers.
• Increasing the number of
customers served: digital tools
help you to serve your
customers at a lower
operational cost.

8. What is a Digital Leader?
• Reality is that when we look around for definitions, we incur into
difficulties because there are many fragmented definitions of this.
Below a (probably not exhaustive) list of possible meanings.
• Leadership that employs digital tools and technologies
• Leadership that is concerned with leading digital natives
• Leadership during the process of digital transformation
• Leadership that is concerned with a digital sales channel
(or omnichannel) within traditional businesses.
• Leadership that is concerned with data and digitization of
information.
• The issue is that within each of the above contexts, the meaning
itself of leadership might be different, and requires different
tools.
• Point 3 is probably the one element that I’m more interested in,
as it encompasses the real needs of most companies.

9. Digital Leadership
as a Role
Some research (most notably that of MIT
and Deloitte) has focused on Digital
Executives (which normally carry the title
of “Chief Digital Officers” and should,
according to a 2015 McKinsey article, act
as transformers in chief), and has
identified four profiles of success for a
role that is called to achieve multiple
objectives:
• Connect technology to the
marketplace as well as the
organizational business model
and culture
• Provide direction, vision and
purpose for Digital within the
organization.

10. Four Profiles of Successful Digital Executives

11. Effective Digital Executives in Different Work and
External Contexts
• Each of these profiles has
some specific characteristics
and a specific blend of
traditional leadership traits
and technical/digital skills.
What is important in the
research is that each of these
profiles has a different level
of effectiveness depending
on the situation.
• The researchers have
identified two axes: the level
of influence of the CDO and
the competitive pressure,
identifying which profile suits
best each situation.

12. Characteristics Of Highly
Successful Digital Leaders
1. Digital leaders are neophiliacs- A neophiliac is a personality type
characterized by a strong affinity for novelty.
2. Digital leaders invent, but also copy. A lot has been written about digital
leaders and invention. What’s less celebrated is that digital leaders also
know — where they can copy and where they should improvise.
3. Digital leaders eschew industry boundaries
4. Digital leaders appreciate that innovation is more than just creativity -
Creativity is only one of the five behaviours required to bring an
innovation to market. Innovation is creativity augmented by an ability to
challenge, collaborate, construct and commercialise a new idea.
5. Digital leaders build teams with high AQ-Catastrophic challenges have
put attention on the adversity quotient (AQ) as a more powerful coping
mechanism than the emotional quotient (EQ) or the intelligence quotient
(IQ).
6. Digital leaders never consider digital to be the outcome
7. Digital leaders geek out on technology and so do their people-
Successful digital leaders possess a deep understanding of the technology
that their business was built upon.

13. Agile Leadership
Framework

14. 4 characteristic of
Agile Leadership
• Humble: They are able to accept feedback
and acknowledge that others know more
than they do.
• Adaptable: They accept that change is
constant and that changing their minds
based on new information is a strength
rather than a weakness.
• Visionary: They have a clear sense of
long-term direction, even in the face of
short-term uncertainty.
• Engaged: They have a willingness to
listen, interact, and communicate with
internal and external stakeholders
combined with a strong sense of interest
and curiosity in emerging trends.

15. 3 Key Behaviors of
Agile Leadership

16. Digital
Leadership as a
Skillset
• Communication,
• Vision,
• Digital Literacy,
• Strategy,
• Innovation,
• Risk Taking,
• Adaptability,
• Talent Spotting

17. Digital Leadership
as a distributed
culture
• One of the most interesting points of
the yearly Digital business Report that
MIT and Deloitte have been
conducting, is the importance of
increasing the leadership quotient in
the organisation, by creating more
distributed leadership.
• Find that digitally maturing companies
are more likely to be pushing decision-
making authority down into lower
levels of the organization in order to
better execute in a digital environment.
• Digital leadership is about empowering
others to lead and creating self-
organized teams that optimise their
day-to-day operations. Leadership is no
longer hierarchical – it needs
participation, involvement and
contribution from everyone.

