The Role of Data Analytics in Shaping Leadership Trends_ARL_27 March 2025.pptx

THE ROLE OF DATA ANALYTICS IN SHAPING
LEADERSHIP TRENDS
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
AFRICA RISING LEADERSHIP SUMMIT & AWARDS
27 MARCH 2025

PRESENTATION
OVERVIEW
• Simukai, iAfrika, Simukai!
• Introduction and Contextualization
• Concept 1: Data (Analytics) – independent variable (x)
• Concept 2: Leadership Trends – dependent variable (y)
• Concept 3: The (correlation) relationship between data (analytics) and
leadership trends
• Findings, Conclusion and Q&A

LEVELS OF THE
BUSINESS
INTELLIGENCE (BI)
HIERARCHY

THE CURSE OF
MULTIPLE BUSINESS
LEADERSHIP
GENERATIONS

COTTER’S (2023)
PURPOSE
STATEMENTS OF
BUSINESS
METRICS & –
SCORECARDS
(70/20/10%
PRIORITY)
The primary purpose of Business Metrics and -Scorecards is
to facilitate, enable and ultimately, drive smarter business
decision making (strategically, operationally and tactically).
In terms of the priority of this purpose statement, I would
weigh this at 70%.
The secondary purpose of Business Metrics and -
Scorecards is to showcase, amplify, quantify and monetize
the strategic business value proposition (for shareholders
and stakeholders). In terms of the priority of this purpose
statement, I would weigh this at 20%.
The tertiary purpose of Business Metrics & -Scorecards is
to promote continuous improvement processes, stimulate
innovation and to serve as a quality assurance tool across
the spectrum of the business value chain. In terms of the
priority of this purpose statement, I would weigh this at
10%.

CORRELATION #1: THE
EMERGENCE AND
CONCEPTUALIZATION
OF EVIDENCE-BASED
MANAGEMENT (EBM)
THINKING AND -
PRACTICES
• Evidence-based management (EBM) is an
empirical framework/practice that emphasizes
making managerial and people-related decisions
based on critical thinking and reliable, relevant
evidence, rather than relying solely on intuition or
tradition.
• EBM refers to a process in which the organization
evaluates any decision or process against data,
real experience, expert opinions, and/or other
types of information to ensure the decision is likely
to have the desired outcome.
• For this to work best, the “evidence” used should
be purposefully sought out.
• When data is taken from multiple sources, ensure
it’s applicable within your context.

THE 6 A’s
OF THE
EBM
PROCESS
STEPS

THE ANATOMY
(SUB-COMPONENTS)
OF EBM AND
RELATED
OBJECTIVES/
PRINCIPLES
• Multiple (X4) Sources of Evidence (to promote inclusivity)
• Critical Thinking (to promote objectivity)
• Focus on Evidence (to promote informed decision-
making)
• Transparency and Accountability (to promote justified
decision-making)
• Continuous Improvement (to promote HIPO and HILO
organizational sub-cultures)

DEFINING A HIGH PERFORMANCE
ORGANIZATION (HIPO) CULTURE
Refer to diagnostic survey link:
https://www.surveymonkey.com/r/35ZQFW6
• A high-performance organization is characterized by clarity and coordination.
• Everyone plays a crucial role in driving the company forward, and everything
that happens at the individual, group or departmental level contributes to the
organization's goals.
• People understand their roles and how their efforts contribute to producing
the desired results.
• Andre de Waal of the HPO Center offers this more formal definition: "A High
Performance Organization is an organization that achieves financial and non-
financial results that are exceedingly better than those of its peer group over
a period of time of five years or more, by focusing in a disciplined way on that
which really matters to the organization.“

L-A-D-I-O FRAMEWORK OF
A HIPO CULTURE
(COTTER PhD, 2019)
• Lean Structures
• Agile Processes
• Digital Systems
• Innovative/Intelligent
Organizational Culture
• Optimization of Resources
(4 E’s)

8-POINT EBM TRANSFORMATION
(COTTER PhD, 23 MARCH 2025)
• "In order to be feasible, to prosper professionally in 2025 and beyond and to be
future-fit, business leaders will have to exchange the currency in which they trade
from old notes to noteworthy, Industry 5.0 and business relevant denominations
and value. Specifically, this change translates from:
• 1. feelings to facts;
• 2. anecdotal to analytical;
• 3. hindsight to insight to foresight;
• a 4. business performance to market value/leadership (e.g. brand equity);
• 5. intuition to intelligence;
• 6. rhetoric to meaningful response;
• 7. (support business units e.g. HRM & Marketing) a cost to a profit centre and
• 8. best practice (imitation) to best fit (internalization) to next practice (innovation)
• Generally, this 8-point transformation means an upgrade to Evidence-based
Management (EBM)."

HORTON
INTERNATIONAL
(2025)
• #1: Human-Centered Leadership
• #2: Digital Transformation and Tech-Savvy Leadership
• #3: Inclusive and Diverse Leadership
• #4: Agility and Adaptability
• #5: Focus on Employee Wellbeing
• #6: Ethical and Transparent Leadership
• #7: Lifelong Learning and Leadership Development
• #8: Hybrid Work Models
• #9: Sustainability and Social Responsibility
• #10: Coaching and Mentorship

HORTON
INTERNATIONAL
(2025)
• Boardroom Priorities (e.g. geopolitical and economic
risks, AI strategy and governance, data governance and
cybersecurity, ESG, CEO succession and talent
development, corporate culture and stakeholder trust,
and risk oversight responsibilities.)
• These trends underscore a fundamental shift:
“Leadership is no longer about commanding and
controlling but about inspiring, empowering and
creating value for all stakeholders.”

