Business Learning From E-Sports
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"Despite more than 70 years of substantial efforts by learning professionals the overall success by organizations to grow leaders remains dismal." - Deloitte How can we find the next generation of leaders when the current structures and tools remain ineffective and baby boomers are retiring. Like IBM when turning to online gaming in the mid 2000s, we turn to e-sports to find a competitive environment that is highly effective at capturing leaders within the younger generation.
![NEW RULES FOR LEADERSHIP
TRADITIONAL LEADERSHIPNEXT GEN LEADERSHIP
Leaders rise through the hierarchy based on
various factors
Only leaders are given responsibilities based
on their pre-determined role in the group
Risks and failure must be avoided at all costs
Decisions are taken slowly and with majority
consensus [silo]
Leaders emerge naturally based on their
skill alone
Anyone can rise to the occasion and take on
responsibilities based on their skills
Taking risks is required so you can learn
from failure
Decisions are taken quickly in order to react
to any given situation [horizontal]
E-Sports Strategy
The shift from
traditional
leadership to next
gen leadership
competencies](https://image.slidesharecdn.com/learningfrome-sportsweb-161030165408/85/Business-Learning-From-E-Sports-6-320.jpg)
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Business Learning From E-Sports
- 1. Learning from E-Sports Inventing Next Generation Leadership
- 2. WHERE DO TOMMOROWS LEADERS COME FROM?
- 3. WHERE THE SEARCH STARTED 10 years ago, IBM started looking to Online Games especially MMORPGs for new ways to evolve their business.
- 4. Online games, and specifically massively multiplayer online role-playing games (MMORPGs), offer a glimpse at how leaders develop and operate in environments that are highly distributed, global, hyper-competitive, and virtual. Many of the qualities of online game environments facilitate leadership, and speed up the process of identifying leaders. IMB Global Innovative Outlook, 2007 A COMPETITIVE VIRTUAL ENVIRONMENT
- 5. Leaders emerge that are capable of recruiting, organizing, motivating, and directing large groups of players toward a common goal. And decisions are made quickly, with ample, but imperfect, information. Gaming leaders are more comfortable with risk, accepting failure, and the resulting iterative improvement, as part of their reality. NATURAL LEADERSHIP IN ONLINE GAMES In the online gaming world, risk-taking is encouraged. It is even considered a necessary precursor to success. IMB Global Innovative Outlook, 2007
- 6. NEW RULES FOR LEADERSHIP TRADITIONAL LEADERSHIPNEXT GEN LEADERSHIP Leaders rise through the hierarchy based on various factors Only leaders are given responsibilities based on their pre-determined role in the group Risks and failure must be avoided at all costs Decisions are taken slowly and with majority consensus [silo] Leaders emerge naturally based on their skill alone Anyone can rise to the occasion and take on responsibilities based on their skills Taking risks is required so you can learn from failure Decisions are taken quickly in order to react to any given situation [horizontal] E-Sports Strategy The shift from traditional leadership to next gen leadership competencies
- 8. WHAT ARE E-SPORTS? E-sports are digital sports in which highly competitive professional teams compete in front of millions of viewers for victory.
- 9. Revenue Estimates Audience Estimates E-SPORTS ARE RELEVANT
- 10. A NEXT-GENERATION COMPETITION E-sports offer the perfect ecosystem for developing Next Generation Leadership skills. They Are: Highly Competitive Skill-Driven Team Oriented Online & Worldwide They Provide: A High-Risk High-Reward Environment Clear Goals and Objectives (Leaderboards) Immediate Feedback & Skill Assessment A Structure for Teams to Naturally Form & Evolve
- 11. WHAT WE LEARNED FROM E-SPORTS
- 12. COLLECTIVE STUPIDITY 1) Always going through the front door:
- 13. COLLECTIVE STUPIDITY 2) Always picking the main route:
- 14. COLLECTIVE STUPIDITY 3) Always attacking the strongest/biggest character:
- 15. COLLECTIVE STUPIDITY 4) Picking a character they like, not one the team needs:
- 16. COLLECTIVE STUPIDITY 5) Not talking to team members:
- 17. COLLECTIVE STUPIDITY I think there is a world market for maybe five computers. Thomas Watson, president of IBM, 1943 There is no reason anyone would want a computer in their home. Ken Olsen, founder of Digital Equipment Corporation, 1977
- 18. COLLECTIVE STUPIDITY Almost all of the many predictions now being made about 1996 hinge on the Internet's continuing exponential growth. But I predict the Internet will soon go spectacularly supernova and in 1996 catastrophically collapse. Robert Metcalfe, founder of 3Com, 1995 Airplanes are interesting toys but of no military value. Mar辿chal Ferdinand Foch, Professor of Strategy, cole Sup辿rieure de Guerre With over 50 foreign cars already on sale here, the Japanese auto industry isn't likely to carve out a big slice of the U.S. market. Business Week, August 2, 1968 The Americans have need of the telephone, but we do not. We have plenty of messenger boys. Sir William Preece, chief engineer of the British Post Office, 1876
- 20. BRINGING THINGS TOGETHER HIGHLY COMPETITIVE E- SPORTS ENVIRONMENT NEXT GENERATION ONLINE LEADERSHIP TEAMWORK & INNOVATION CULTURE CONQUEST E-Sports leadership for Business
- 21. NEXT GEN LEADERSHIP E-SPORT ORGANISE LEADERSHIP AND TEAM TOURNAMENTS Develop your next gen leaders through e-sport competitive leadership and teamwork scenarios. Allow leadership and teamwork skills to emerge, completely shaped and owned by the interaction of the people in the competitive training scenario. These skills are immediately transferable to the workplace Breakout of passive mindsets, experiment with ideas, learn to take risks, experience the impact of decisions.
- 22. Learn more at conquest-esport.com