Cultivating Disruptive Innovative Leaders

Legendary Transformational, Disruptive, Innovative Teachers and Coaches

SAI6-Accelerate™ LCoE™ training cultivates Disruptive, Innovative Leaders

Hats off to James MacGregor Burns, Bernard M. Bass, Clayton Christensen, and Charlene Li for their studies, publications, and coaching, taking us into 2024. From transformational leadership, to disruptive innovation, their ideas inspire leaders to show the way to better business-value plans, better jobs, better lives, and moments of greater awareness. In this age of evolving Generative-Artificial Intelligence (Gen-AI), things are accelerating. It’s not an accident we’re named SAI6-Accelerate™ We accelerate training so one can learn to disruptively innovate and continuously improve; and to trust developing intuitions, to use evolving Gen-AI tools, KaiZen principles, Core Six-Sigma Gen-AI tools, and underatand 3GPP engineering wors on securing Internet of Things (IoT) and “5G-Advanced smart-cities and 6G driverless vehicles.” Also, we can’t forget the need to notice and mitigate the attempts of evil people, as they use these same things to defraud us and our friends, family and associates. We need to be ready to share the “Safe word,” (ask us), and teach-it to loved ones. And we need “continuously-improving-fault-finding minds.” So, be ready to think like a black-hat (crook) in designing security architectures.

In truth, everyone can evolve into a trusted, caring, friend, and leader and employee. Don’t limit yourself and say “I can’t.” Yes, some managers might mistakenly assume that by being the boss, their employees and associates will automatically follow them. Real leaders, in real moments are when individuals influence groups of other individuals, to achieve a common goal. We recall movie images of Normandy beaches, where well trained, brave young officers led other brave men, knowing death might be in seconds. But they led enough brave men off the beaches, eventually to defeat evil murders. We’re grateful how they led when it counted the most, and the American soil near Omaha Beach, Manila Philippines, in Luxembourg, and in Florence Italy reminds us of the sacrifice young leaders made at that time. We hope our 2024 leaders will be innovative, disruptive peace-makers.

To learn to be an effective, disruptive, innovative leader, one must believe in personal continuous improvement, and be alert in the moment. Be assured, Gen-AI is going to teach itself to be more clever, but it will never replace human presence and intuition (gut feeling) in moments of decision. And knowing where and when to get the right Gen-AI tools and information analytics is helpful to refine leadership intuition skills.

Transformational Leadership was first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on in 1985 by Bernard M. Bass. MacGregor studied President Franklin D. Roosevelt and John F. Kennedy, and formulated his ideas about Transformational and Transactional Leadership. The theory of disruptive innovation was coined by Harvard professor Clayton M. Christensen in his disk-drive industry research. His popular book “The Innovator's Dilemma,” was published in 1997.  Today, and for two decades, we recognize Ms. Charlene Li, as aDigital Transformation, Disruptive Leadership Expert. At SAI6-Accelerate™ we came to understand that our SAI6™ LCoE™ training has already developed disruptive innovative ideas, for gaining market share. These ideas mirror the published philosophy of Charlene Li, Harvard Business School Graduate,who many admire as a “Fortune 100” author, speaker, advisor, and coach.

We at SAI6™ know research has proven that entrepreneurial, innovative leadership can be learned(Stanford University July 11, 2016). SAI6-LCoE™ training helps people to become exceptional leaders, especially when the moment calls for it. It’s not about becoming a dominant leader and taking over; you’ll just come to naturally feel in your gut what to do and when to speak. This will make your excellent contributions noticeable. You’ll gain the respect of others. Remembering theLCoE™ training key points and practicing them requires discipline and work. And, you’ll be amazed where it will take you. Much of it is about actively listening and learning and respecting people for who they are, and what they might contribute when complimented for doing something good for their company. Other parts of LCoE™ “Habit of Excellence training,” will make you more aware of important growth trends happening in business and technology. There will always be business risks, so be aware of the needed mitigation techniques against Gen-AI fraud, which will be rampant in 2024.

LCoE™ training explains how Centers of Excellence need to operate in a Gen-AI enabled business. It also helps one to recognize with humility that we all have weaknesses. KaiZen teaches us that the greater the problem, the greater the opportunity in changing. So, evolving your weaknesses is to your advantage. It’s another way to look at the opportunity of continuous improvement. You don’t need to tell people your weaknesses. One day you’ll connect with a mentor, or a parent, or a friend, and you’ll know it’s right when trust happens. That’s when you can share who you are and where you’re going, and growing. It’s part of recognizing your confidence and inner intuition, coming from trusting your inner spirit. Steve Jobs once said, "Have the courage to follow your heart and intuition. They somehow already know what you truly want to become."

Transformational leadership is the ability to inspire people to want to change, to improve, and to be comfortable about being led. Learn to listen proactively to non-verbal signals, assess friends’ and associates' motives, and what will satisfy their needs. Then encourage and value them. Disruptive transformational leaders help make the organization more innovative by recognizing the value of their associates. In business, developing an employee performance reward system and creating associated best practices help managers and employees to see how valuable they really are. Sam Walton, founder of Wal-Mart, gave "rules for success" in his autobiography, one of which was to appreciate associates with praise.

