Values based leadership in business innovation
During the “Values based leadership in business innovation” course, I explored how leadership can shape and transform design practices in dynamic environments. The course emphasized a holistic view of leadership that aligns with the changing needs of modern design agencies. I applied these concepts in my essay, reflecting on my previous role at VanBerlo, a design agency that became part of Accenture, and how leadership adapted during this transition.
Key Concepts from Design Leadership:
- Holistic Leadership Framework: Based on Ken Wilber’s holistic framework, this model breaks down leadership into four quadrants—product, context, value-added, and emotional value. In applying this to VanBerlo, I analyzed how the agency shifted from product-focused, smaller-scale design solutions to integrating into Accenture’s large-scale, profit-driven corporate structure. This transition required adapting leadership to maintain VanBerlo’s original, value-based design ethos while embracing Accenture’s focus on software and technology solutions.
- Metaphor of the Soccer Team: The course emphasized the soccer team metaphor to explain leadership dynamics. Like a soccer team, where each player is vital to the success of the game, the leadership at VanBerlo fostered a culture of autonomy and collaboration. As VanBerlo transitioned to Accenture, the leadership challenge was to balance the smaller, flexible project teams with the larger, more rigid corporate structure, while still encouraging creativity and innovation.
- Ubuntu Philosophy – We vs. Me: The Ubuntu philosophy, which values collective success over individualism, resonated deeply with VanBerlo’s approach before the acquisition. VanBerlo’s leadership encouraged a “we” culture, where employees’ values, client needs, and societal impact were all harmonized. This ethos contrasted with Accenture’s more “me” focused, profit-driven approach. Leadership during the transition had to reconcile these differences, carefully managing the cultural integration while preserving the unique strengths of VanBerlo.
- Conductor Metaphor: The conductor metaphor was used to illustrate the role of leadership in harmonizing various disciplines, much like a conductor brings musicians together. At VanBerlo, leaders acted as conductors, coordinating between designers, engineers, strategists, and clients to deliver coherent, impactful design solutions. As part of Accenture, this leadership style evolved, emphasizing cross-disciplinary collaboration and ensuring that the creative essence of VanBerlo was not lost in the more structured corporate setting.
- Quantum Metaphor: This metaphor, related to the concept of quantum entanglement, reflects how actions and decisions within an organization can influence outcomes even when they are not immediately connected. At VanBerlo, this entanglement was evident in how leadership decisions, rooted in value-based design, resonated through the agency’s culture and impacted external stakeholders. Accenture’s acquisition introduced a different rhythm, and leadership had to navigate this entanglement by preserving VanBerlo’s identity while aligning with Accenture’s larger goals.