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Conversational leadership takes root when leaders see their organiza- tions as dynamic webs of conversation and consider conversation as a core process for effecting positive systemic change. Taking a strategic approach to this core process can not only grow intellectual and social capital, but also provide a collaborative advantage in our increasingly networked world.

Our product strategy for ITV News was simple, bold and probably as obvious in hindsight as any good idea should be. We set out to create a digitally native news service, something made for the web and mobile that left behind the Guttenberg-era baggage of ‘pages’, ‘articles’ and ‘editions’ that most news websites haven’t been able to shake off, as well as reworking some proto-web typologies like ‘navigation’, ‘liveblogging’ and ‘galleries’. 

We wanted to make a news service that answered the question: “What would news be like if we had networked digital media (and digital cameras and phones and laptops) but there had never been newspapers or broadcast TV news programmes?”.   

video - would be a massive culture shock. There was nervousness, especially about time and resources, offset by enthusiasm for change and a leadership determined to exploit the potential of real-time news delivered across multiple devices. We also had a strong conviction that opening up the news gathering process - rather than adding new work - would give us the content we needed for the stream. 

Perhaps the most exciting (and challenging) aspect of working in a progressive IT organization is the pace of technological change. It requires that IT staff — and our customers — are continuously learning. Managing this rapid change and fostering innovation while "keeping the trains running on time" is the primary leadership role required of any CIO, new or old