The "four I's"(from Bernard M. Bass) are about idealized influence, inspirational motivation, intellectual stimulation, and individual consideration, need to be examinee, to encourage people around you in life, and in the workplace.

·   Idealized influencers are people who are exemplary role models. People who are trusted and respected by associates to make good decisions for the organization.

·   Inspirational Motivators are people who inspire associates to commit to the vision of the organization. People like this encourage team-spirit to reach challenging goals; in business this can mean increased revenue and market growth. Having the right Gen-AI tools and information can help immensely also. And that’s another practical part of this training.

·   Intellectual stimulation describes radical-thinking people who encourage innovation and creativity through challenging the normal beliefs or views of a group.

·   Individual consideration describes people who act as gentle, respected coaches and advisors. People with individual consideration have the wisdom in the moment on how to encourage associates to reach goals that help them evolve and help their organization.

Transformational leadership can provides an additive effect because people pull together and reach "performance beyond expectations".

Each of the four components describe their value to "transformation.” When people are strong role models, encouragers, innovators, and coaches, they are utilizing the "four I's" to help their associates "transform themselves" into better, more productive and successful individuals.

SAI6-LCoE™ training nurtures people towards disruptive innovation excellence

To evolve into an effective disruptive transformational leader, we must first recognize it’s an iterative process. A conscious disciplined effort must be made to adopt a disruptive, innovative transformational style. Practicing the four I's helps a person or leader to develop such qualities; but there is more, developed in the LCoE™ training, about enabling hot tecnolgy that provides business-value which can be seen in what we call an “Innovation Business Model,” and that a coherent disruptive ecosystem of value becomes  recognized as good for many:

What enables successful disruptive innovation?

Consider the value to yourself and others, of providing professional effort and discipline on some or all of these points

·   Collaborate on a strategic vision that uses the organization’s people. Then they feel needed and appreciated. Such a road-map is truly unique to each organization, as well as the how, when, and what Gen-AI business-value solutions to integrate There is a golden balance for all the participants of such collaboration.

·   Demonstrate genuine interest in all people, encourage them and mentor them if appropriate, they are all jewels to be polished until they shine.

·   Empower/encourage people to do what is for the greater good of the organization

·   Presents oneself as a strong role model with high ethics and moral values on inclusion

·   Listen actively to all viewpoints, develop a spirit of cooperation with everyone

·   Set an honest example of how to identify and properly communicate about the opportunity of problems (KaiZen-like), then initiate and implement continuous improvements (Gen-AI will always evolve and teach itself to help)

·   Recognize that diversity and inclusion motivates innovation; give positive respect to differences, promote inclusion, show recognition, defer judgement, it all enhances innovation

·   Encourage team building affinity-group activities, pizza-days, company innovation-day, and support other company led innovation ideas.

Test your Disruptive Innovative Intuition Leadership

As a manager, develop a clear understanding of the behaviors all true disruptive, innovative transformational leaders possess. As you complete the remaining parts of SAI6-LCoE™ training, jot down your ideas and gut feelings as to what are opportunity gaps, “low hanging fruit” in your organization. Understand how technology evolution will impact disruptive business cases, or changes in the market, and notice competitors ahead of your company, these are all problem-opportunity gaps.

1.               Recognize if there’s a technology need for an evolved company strategic plan (Gen-AI Readiness and LCoE™ Maturity) and communicate this to your manager in a brief paper.

·       Recognize known competitive gaps in the company’s tactical marketing and long-range business plans

·       Get permission to engage SMEs in a mini-SWOT analysis of the current strategy

·       Develop a dynamic-high-level vision of Gen-AI Ecosystem evolution for your industry and

·       Propose another brainstorming session with PMO and the same SMEs in your company

2.               Motivate everyone to contribute to Pros and Cons of different dimension of the plan

3.               Develop a consensus identifying high level gap-business-value-opportunities

·       Document this with a team white paper where you’re a contributing editor/author

4.               Manage and involve yourself in delivery of this to your superior managers

·        Determine a reasonable plan of action and if appropriate, communicate with SMEs like SAI6™ if we might help. Determine the goals and ask for a SAI6-LCoE™ oriented workshop

5.               Keep reinforcing your relationships with the contributing SME team members and PMO, in terms of building good business and personal trust; promote team affinity activities

Some Final Ideas

Entrepreneurial, disruptive transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are "transformed by the information and processes in LCoE™ training." This will enhance individual job performance and, help the entire organization be more productive and successful.

Disruptive, Innovative Transformational leadership is vital today in this accelerated Gen-AI world of 2024. Leader effectiveness determines the ultimate success of the organization. According to Hesselbein and Cohen (a 1999 study), organizations that take the time to teach  innovation and leadership are far ahead of the competition. By becoming familiar with and practicing disruptive innovation disciplines, the transformational leadership approach and practicing combining the four I's, will enable individuals to engage others as better more sensitive, and effective leaders in their companies and the business world.

And why not express your desires that came about from the SAI6-LCoE™ training to your manager, in the company who paid for your training. And if you paid for the training on your own, SAI6-Accelerate™ will gladly introduce you, in professional confidence, to excellent job-recruiters, who would love to see your updated resume.