IMPACT

<p>Astute leaders know that <strong>upskilling</strong>, <strong>culture change</strong>, and <strong>mindset</strong> are critical ingredients for successful digital change &ndash; but do not know how to change those quickly enough to keep up with pace of technological change.&nbsp; That is because our 20^th-century change models are not up to the challenge of 21^st century <strong>digital transformation</strong> and the <strong>future of work</strong> &ndash; and <strong>that</strong> explains McKinsey&rsquo;s finding that only 25% of digital transformations succeed.</p><p>In <em>Impact</em>, globally recognized culture change expert, Paul Gibbons gives leaders 21^st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more.</p><p>Gibbons shows leaders that&nbsp; &ldquo;<strong>the more technologically-enabled workplaces become (AI and robotics), paradoxically, the more important the &ldquo;human&rdquo; becomes &ndash; community</strong><strong>, purpose</strong><strong>, connection, empathy</strong><strong>, relationships, and trust</strong><strong>.&rdquo; </strong></p><p>He continues, &ldquo;&hellip; central to the whole picture of changing how we change, of humanizing business, and of upskilling workforces, is leadership. In a world where advancing human capability is critical, leaders need to lead learning.&rdquo; Then, using that idea of <strong>leader as learner, </strong>Gibbons illustrates&nbsp;and how learning can happen faster and more efficiently through understanding the latest research and making appropriate use of 21^st-century learning technology.</p><p><em>Impact</em> is about leading change, and about those &ldquo;upgrades&rdquo; to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging. As computers do more of our thinking for us, taking over many of our cognitive tasks, our &ldquo;competitive advantage&rdquo; is in the social domain. Crudely, we can outsource some of our thinking, but not much of our collaboration. <strong>The upside is liberation from cognitive drudgery; the challenge is to raise our game and to become better at what makes us distinctively human &ndash; the social, the collaborative, the creative, the visionary.</strong></p><p>Leaders will learn through case studies from leading business (such as Google and Microsoft) and insights from the latest &ldquo;human sciences&rdquo; which will show them that <strong>&ndash; &ldquo;</strong>shared purpose is more important than traditional incentives; empathy, trust, and psychological safety beat old school methods of behavior change; behavioral science sometimes produces major results through small tweaks to the environment; constant engagement works better than town halls, workshops, and focus groups; and technology-enabled dialog with stakeholders works better than surveys do.&quot;</p>