18. Building An Environment That
Allows For More Distributed
Leadership
• Build participation and accountability.
• Provide direction, clarity and purpose
• Empower people to experiment, innovate and
execute
• Build participation and accountability.
• Building bridges and finding solutions
• Be agile and take decisions quickly
• Constantly re-skill
• For sure, rethinking your organizational model
might support this as well.

19. Starting From Yourself
• HABIT 6 – Lead by being a digital example – we
need to be the change we want to see in our
people, so we need to be clear on our own
reasons or “whys” for becoming a 21st Century
Human and make what we call a Digital Decision
to follow through. This links to the [Stephen]
Covey habit of “Begin with the end in mind.”
• The ability to join your personal acquaintance
with digital tools, to the mission of your team or
organization, is something that then becomes
natural if the organisation has the cultural
attributes to allow this. If not, probably it’s time
to do something to change, as the direction is
for sure the wrong one.

20. How to
continuously
adapt
leadership
mindsets to
successfully
deliver
digital
capabilities.

21. The Five Steps
Form Two Mutually
Reinforcing Loops
• Reframing mindset enables
CIOs to increase awareness
of how their existing
mindset must evolve, given
a new leadership context,
and lays the groundwork
for sustainable change.
• Remastering behaviors
reinforces the new thinking
via routines, culture hacks
and new practices that
sustain digital dexterity
leadership well-suited to
new market realities.

22. Step 1: Reframe Your Perspective
By Challenging Core Beliefs
• Many leaders have deeply ingrained core beliefs about
their organizations. But these core beliefs can create
blind spots.
• Challenge those beliefs to make sure they still stand in
the current business climate.
• Conduct a “Challenge What You Know” workshop and
flip each core belief to the opposite. For example, “Our
customers want to own the product and will buy and
upgrade via a transactional model” becomes “Our
customers want the product’s benefits and will
embrace a subscription (as a service) model.”
• Identify how and when the new belief could work,
check this against competitors’ actions and use this
exercise to figure out which core beliefs can be
modified or dropped.

23. Step 2: Define Your
New Digital-era
Leader Mindset
Successful digital leaders have 7 traits:
• Digital leaders are neophiliacs
• Digital leaders invent, but also copy.
• Digital leaders eschew industry
boundaries
• Digital leaders appreciate that
innovation is more than just creativity
• Digital leaders build teams with high
AQ
• Digital leaders never consider digital to
be the outcome
• Digital leaders geek out on technology
and so do their people
Rate yourself on a scale of 1-5, with 1 as
the skill is irrelevant and 5 as it’s a core
mindset and focus on the skills you ranked
as 2 or 4.

24. Step 3: Change Your Brain Monologue
• Once new the mindsets have been identified, it’s time to internalize them. Throughout this
process, you’ll often hear two voices in your head, the old and new mindsets in conflict. For
example, one may say “Let’s move forward despite uncertainty, and then continue or pivot
based on what we learn.” The other will say “Let’s study it and wait until we are certain we can
do this.” It’s critical to change that brain monologue.
• Try scheduling 15 minutes on your calendar to assess where you used the new mindset versus
the old one. Take the time to really think and acknowledge choices to avoid reverting back, and
ask trusted coworkers to help keep you on track.

25. Step 4: Reinforce The New
Mindset Via Routines
• To ensure your new mindset sticks, create
small, achievable routines or culture
hacks to reinforce them. For example, to
further ingrain “quest for breakthrough
business outcome,” set aside 30 minutes
each Friday to review the week.
• Ask yourself if you were thinking safe next
steps or bold leaps. Once a month, visit a
new startup or different industry using
different business models and consider
how you could use them in your own
organization.

26. Step 5: Amplify Behaviors
With Experiential Learning
• A development program should include 70%
experiential learning, 20% mentoring or coaching,
and 10% formal education.
• The best way to ingrain a new mindset is by
dedicating time and resources to action.
• Experiential learning can be used to strengthen a
specific trait.
• For example, for cultivating creativity and
innovation, consider hosting hacking events or
touring companies that are known for those traits.

27. A Key take away
The one element that wills
tick is that in a company that
matures to become more
digital, the quest is about
getting more leadership, and
pushing it to the parts of the
organization where the
relationship with the
customer happens.

28. Learning and Giving for Better
Indonesia
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