BUS4012_CREIGHTON_WEEK-6-ASSIGNMENT-1

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BUS4012: WEEK 6 ASSIGNMENT 1: Personal Project Final Bill Creighton Capella University August 27, 2023 1

Summary Findings from Interviews Tech executives often face rapid and dynamic changes in their industry. The topic I chose to focus on for our conversation is how leaders handle change and disruption. I took the opportunity to interview my Chief Revenue Officer which was a GREAT experience. We have a great relationship, and often take long conversations, so I had a lot of notes to sort through! Here are the summary takeaways that resonated with me after the interview with my boss, who is also a friend and mentor and his approach to handling change and disruption. Note that he referred to several other giants in our industry, some common relationships, others his own. 1. Adaptability is Essential : Successful tech executives understand that change is just about the only constant in the tech industry. Prioritize adaptability and encourage teams to be open to new ideas and approaches. Flexibility, and especially creativity, in strategy as well as a willingness to pivot when necessary are key traits good leaders embody. When thinking back to the recent trend in cord-cutting which has affected our field immensely, he likened it to the front lines in a war and trying to motivate troops who wanted to abandon the ship instead of hold the lines. The big difference being there was nothing as motivating as the fall of civilization to motivate them! The CRO recalled “trying to keep my team intact was almost a daily struggle. The pressure from the teams themselves, the operational leaders like Human Resources facing large departures and dealing with exit packages and hiring replacements, I realized it was up to me, for my team at least, to ensure that we understood the mission, the long-term goals, and our ability to make our own destiny.” He is a very charismatic speaker, and one of the key points made is that an entire industry, especially in the service provider video space does 2

not disappear overnight. His leadership in driving the value of team-member contribution and to pivot was a big factor in talent retention and in allowing that talent to adapt to the chaning market. 2. Embrace Innovation : Leaders foster a culture of innovation. They encourage experimentation, risk-taking, and the exploration of new technologies. They recognize that staying ahead in the industry requires a commitment to pushing boundaries and finding novel solutions. Don’t be afraid to reinvent the wheel. The operations director I interviewed was very proud of the work his team has done to adapt to new technology in the supply chain. “We were quick to adopt cloud-native technology and virtualization. The role of tools like JIRA, Salesforce, and Confluence had a major impact in efficiency for the entire operation. This helped us increase margins in our service contracts, as well as shorten our delivery; delivery of everything from order fulfilment to support requests and product updates. We were moving at the speed of the cloud and the majority of those interfaces were written and developed by my teams. The teams really shined in learning, recommending, gaining approval, and deploying all of these solutions”. 3. Continuous Learning : Executives are lifelong learners, now more than ever. Staying up to date on industry trends like cloud tech and devops software creation are vital. Attend the many industry and standards conferences are also key to staying up to speed. The shelf life of knowledge in this space is continually shrinking and to remain at the forefront of technology and real-time advancements is increasingly difficult. It is also critical that this learning culture is a priority within their organization. One of the key stories is from the operations director, building on the quote and story above: “these tools 3

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evolve quickly and it’s very easy to get swallowed up and left behind. We are lucky to have great recruitment and outstanding talent, but we also have some pretty good tenure. The folks on my teams who were working here while many of these tools and technologies were born need can’t learn this organically. We have ‘lunch and learn’ and internal sessions, but investing in proper education and development is what keeps us ahead of the curve.” 4. Customer-Centric Focus : Executives emphasize the importance of understanding customer needs. They actively listen to customer feedback and use it to refine their products and services. This customer-centric approach ensures that products, service and solutions remain relevant and valuable. There are many stories in the history of my CRO and I, one of the best we discussed while reminiscing was on my time in Brazil trying to recover an entire region from an acquired company which had laid dormant and ignored by the organization for years. “We failed as leaders in maintaining a focus on the customers in Latin America, especially <a very large one> in Brazil. I spent 3 years and gained about 100,000 frequent flier miles going back and forth to normalize the relationship and rebuild trust.” The terms of our commercial offers reflected an acknowledgement of the problem which was our fault. By not being arrogant and by putting a fair and equitable solution with full transparency, they are one of our best customers to this day. 5. Talent and Team Building : Disruption comes from all directions. Leaders recognize that their teams are their most valuable assets. They prioritize hiring diverse and talented individuals and creating an inclusive work environment. They empower their teams, 4

