This blog was originally posted on LinkedIN.

For decades, transformation has been driven through the professional domain of projects, programmes and portfolios. The rise of project management methodologies like Lean and Agile have raised hope but the disconnect remains.

With digital transformation becoming pervasive within business, government and country visions and strategies, it is becoming accepted another driver is needed, so the disciplines of projects, programmes and portfolio management can focus on the operational delivery they were meant to serve. That driver is leadership. active, adaptive leadership.

Real digital transformation is becoming defined as the shift required to address the human effect of the digital age across both corporate and governmental systems and subsequently the human affect of the digital age on society.

I believe it should follow that leadership for a digital age must be inclusive and engaged across all three of these areas, be inclusive, be recognised based on profile over label. Most importantly, taking an active participatory role in change as a role model for others to trust and follow by example. This story is about digital age leadership - how we can effectively lead in a digital age.

The digital age demands greater adaptive leadership profiles and approaches. What is emerging is the need for a leadership profile that takes the best of leadership fundamentals and augments these with the opportunities and possibilities afforded by the digital age. This approach encourages followership in others which in turn builds confidence, reduces vulnerability around change and starts a people movement.