Phryne Williams | Founder | Capital Assignments | mail me |
Leadership adaptation amid disruption is essential as organisations navigate rapid changes in technology, workplace dynamics and global challenges. The past few years have been among the most challenging in recent history.
Geopolitical tensions and inflationary pressures have surged. Disruptive technologies are pushing leaders to constantly reinvent themselves and their organisations to remain competitive and relevant.
The PwC Global CEO Survey revealed that 45% of CEOs believe businesses must reinvent to survive the next ten years. And, this reinvention depends on leadership, requiring skilled hands that adapt to megatrends and bring fresh thinking to their roles.
When uncertainty is the only certainty, organisations need leaders who see value in disruption and can guide teams through turbulence. So, leaders must blend strategy, vision, and engagement to prepare people and implement the right systems for a fast-moving future.
According to the Accenture Pulse of Change: 2024 Index, the pace of change has increased by 183% over four years. The rate of change grew by 33% in the past year alone, underscoring the urgency for adaptive leadership. The C-suite must understand these challenges and how they influence strategies for the year ahead.
Peter Drucker famously said:
The greatest danger in times of turbulence is not the turbulence; it is acting with yesterday’s logic.
AI as a disruptor
Artificial Intelligence (AI) now leads most strategic business discussions, as it offers immense value for astute leaders willing to embrace its potential. Consequently, this shift towards AI has become a significant disruptor across industries. As a result, companies are actively seeking optimal ways to adopt and adapt to this transformative technology.
Leaders like McKinsey and Bain are building ecosystems and solutions to harness AI’s transformative capabilities. Similarly, those who approach AI with curiosity rather than fear are more likely to unlock its full potential. However, mastering AI requires more than just technical understanding; it also demands a fundamental shift in thinking about human potential and organisational adaptability.
AI is not just a digital tool to implement; rather, it serves as a catalyst for reimagining decision-making processes and talent development. Therefore, leaders are encouraged to foster cultures where AI enhances, rather than replaces, human capability. Achieving this, however, requires an experimental mindset and a willingness to view AI integration as an ongoing journey.
Hybrid working’s impact on leadership
Hybrid working has significantly altered workplace dynamics, affecting culture, mentorship and introducing unique technology challenges. Moreover, hybrid working frameworks have a direct impact on retention and engagement, largely because many managers are not adequately trained to navigate its uncertainties and complexities.
This shift has also exposed gaps in leadership that extend far beyond managing video calls or digital workflows. While flexible work policies are on the rise, persistent challenges remain around employee engagement, collaboration and stress.
To address these issues, leaders must focus on cultivating meaningful connections across digital platforms, building trust despite physical distance, and recognising signs of burnout through virtual interactions. However, many managers have not been equipped with the skills to effectively manage people in a hybrid environment. As a result, they often struggle with performance management and handling complex digital conversations.
In response to these challenges, companies are increasingly valuing leaders who excel at managing remote teams and fostering engagement, regardless of location.
Leadership adaptation amid disruption – DEI as a priority
Diversity, Equity and Inclusion (DEI) is rapidly becoming a critical focus for leadership, with companies like 27four bringing this conversation to the forefront in South Africa.
Notably, the 27four benchmarking framework has highlighted progress in black ownership and transformation among asset managers overseeing R8.42 trillion in assets. However, significant work remains to dismantle deep-rooted inequalities and create truly inclusive environments that reflect South Africa’s diverse talent pool.
To achieve this, DEI must be embedded into core strategy, hiring processes, and organisational culture; it cannot be relegated solely to HR. One of the key challenges in South Africa is gender representation, as there are still too few women in leadership positions and a lack of deliberate succession plans to develop female leaders.
Therefore, leaders must address the gender talent gap with strategic intent, backed by clear accountability from HR, executives, and boards.
Self-awareness and empathy in leadership amid disruption
Leaders who know their people and walk the floors gain immense loyalty and productivity. Authentic leaders build retention and influence by fostering genuine connections within their teams. Bad leadership reputations often lead to career stagnation.
In the age of disruption, dominated by AI and digital transformation, genuine human connection remains the most essential leadership skill. A high-touch leadership style demands more time and effort but delivers unparalleled returns in employee loyalty, innovation, and engagement.
The ripple effect of human-centric leadership creates cultures that attract talent and thrive in competitive markets.
