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    Leadership demands technology

    Currently, technology can automate much of what we refer to as management, allowing leaders more time to lead. This is imperative. Leaders face the challenge of accurately anticipating changes in the business environment and making their organizations significantly more agile as digitization disrupts at an ever-increasing rate. In order for leaders to concentrate more on strategic transformation, they need to be freed from routine work. A digital race to the bottom Organizations is currently in the midst of a technology storm. The Internet of Things, robotic process automation, 3D printing, the blockchain, augmented reality, and virtual reality all promise to perform tasks more autonomously, at a lower cost, and faster thanks to AI.

    Executives are compelled to implement these technologies as soon as possible. Each commercial centre is a disaster area, overflowing with innovation empowered endeavours to disintermediate, commoditise and sidestep. Customers, on the other hand, now have a plethora of choices and expect to be served quickly, easily, and at the lowest possible cost. They will move their business to another company if one does not meet their expectations. When it comes to delivering more value to customers at a lower cost, technology has always been essential. In practice, however, businesses frequently find it difficult to retain the benefits of their digital advancements, despite the fact that this appears to be an infallible formula for profitable growth.

    To remain competitive, the majority of the benefits must be passed on to customers. In addition, a lot of markets are limited, so technology investments cannot be rewarded with corresponding revenue growth. Companies may be enticed into a digital race to the bottom by these harsh realities.

    Social anxiety about the future of work is also widespread as people are replaced by technology and jobs are lost. Actually, it seems more likely that work will change because technology will make people more capable of producing levels of efficiency and effectiveness that have never been seen before.

    Leadership faces the challenge of implementing new technologies in ways that not only boost human creativity, ingenuity, and judgment but also produce new efficiencies. Technology-enhanced leadership will significantly improve leaders' capacity to face that challenge and, as a result, achieve genuine future prosperity.

    Overwhelmed by the magnitude of becoming a "digital organization," leaders frequently default to creating autonomous teams before attempting to provide space for these teams to effectively innovate. Agile teams and minimum viable products are not sufficient. In a digitized world, however, this strategy may limit both immediate impact and long-term success.

    It can be extremely challenging to implement unfamiliar solutions at a meaningful scale when the majority of the organization remains unchanged. The organization's human resources are largely untapped because a significant portion of them are not engaged.

    The tendency to apply advanced analytics, AI, and other technologies where they are easiest to deploy, with the intention of quickly delivering minimum viable products, may exacerbate these flaws. Because it is much simpler to identify a few things those new technologies can do than it is to pinpoint how to derive lasting value from them, this strategy may prove to be a trap over time. Utilizing technology to enhance human talent and insight new technologies like AI and analytics can be extremely effective or completely ineffective depending on the situation. Machines are incapable of navigating the uncharted waters of turbulent industries without imagination, judgment, and a sense of context. In contrast, humans frequently excel at this kind of thinking. Sadly, most do not have access to the information they need to gain insights or the ability to put those insights into practice. Utilizing new technologies to complement rather than replace human activity is the solution.

    In addition to implementing new technologies, the objective is to bring together the most resourceful individuals to tackle the organization's most difficult problems and pursue the most compelling business opportunities. This necessitates a significant rethinking of leadership, moving away from directive-giving leadership teams at the top of pyramids and toward leadership-on-demand or leadership-as-a-service models. Integrated leadership systems that combine human qualities from across the organization into a single resource that is focused on what matters most are made possible by technology.

    Three guiding principles for using new technologies to improve organizational performance and enhance leadership We offer three guiding principles. Using technology to improve human qualities like ingenuity, judgment, contextualization, creativity, and social interaction is known as human centricity. At the end of the day, placing people in the focal point of your methodology and review innovation as an empowering influence of as opposed to a trade for human accomplishment. Although this is not always the case, technology should make people's lives easier, more productive, and more fulfilling. This starts by making user interfaces and experiences that are inviting and free of obstacles. People need more than just the information they need to complete their own tasks in order for organizations to meet the challenges that lie ahead: In order to coordinate their efforts and continuously adjust, they must comprehend their impact on the whole.

    As a result, technologies that connect people and draw on their collective expertise should be given priority by businesses. This, in turn, gives people proof that they are having an impact, lifts their spirits, and greatly improves the cohesiveness of the organization.

    Without action, full circle strategy is just talk. People need to be able to work well together to achieve strategy, and their experiences need to be recorded so that they can be used as a source of shared learning for future efforts. Technologies can help people get along and agree on the same strategic goals. Technology, on the other hand, shouldn't be a cop. As this will jeopardize efforts to engage people in driving toward objectives, leadership must resist the temptation to use technology for corporate control or unnecessary compliance. Instead, technology should act as a coach, assisting individuals in discovering their potential and pursuing the organization's integrated leadership-set objectives.

    Task-based systems, in particular, are collaborative and social enterprise tools that enable teams to work across organizational boundaries by providing information, direction, and expertise to support successful outcomes. These systems make it possible for leadership to connect and align across, up, and down the organization, as well as to define the goals that the organization can pursue. These systems also make it possible to capture data in real time about who is contributing what and what actually works and doesn't. This creates coaching that is immediately applicable to everyone and introduces a novel source of leadership direction. Criticism can be straightened out through examination and computer based intelligence, while experiences can be improved with outer information (especially client feeling) and inside "surrounding" information (like the association's email and informing traffic).

    The capacity to cultivate followership is ultimately what defines leadership. From the concept of a wise group at the top leading willing subordinates to a broad group of leaders in a collective enterprise, leadership becomes more distributed. This necessitates increased collective participation in determining the organization's future and genuine engagement with the responsibilities at hand.

    Dan Pink and other behavioral economists have demonstrated that monetary rewards are less motivating than a sense of purpose, personal development, and autonomy to engage in challenging cognitive work. The perception that individuals can have a direct influence on outcomes and the comprehension of the mission need to be enhanced by technology. All of these points are hit by augmented leadership. Individuals can contribute and be acknowledged by their peers through task-based systems. Individuals have never before had access to guidance and coaching based on accumulated data and relevant external sources.

    It is time to move beyond the struggle of merely putting the most recent technologies into practice. Understanding what machines are good at and using those skills to build on human strengths and develop new organizational capabilities is the first step in safeguarding and advancing an organization's future.

    One of the best examples is Virtualinfocom, which uses augmented reality and technology to create 3D models of real people and games in 3D. Even during this pandemic, technology enables these models and celebrities to virtually connect. It enabled global communication and the organization of numerous outstanding fashion shows and events.

    Virtualinfocom provides opportunities for such young children and imaginative minds to develop their own superheroes. As a result, technology creates that space.

    In a similar vein, deeptechknowledge.com features a wealth of rapidly developing technologies, including robotics and blockchain. You can find such fascinating technical information by following the blog. On the off chance that you investigate 8metals.com you will be astounded to find the antiquated science behind the legends which just has been feasible to share in light of the accessibility of innovation.



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    Arijit Bhattacharyya