Digital Leadership



In 25 years of the commercial internet, Digital has been a bolt-on to the enterprise: Web site, Mobile, Social channels. Now, it needs to be brought to the core as most businesses are heavily reliant on technology. Organisations are entering the age of "microchips", they need to be smaller, integrated and much faster to make decisions.

Aligning the enterprise

Digital is about alignment:

  • Horizontal alignment between the business and the  technology to flow work and decisions better

  • Vertical alignment between the Executives and the teams, to drive strategy and resolve constraints continually. 

Management is at the centre of change, and often frozen-out resulting in change resistance.

UPSKILLING the leadership

Teams and leaders, that would have worked all their careers in traditional organisations, need to unlearn some of their unconscious competence, now obsolete, and relearn a new competence to work in the digital context. 

Failing to do so, will not only slow change down, but also drive a rapid obsolescence of their organisation and self. 

digital for any size of business

Though Corporates and small & mid-size businesses are starting from a very different position in relation to their natural agility and technology legacy, the leadership challenges are very similar. We help all with Coachulting™.

Start-up / scale-up


Retaining agility while structuring the expanding operations is the challenge of mid-size and scale-up businesses

Start-up organisations thrive on an idea and the sheer determination to see it through. In the early days, everybody multi-tasks, there is total alignment with the customers, and energy is high. Agility comes naturally from this. 


Further down the line, when the mid-size/scale-up stage starts, the initial positivity can erode. While the leadership is still thriving for growth, the rest of the teams do not always share this feeling. The emergence of a structure, new processes, more defined roles, can often lead to frustrations and disappointment. It's all going in the right direction, but "it is not the same". 


For the continuous success of the business, it is necessary to structure the activity, this is when the initial efforts get monetised. But this should not be done to the detriment of agility. It is also paramount to keep all the staff engaged and involved. Coachulting™ serves this purpose. We can structure workshop programmes to enable participation and collaboration towards business outcomes while maintaining the positivity in the systems of the organisation.

the challenge for


Big Agile adoption programmes do not matter until business agility emerges from them. Most of them have failed at that.

Many Corporates have launched large transformation programmes in a bid for digital competitiveness. Agile practices are quite straightforward to roll-out within the contains of a development team. The difficulties start when trying to achieve business advantage from this. Unfortunately, achieving business agility is often confused with scaling agile practices, and the results are inevitably disappointing.  Millions are spent, for no noticeable business improvements. 

Business agility and digital change are increasingly becoming defining factors in the on-going differentiation of the product/service mix of most enterprises. As such, no pre-canned solution from XYZ consultancy will deliver such an advantage. Our Coachulting™ approach does not predicate an approach. It facilitates the leadership and teams in place to implement such differentiation from their context and starting point. 

building intelligent teams as a
constant of any business

Team systems are naturally intelligent and creative.

The role of the modern leader is to unleash this potential

Many will see Digital as a technology matter. You need to invest in technology, set some projects and bring some external vendors to deliver them. This used to work 10 years ago, but the world has changed. Businesses will not build differentiation from cookie-cutter solutions. Beyond investing in technology, organisations need to invest in the engineers that deliver it and the leadership that organises the efforts. 

Digital demands speed of decision that traditional management styles struggle to deliver. Traditional management is built on the distribution of tasks and the control of those. This style of management is anchored at the core of most traditional organisations, hierarchies, and even the approach to delivering most projects. In complex, volatile environments, this traditional way of managing does not accommodate the changing circumstances of the context fast enough. The manager becomes a bottleneck in the system of work. Busy, multi-tasking managers tend to be indicative of the need for changing tack

A new approach is necessary, leveraging the intelligence of the teams. Much learning is needed there too because groups have been used to management by task allocation for so long. Developing digital leaders cannot be dissociated from developing intelligent teams, both need progressing in parallel.

Our Coachulting™ model solves this challenge making much use of workshops. Workshops have the advantage of unifying teams and leadership through collaboration, engaging people, creating implicit buy-in and developing the collective intelligence.  


  • Grey Twitter Icon
  • Grey Facebook Icon

Henko  |  London  |

Henko Limited, Registered in England and Wales under Company Registration number 10910832

We use cookies to measure our site's performance.

By continuing to browse our site you automatically agree our Web Terms of Service and our Data Privacy policy .