delegate effectively, and encourage collaboration. My CRO is a very charismatic leader, and may come off as very aloof to anyone eavesdropping on a sales meeting. “I go with my gut. I knew you and the other sales leaders were capable and I trusted that you could do what you said you could do. I have been burned in the past, but not very often. At the end of the day there are qualifications and then there are indicators. The former checks boxes, the latter defines talent. Kinda (sic) like a sports scout, I’ve learned to focus more on the indicators and less on the qualifications. I’ve been around a very long time and I can explain sales requirements to anyone. Funnels and pipelines and quarterlies and sales cycles are all trainable. Selling is not. Building a team is an art and sometimes it has to be rebuilt, but I can tell you that when the outside world throws curve balls and impacts our business, the team I’ve built has never let me down.” 6. Data-Driven Decision Making : This was the longest part of our conversation. The data comes from ALL directions. When you add in emerging tech like AI on top of all the data and trends, disruption is guaranteed. Executives emphasize data-driven decision-making. The ability to leverage data analytics to gain insights into market trends, customer behaviors, and product performance are table stakes. Uncertainty can certainly NEVER be eliminated, but you can shine lights on as many shadows as possible to find a path. The operations director had a lot to say on this subject. “The role of technology and the gathering data is growing exponentially every day. The gathering of data is no longer the problem, it hasn’t been for a while. The problem is interpretation. Same as in your role, you know finance very well and make decisions based on those data streams and formulas. There is so much more to deal with in supply chain and we are in an extremely relevant pivot right now. Looking at what Amazon and Google and other tech giants are 5

doing to move past just ‘web’ data relevant to advertising or entertainment, but especially Amazon and the tools they have to allow a service like Prime, and they make those tools available as licensed to everyone! Decision-making is the problem, now more than ever. The ability to know not just where, but which source(s) of data to use is an impossible endeavor.” 7. Resilience and Risk Management : Change often comes with risks. Today’s leaders acknowledge these risks but also understand the importance of calculated risk-taking. They build resilience in their teams to handle setbacks and failures, promoting a culture where failures are seen as learning opportunities. He took this opportunity to highlight a change to corporate culture which I implemented. Having a military background, I am big on “sitreps” to analyze ALL post-event decisions, whether lost deals, customer sat issues, logistics or supply chain failures. It is vital to learn from our mistakes. One of the procedures I implemented, which my CRO loves, is the use of post-mortems on significant deals – whether won OR lost. The latter typically providing more, though tougher, lessons. “We’ve taken it on the chin in some of our efforts. The lessons learned have showed us that sometimes we miss the mark, sometimes there are intangibles, sometimes there are unkowns. Just like real life and moving past a break up, there are pains that we endure which are just part of life (and business!). The team environment and trust that we have built in each other is the definition of resilience. We have each other’s backs and we can share our stories of having been there before. By having empathy and not pushing a Shark Tank mentality have been a big part of my teams. I believe in having a team that trusts each other, that knows each other. In that, resiliency is inevitable.” 6

