March 6, 2015
Can We Lead Through Disruption and Innovation?
Consider these two scenarios -
assume the role as leader of the organization – what would you do
in each situation?
Your organization is a
nation-wide travel agency with multiple offices in all major cities
throughout the country before internet travel apps were available.
The organization uses the Sabre System, which connects to many of the
major airlines, to book airline tickets and you created an easy use
and versatile front end program for the agents to use.
It is the 1990’s and Easy Sabre
is now available to anyone with a ‘home computer’ to book airline
flights. The home system is hard to use with many ordering errors by
users, with no way to undo tickets except to take delivery and get a
refund or credit from the airline – in around 45 days. While widely
available, it is a horrible experience for many of the users.
As the leader, how would you
position your organization in light of the newly available technology
to the general public? Why?
You head up Kodak and in
December 1975 Steven Sasson from the R&D department comes to you
with a strange looking clunky device that takes pictures using
‘digital’ technology instead of film. The current business model
for Kodak is provide all things photographic – cameras, film,
chemicals, paper, and related items.
What would you do with this
innovative device? Why?
Leading an organization during
times of disruption and innovation truly challenges the leader to
create a vision of what the future may hold and plan for it.
Our training for divining the
future teaches us to analyze available historical data and project
for the next quarter or year. Unfortunately the future has no
historical data as yet and projections ranges from a Wild A?? Guess
(WAG) to an Educated Guess – either way it’s a guess. What else
can a leader rely on (or avoid) when making policy for the future?
In this interactive session,
we’ll compare notes about experiences and outcomes from a leader’s
perspective when facing disruption from market forces and the effect
of innovation on our planning. Some breakthroughs are likely to
Takeaways from the Session
Typical pattern-reaction to the
disruption of business
Unexpected effects of innovation
Leadership lessons on disruption
About Our Facilitator:
says technology is how we do things – not the things we do them
with...those are just the tools. He develops new technology (the how)
to get spectacular results using the latest tools (the things). In
addition to working with clients to increase sales and improve
operations, his assignments include strategic planning, acquisition
assessment, fundraising strategy, executive mentoring, and general
manager of a county club.
experience as a CEO, Director, and Chairman includes the disposal of
3 organizations and leading 2 organizations that were the target for
acquisition – mergers and acquisitions up close and personal. He
initiated the establishment of the captioning industry association,
served on the FCC Post 9/11 Emergency Communications Task Force, and
is active working with students at his alma mater - The Smith School
of the University of Maryland. He ran an international non-profit
organization and has headed numerous boards and councils in business
and community sectors.
blogs frequently about evolutionary changes in business, leadership,
and better communications. He
routinely posts to Sales Labs Posts,
Source Leadership, as
well as Through
and numerous discussion groups. Distribution of Jack’s posts is
typically 250,000+ readers – however, his post When
Will We Get Back to Normal
hit a distribution record of 1.3 million readers.
founded and leads the Leadership Breakfast of Maryland, a membership
group of experienced leaders - meeting monthly since 2008; led the
National Captioning Institute – a $22 M organization – as
President & CEO; had senior executive roles with Union Memorial
Hospital, Towers Perrin, Watson-Wyatt, and PRC in entertainment,
human resources industries; and has hands-on experience in
operations, human resources, finance, client development, association
governance, and marketing/sales. He served on the Dean’s Advisory
Council of the Smith School and taught business
and technology classes as
an Assistant Professor at
the University of Maryland for
is actively involved in several organizations providing
intergenerational programs – activities bringing together
individuals from older and younger generations to learn from each
other and to expose each generation to the magnificence and
accomplishments of the other generation. Jack served on the Board of
Directors of Interages for over a decade, chaired the Strategic
Planning Committee, and led its merger into the JCA, another
non-profit with intergenerational programs. He is mentor and Board
Advisor to the HOCHA Foundation, a start-up established in June 2014,
which works with elderly participants to captured their life stories
through reminiscing interviews by college students, creating a legacy
memory book for the participant and their family.
is with Sales
as its COO and is active in numerous groups, such as DC Tech for
start-ups and the Google technical user and developer group.
earned a BS from the Smith School of Business at the University of
Maryland, College Park and an MBA (Finance) from Southeastern
University in Washington, DC.
is a native Washingtonian and served in the U.S. Army in Viet Nam.