TOP 5 PRIORITIES FOR HR LEADERS IN 2025
(GARTNER, 2024)

• 39% of current skills will be redundant by 2030. Therefore, an estimated 59% of the workforce will need
reskilling by 2030.
• There will be a net (differential) job gain (and not displacement) of 78 million jobs by 2030.
• Artificial Intelligence (AI) will reshape the labour market quicker than anticipated.
• AI will be the ultimate disruptor. The other main drivers of disruption in the labour market:
 Technological adoption
 Climate goals
 Environment, Social and Governance (ESG)
 Demographics
• However, this also presents a golden opportunity.

A GLIMPSE OF THE FUTURE
(Cotter PhD, 23 March 2025)
• “The disruptive and pervasive influence
of Artificial Intelligence (AI) will either
be a golden opportunity for business
leadership transformation or a missed
one. Regardless of their choice, business
leaders are the architects of the
blueprint of their own future – the
masters of their own business destiny.”
• The skills landscape and –ecosystem will
change radically.
• Agility will be a core skill in 2030.
• What are the other core skills?

THE FUTURE-FIT LEADERSHIP CODE:
10 STRATEGIES TO FUTURE-PROOF
YOUR BUSINESS MANAGEMENT
CAREER
 #1: Relevance
 #2: Differentiation
 #3: Unique Value Proposition (UVP)
 #4: Specialization
 #5: Agility
 #6: Re-invention
 #7: Value Amplification
 #8: Next Dimension Thinking
 #9: Digital Literacy and -Citizenship
 #10: Hyperconnected Collaborator
• Refer to the diagnostic survey link:
https://www.surveymonkey.com/r/DJ85J7F
• Refer to the reading article link:
https://www.linkedin.com/pulse/future-fit-code-10-s
trategies-future-proof-your-career-charles-cotter/

THE SKILLS LANDSCAPE AND -ECOSYSTEM
– WEF FUTURE OF JOBS (2025 - 2030)

CONCEPT #3:
THE CORRELATION
(RELATIONSHIP) BETWEEN
DATA (ANALYTICS) AND
LEADERSHIP TRENDS

CORRELATION #2: DATA DRIVEN LEADERSHIP

DATA DRIVEN LEADERSHIP
• Leaders in various industries are increasingly aware of the power of
data for shaping decisions and driving success.
• Using data effectively has changed how businesses operate and
compete.
• Data-driven leadership focuses on strategically using data insights
to improve decision-making and achieve market leadership
• Data-driven leadership involves using data and analytics to:
 Guide decision-making and strategy
 Empowering leaders to make informed choices
 Anticipate trends
 Improve organizational performance.

KEY PRINCIPLES
OF DATA-
DRIVEN
LEADERSHIP
• Data as a Foundation
• Data Literacy
• Focus on Insights
• Continuous Improvement and Agility
• Strategic Decision-Making
• Ethical Considerations

THE BUSINESS CASE (BENEFITS) OF
DATA-DRIVEN LEADERSHIP
• Faster and Improved Decision Making (i.e.
speed and quality advantage)
• Increased Efficiency and better Resource
Allocation
• Improved Communication
• Proactive Strategy and Enhanced Business
Performance
• Reduced Risk
• Stronger Customer Relationships
• Enhanced Business Leadership Credibility

LEADERSHIP
CREDIBILITY
FORMULA
• LEADERSHIP CREDIBILITY =
INTEGRITY (ETHICS AND DATA) +
EXPERTISE - TECHNICAL (TQ) & DATA
LITERACY (DQ)

CORRELATION #3: FUTURE-FIT BUSINESS LEADERSHIP
CURRENCIES AND THE BENEFITS THEREOF
• “The four (4) most important currencies that future-fit business
leaders trade in are: 1. Business Intelligence; 2. Innovation; 3.
Evidence-based thinking and –practices and 4. Forward-looking
Learning.
• The cohesive accumulation of the potency of the quartet of these
currencies will 1. amplify and accentuate their business
leadership credibility and transparency; 2. future-proof
(continuity) of their business operating models; 3. drive
strategic business performance and competitivity (HIPO) and 4.
exponential appreciation in business and market value
(shareholder wealth & growth), in the Collaborative
Intelligence economy of the future.”

THE FOUR ORGANIZATIONAL TRANSFORMATIONAL
PILLARS TO A HIGH PERFORMING ORGANIZATION (HIPO)
(COTTER PhD, 2024)
• STRATEGIC INTENTION (POLITICAL WILL)
• ASPIRATION (STRATEGIC AMBITION)
• INSPIRATION (PRIMARILY SOURCED FROM
EXECUTIVE MANAGEMENT)
• PERSPIRATION

FINDINGS
AND
CONCLUSION
• “The future is today.” Empower yourself as a
business leader to be future-fit and to future-
proof your business operating model.
• Data (Analytics) don’t just shape (level 2)
leadership trends. In fact, they inform (level 1);
influence (level 3) and drive (level 4) these
leadership trends.
• Therefore, to be a future-fit business leader, you
will have to embrace, harness, leverage and
transform to:
 1. EBM thinking and -practices;
 2. Data-driven leadership and
 3. Re-schooling and re-skilling of Leadership
Currencies i.e. be at the forefront/cutting-edge of
technological, analytical and innovative thinking
practices and –processes. “Forward-looking
Learning is the currency of the literate of the
future.” (Cotter PhD, 23 March 2025)

DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter/X: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

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