AGP Ep 16: Craig Thomler—90% of digital disruption is still to come, impacts for government
Craig Thomler has digital experience in public and private sector and is a serial entrepreneur, from social media to oil rigs! We discuss the incredibly disruptive effects of digital transformation we’re yet to see and the inevitable impacts for governments around the world.
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AGP Ep 16: Craig Thomler—90% of digital disruption is still to come, impacts for government
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Show notes
- Craig’s links
- eGov AU blog
- SMPlanner—The easiest way to design a social media strategy
- Autopilot Business Systems
- Derek Siver’s ‘First follower’ video:
- Please subscribe, comment, share and review the episodes, it will make a big difference to our ability to continue with these. Thank you!
Credits
- Music by David Cutter
Topics/Transcript
Topics discussed
- Craig’s background and the complementary roles of public and private sector organisations.
- The impact of digital transformation on our society longer term. Great upheaval. Impact on jobs and the economy
- Craig’s leadership journey. The challenges of leading in Australia (tall poppy syndrome)
- Limited delegation for leaders and the damage that can do to an organisation including stifling developing leaders
- Business is about people
- The difference between operational and transformational leadership
- Early stage vs bleeding edge innovation. Craig is much more interested in proven early stage tech that’s moving into maturity
- Digital transformation is a cultural and organisational change management process
- The impact of being a thought leader on influence.
- The value of older workers and their experience and approach
- A leader doesn’t have to know it all. Can rely on experts elsewhere while still maintaining value by proving oversight, vision, coordination, removing blockers. Etc.
- How to bring people in the journey while allowing them to retain their dignity.
Questions asked
- 4:30 How do you think about yourself these days? As an entrepreneur, a leader, or an influencer?
- 13:26 What do you geek out about these days?
- 19:20 Tell us about your leadership journey?
- 30:05 What do you think about the way you look at the world that allows you to think outside the box and take that leap into the oil industry?
- 36:16 What is your approach to bringing people on a transformational journey with you?
- 49:47 Do you find this kind of published thought leadership afford you a certain level of influence in the workplace? Or do you still have to argue your point with people?
- 58:17 How do you open people’s eyes to the future while allowing them to retain their dignity?
- 1:15:57 Do you think there is a disconnection between the leadership and the depth of technical understanding to be able to engage in this age?
- 1:22:11 What does the future hold for Craig Thomler?
Quotable
- “A lot of leadership is about being a step forward and taking over responsibility for things”—Craig Thomler
- “Leaders grow only when you have an environment where it’s safe to fail”—Craig Thomler
- “Nobody becomes a leader by getting everything right”—Craig Thomler
- “If you want to be a transformational leader, you need to have a very clear, simple, and transferable message of what the transformation should be and why”—Craig Thomler
- “People need to be brought on the journey, and they need to be able to go on the journey on their own speed”—Craig Thomler
- “Organisations that empower staff to be leaders at any level are more flexible, proactive and able to deal with rapid change”—Craig Thomler
- “you don’t have to change the technology today, start by changing the behaviours, attitudes and culture in the organisation”—Craig Thomler
- “Digital is wonderful. When it works”
- “Sometimes the best approach to leadership is finding out where people are already headed and getting in front of them”
- “A leader needs to model what’s possible and then show people case studies of what’s possible”
- “Digital Transformation is a change management process”
- “you don’t have to change the technology today, start by changing the behaviours, attitudes and culture in the organisation”.
- “I’ve seen people achieve amazing things with primaries technology once the attitude has changed”.
- “I’m the boss, but that doesn’t mean I know everything”
- “In Australia we have lots of managers, but relatively few leaders”
- “Leadership can be at any level of the organisation”
- “Anyone in the organisation can be a leader”
- “Organisations that empower staff to be leaders at any level are more flexible, proactive and able to deal with rapid change “
- “Leadership doesn’t require enormous technical depth. You need to understand people”