Thank you again for your time.

I look forward to inviting you to come and join my students in the fall if we could find another window of opportunity for that to share some of these thoughts and others that you maybe can with us.

Brilliant. Well, thank you so much. I agree that that was a fascinating conversation and I’m very pleased that you took the opportunity to participate in our research.

How do you see the future in terms of what comes next in regards to having used this almost, as you say, 2.2. In your experience, does it just naturally unfold what comes next, or are there some things that we can expect or that you can foresee are likely ...

As such, we can see some of those big challenges, particularly in decarbonization and sustainability, and harnessing digital transformation in the emergence of a world working heavily in concert with smart technologies. What are the opportunities?

This particular set of conditions, it won’t ever be, but rather trying to use it as a sign posting or a learning experience for other similar dynamics that humanity will encounter in our future horizon here.

That’s a good playbook. If you already made one, you could ship over to us. Thank you. What comes next is my final question around where we go from here. We’re looking at — as you described — we’re not looking in an acute way of the pandemic, as if ...

Or do you think it can be taught and what have you learnt from your experiences in those communities that can help us understand how we might better share our experiences or knowledge with our peers across other leaders so that collectively we can learn from each other while simultaneously ...

I’ve just got a couple of items to finish off. One is around the education, or the opportunities to pass on knowledge more widely around leadership experience. What do you think is the best way to teach leadership?

What were leadership approaches like? What are they likely to choose to retain in the kinds of models and philosophies that were adopted through the pandemic?

You think that’s something or aspects of that that are likely to be retained when we move on to this high velocity environment while we’re still pursuing opportunities for growth? What were some of those factors that were relatively unique to the pandemic lessons in environmental or contextual influence?

Have you observed ways in which this generation of leaders who have had the responsibility of leading organizations, countries, even every individual who’s participating within the movements to promote change? Have you observed any fundamental changes that we could look at in that generation?

Building on this idea of transforming a generation of leaders, do you have any thoughts about that? We’re quite interested in the legacy impact of this specific pandemic crisis on leadership. What did we learn? What’s going to be retained? What will we likely not look to retain in our ...

Essentially, looking at them as those drivers on those German roads, for all intents and purposes, they do have the experience operating in that type of environment. They also have the experience and the comfort with the prototyping process and the idea of experimentation and continuous learning in these faster ...

Despite the fact that there had been a history of “fail fast, fail often” and try to include some of these ideas into their world. It hadn’t vetted in strongly in a real sense. Since the pandemic, it maybe didn’t.

What we’re finding is there was an increased willingness to accept failure, in a sense, that leaders were expected to act, but it was also expected that they were going to make mistakes along the way.

What do we do with the leaders who are thrust into the pandemic or into the high velocity environment, who nonetheless had to take on responsibility?

Yet, they haven’t got the experience that often leads to unknown consequences. What do you think we have to provide to leaders that aren’t used to operating in high velocity, how can they adapt quickly to practicing in that environment once there’s this imperative to act?

There, the drivers are quite notoriously technically adaptive and have learned in that environment. It’s a state of high speed transport across their roadway…into other environments where people accelerate to whatever speed they think suitable and so on.

Saver while driving at high speed. How can we operate safer while driving at higher and higher speeds?

To simultaneously balance out these two things as you described them, moving quicker, but simultaneously reducing risk?

How is it then? Is there a different tool kit or a different way of thinking that’s required in it in the midst of that swiftness, in the midst of that high velocity? I’m thinking particularly about how to act with agility and confidence despite the need for speed and ...

A lot of isolation from your traditional networks needing to reconfigure and reform those connections in different ways, and essentially responsibility increasing quite significantly for leaders whose every decision then has cascading impacts on multitudes of others. Is that something that you’ve observed? Would you describe the crisis as a ...

This idea of increasing the speed, reducing the risk. We’ve observed from our research to date around this topic what we’re terming high velocity leadership requirements. It’s a state of change in the speed of leadership through particularly the initial advent of the crisis and then the need to respond ...

Does this work outside of the public sphere? Do you think that this type of methodology could be applied for organizations working in any sector across any area? Are there limitations to how to create this relationship between these three entities to produce results that are meaningful for everyone?

Is this something that you think can be successful as a methodology effectively for creating solutions quickly for speed to impact?

Is that a model that can be applied across any of those interactions? Does it apply when you look to generate new ideas or to innovate solutions to problems?

Maybe focus specifically on the pandemic crisis, for example, and then walk me through how you might apply this idea of the role responsibilities of leadership to operating in the midst of the pandemic crisis?

Do you translate the language, or do you operate as a translator in those domains? Then to take these ideas of saving time and risk, and that translates into productivity or efficiency or opportunities for incremental growth in the ways in which outcomes or goals are typically articulated in those ...

Is it a fluid process seeking to adopt this interpretation that you’ve described of leadership and of the role and responsibilities that come along with that? Is it easy to operate in that way when you move into domains that maybe have different traditional paradigms or ways of operating historically ...

Taking this philosophy into different domains in the world, particularly I’m thinking the socio technical domains of government in which you operate, and the liaisons and touchpoints with the greater public, but also with industry and corporations and capitalism and all of these other movements.

Does that mean being able to pass on then, not just knowledge, but a code base or assets that reflect the progress that has been made?

To be able to harness the powers of the tools around you, or to learn how to augment yourself with additional capabilities, to achieve your goals in life? Is that a requirement of leadership, to be open to that, and to also invest yourself in acquiring the knowledge necessary to ...

Being part of those communities that were making such powerful use of code, and the opportunities that technology can afford to open up, is that also a crucial component of leadership?

Have you observed leadership in others that helps you to evolve your own practice? Is it something that can be learned from exposure, and from experience?

From there, then as you experienced that first sort of exposure to the concept, how did you consider embedding constructs of leadership? Is leadership an important idea for you? Do you consciously practice leadership, or do you reflect upon your experiences of leadership?

Yes, that’s perfectly fine on both ends. I’ll be using the transcript as an input to writing up what we’re terming as “Origin Story,” which is a way of describing a case study around the leadership experience. I’ll also supply the Origin Story back to you before that would reach ...

Can you please start with your own leadership journey today, how you understand the concept of leadership, and how have you experienced it so far in a summarized style?

We’re quite interested in your experience of leadership through the crisis and what might be retained, what we might learn from that, and how we can use that moving forward to guide practices of leadership in organizations of any scale or size in the public or the private sector.

This interview’s subject primarily is the concept of leadership, where we’re looking at a question of how future generations of leaders will be transformed by the pandemic?