World Monitor Magazine #1 WM march 2018 (1) | Page 54

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unique perspectives or new ideas, then a leader who wants
to make a change will need to address this directly,” says
Dan Cable, professor of organisational behaviour at London
Business School. In such contexts, new ways of working, like
simulations and pilot projects, where employees are free to
experiment with ideas in a controlled setting where failure
isn’t punished, can be as important as new technology for
fostering openness.
Finally, companies should resist the temptation to go after
the most elaborate and fancy technology if simpler options
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can work. “It’s often the simplest technology solutions that
help us embed our open culture,” says Mr Sutherland.
Such moves are seeing many companies shift from a paradigm
of command and control leadership to one based on greater
transparency, participation and collaboration. In doing so they
better engage employees, benefiting companies themselves –
their productivity and bottom line – and drive Europe’s digital
transformation, improving the economy as a whole.
* Written by the Economist Intelligence Unit