AGP Ep 16: Craig Thomler—90% of digital disruption is still to come, impacts for government

by | Jan 17, 2017

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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“Leaders grow only when you have an environment where it’s safe to fail”—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

Show notes

Credits

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”

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