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8. Communication and Transparency : Effective communication is crucial during times of change. Leaders have to be tactical, but transparent about the reasons behind changes and disruptions, helping teams understand the context and rationale. Keeping teams informed and engaged throughout the transformation process is the only way the broader organization can shift with the changes from disruptions. The interesting approach is the evolution of communication. “I have been a part of teams that required a LOT of communications. Granted, it was in the days when fax machines still sent us purchase orders. The fact that there are so many ways to get a hold of a person, it’s not just communication for the sake of ‘checking in’ it’s become critical to communicate with relevance. Speak with purpose is something I advocate. I am not a fan of the team meetings and pipeline reviews and fluff calls. Have a point. That said, there can never be a lone gunman. Know what you need, know who can help you achieve, and make sure they know you need them. Northbound, if there are roadblocks or resistance, I am here to help with that. Most of our communciations are short and sweet like texts and What’s App, and that’s fine. The larger communications happen as needed, but there is no such thing as cadence anymore. If someone is missing, pull them in. If you are missing info, get it. The team isn’t always a single consciousness, and it shouldn’t be, but it is important that team members know all that they need to know, and nothing more nothing less.” 9. Long-Term Vision: Like a crystal ball, it’s almost never 100% accurate, but balancing agility and adaptability with a long-term vision is a skill (or gamble) that is not optional. They outline a clear roadmap and communicate a sense of purpose to their teams. This vision provides direction and alignment, even amid short-term disruptions. My CRO had 7

some very specific comments on the topic but were very much focused on our business and customer initiatives. My operations director had a very interesting take, though. “Hindsight is 20/20 and shows us how far and how fast we can move. There are so many moving parts in the supply chain that it isn’t about knowing exactly what the future will bring, but preparing in the best way you know how and trusting that rogue waves won’t sink the ship.” I believe it’s important to note at this point that we are both Navy veterans. “Keeping my team’s confidence that they are relevant, that they don’t have to be tip of the spear, but they are on the cutting edge, is how we face the next new thing.” Interview Data Support of Leadership Theories There were two very loud interpretations I encountered between both of my interview subjects. In addition to my CRO, I also interviewed a friend who manages distribution for a global industrial and tool manufacturer. The leadership styles I attribute to each: - The sales and corporate executive was very clearly transformational. Being in the tech industry, this was no surprise. Since this was a friend of mine, I also know and recognize his servant leadership and emotional intelligence. He is calm in demeanor and was pensive in his responses. He is extremely charismatic which is reflected by his success, but the poise and polish is nothing compared to his ability to read tea leaves. His responses on future-vision focused on customers and product teams, but he was very clear that the teams he leads are very agile. He has seen how everything from work-from- home and industry-specific trends are impacting the teams and he moves through them not like a minefield, but like a game of connect the dots. 8

- The logistics director had a very different approach. His interview was much less conversational and very matter-of-fact. His style of management was very transactional. He was also very collaborative and authentic, but having clear expectations of him and his team, as well as accountability and reward, were the most common talking points. New Business Realities and Thinking Habits Relevance My interviewees responses frequently mirrored the dynamics of transformational change within complex systems, as explored in discussions on change mastery. These changes and their dynamic environments represent a new business reality. Both contexts emphasize the significant challenges and strategies required to manage the substantial shifts in the midst of complex and dynamic environments. These topics highlight the shared critical nature to drive innovation and change during disruption. In both scenarios, the concept of a compelling vision emerges as a cornerstone. It is clear that technology leaders understand the power of a clear and inspiring vision to rally teams, stakeholders, and even entire industries behind a common purpose. Just as change mastery stresses the importance of a transformative vision that is understood and agreeable with individuals at all levels, tech leaders build narratives that reflect the potential of innovations to reshape industries and create meaningful impact. This often in the face of, even in spite of, disruptions taking place in their world. 9

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The equal emphasis on adaptability and agility cannot be overstated. Just as technology leaders navigate the ever-evolving landscape of innovation, change mastery discussions explore the intricacies of managing transformation within complex systems. Both domains recognize that change is constant, and leaders must possess the nimbleness to respond swiftly to unforeseen shifts and challenges. This mutual recognition underscores the need for leaders to be resilient, flexible, and adept at recalibrating strategies in real-time to ensure the success of transformational initiatives. The thinking habits shown in the interviews were also evident. The role of professional self- development took two very distinct paths. The executive interview, in considering how to best apply lifelong learning to a nimble and agile staff looked more at both experiential and relationship-based development. He felt growth was dynamic and not necessarily found exclusively in learning through classroom or structure. The logistics director was quite opposite. His thinking habits on self-development was very much focused on “building on the shoulders of giants” whereby lessons learned from those who already have the experience and mastery were far more valuable than learning “on the fly” or on-the-job. Reflection on the Interview Experience Engaging in these interviews with a couple of the brightest leaders I have the honor of working with was a rich learning experience that extended far beyond the surface. As the interviewer, my primary objective was to try and see how these great minds deal with disruption while driving transformative change. I was very nervous on my questions and process to get to that end. Fortunately, I have relationships with both of these subjects, and they afforded me grace while I pushed through. Ironically, in the end, it was the conversational nature – the contributions 10

