LEADERSHIP
It’s clear there is a strong need to redefine and redesign the concept of leadership nowadays. But what is the best way forward? Pierre Casse and Elnura Irmatova are our guides to navigating the business environment of the future DIRECTION M athematician Alan Turing, renowned as the man who broke the Germans’ Enigma code during World War II, once remarked: “We may hope that machines will eventually compete A NEW
more fundamental reflections related to management drivers and orientation. Let’s confirm, once more, that we strongly believe that the phenomenon of non-organic intelligence, or NOI, is the major change factor impacting our collective lives in a tremendous and still mysterious way. As Émile Durkheim posited, we are determined by what we have created without really controlling its consequences. We are focusing on a tentative model describing the kind of leadership drivers that we think are good for today and even more so for tomorrow. It is, of course, speculative and should be read with a critical and creative mind. We believe in the power of questioning. We think the best models are the ones that leaders can invent by and for themselves. We are convinced that the golden rule in leadership is to do whatever you think is right (and proper or ethical) in each situation and always check the impact of your behaviour on the environment, including the people involved. If what you are getting is what you want, there is a good chance that you are doing the right thing. If not, do not simply attempt to increase the volume, but rather accept that your behaviour is not working and you need to switch to another approach.
with men in all purely intellectual fields.” It appears that we have certainly arrived at Turing’s vision of a state of play where human and non-organic intelligence are entering a partnership with huge implications for the future of leadership. We would like to issue a reminder to start with the equation L = HI + NOI; namely, leadership equals human intelligence plus non‑organic intelligence. That formula leads us to inquire about the kind of leadership mindset and behaviour that is required for the new environment in the making. How should leaders apply the leadership equation so that the challenges of our times are dealt with properly and effectively? Our purpose here is to move on from that initial query regarding the new requirements of leadership to some
Ambition | DECEMBER 2023/JANUARY 2024 | 35
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