that both parties made that drove to the best parts of the topics. I do believe that constructive criticism is a necessity, and I have some of my own on my interviews. As seems obvious in the paragraphs above, I let the conversations and questions move to a generic leadership conversation. The target was on change and disruption and leading through disruption and significant change. We instead spoke more about management and team leadership as opposed to their own personal feelings on leading those teams or organizations. If I had it to do over, I’d focus more on disruption and how THEY handle it – what goes on in their minds, not just what they would have their teams do. Recommended Leadership Development Initiatives Based on the insights gained from my interviews, here are specific recommendations I would make to develop leaders in the realm of technology and innovation. These actionable steps, if implemented effectively, can empower emerging leaders to navigate the dynamic landscape of their industry with confidence and impact: - Foster a Culture of Continuous Learning and Experimentation Encourage current leaders, like myself, as well as aspiring leaders to embrace a growth mindset by creating a culture that values continuous learning and experimentation. Establish regular "innovation days" or "hackathons" where teams can explore new ideas and technologies outside of their usual projects. Implement internal knowledge-sharing sessions or workshops led by seasoned experts. Track participation rates, feedback, and the successful implementation of new ideas resulting from these initiatives. - Cross-Functional Collaboration and Exposure 11

Encourage leaders to engage in cross-functional collaboration to expand their personal preferences and skill sets. Implement a rotation program where leaders temporarily work in different departments to gain insights into diverse aspects of the business. Track the number of cross-functional projects, the variety of roles leaders engage with, and the innovative outcomes stemming from this exposure. - Mentorship Facilitate mentorship programs where experienced leaders guide aspiring ones, and make sure the contributions are bidirectional, where junior team members share insights with senior leaders about emerging technologies and trends. Set up regular check-ins and measure the program's success by monitoring participant growth, leadership skill development, and feedback from all parties. - Innovation Metrics and KPIs Introduce innovation metrics and key performance indicators (KPIs) that encourage leaders to focus on driving innovation. These could include metrics like the number of product experiments undertaken (successful or not), the percentage of revenue generated from new features, services, or products, or the speed of bringing new ideas to market. Analyze the growth in these metrics over time to assess the effectiveness of your leadership development efforts. - Diversity and Inclusion Initiatives Emphasize the importance of diversity and inclusion by implementing initiatives that promote a diverse workforce and inclusive culture. Encourage leaders to champion diversity and 12

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create an environment where all voices are heard. Monitor the increase in diverse hires, the participation in inclusion programs, and improvements in workplace satisfaction as indicators of the success of these initiatives. - Innovation Challenges and Recognition This one is huge for me and my team! Organize innovation challenges or idea competitions that encourage leaders to think creatively and collaboratively. Recognize and reward the best ideas with incentives, recognition, or funding for further development. Measure the number of ideas submitted, the quality of submissions, and the successful implementation of winning ideas. These can be product/engineering, but also sales – sales process/ops/CRM, it can be logistics – new and efficient supply chain management, etc. By implementing these recommendations, you can create a leadership development framework that aligns with the insights gained from these interviews. It is important to note, as discussed earlier in this paper, that constant and continuous reinvention is required in these process above. Regularly reviewing and adjusting these strategies based on the outcomes achieved, contributes to a continuous cycle of learning and improvement that can really catapult the next generation of innovative technology leaders. 13

BUS4012_CREIGHTON_WEEK-6-ASSIGNMENT-1

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