Beyond the Algorithm: Leadership that lasts
In the age of AI, the true differentiator will not be technical skill, but the humanity leaders bring through values, culture and purpose We measure organisations by hard numbers: quarterly results, KPIs and market share. Boards pore over financials, margins and growth curves. There’s no doubt technology will now rapidly take on more of the measurable and predictable. What remains, and becomes more valuable, is distinctly human. As Amit Ray has cautioned: “As more and more AI enters into the world, more and more emotional intelligence must enter into leadership.” Yet rarely do the same boards enquire about the heart and soul of a business – its energy, culture, and purpose. When we do talk about them, it is usually because they have already been lost. Embracing vulnerability Conventional leadership has been to present toughness through hard exterior, as any chink in the armour is a moment of weakness which can leave you open to attack. But when you stop to think about this, isn’t this the survival characteristic of a beetle or other insect with an impenetrable exoskeleton? What if we embraced our distinctly human qualities in our leadership? Our skeletal structure enables us to thrive whilst maintaining a soft and vulnerable exterior. Meanwhile, to extend this analogy, our backbone represents our values, providing the inner integrity and confidence of what we stand for. We bruise, we scar, we heal. Far from being a weakness, this openness creates psychological safety, the
foundation of innovation, engagement and loyalty. People perform not because they fear failure, but because they feel supported to contribute, challenge, and grow. There is another dimension to vulnerability: surrounding yourself with people who are brighter than you, who see the world differently, and giving them space to challenge. Leadership is not about protecting ego, but about unlocking collective intelligence. Diverse teams, empowered to question and contribute, consistently deliver better outcomes. Just as importantly, they feel more motivated and valued in the process. And how we treat each other inside an organisation does not stay within its walls. It shows up in employee engagement scores, but it also extends outwards to customer relationships. A team that values respect and support internally is far more likely to go beyond the letter of the contract and deliver the kind of care for customers that builds loyalty far more effectively than any slick marketing campaign. A people-centric perspective My own leadership style reflects this. On the Insights psychometric tool, I am firmly ‘green’ – empathetic, people-focused, motivated by collaboration. Conventional wisdom suggests leaders should be ‘red’ – competitive, hard-edged, decisive. I know I am atypical, and I embrace that difference. My career is proof that people- centred leadership can deliver results every bit as powerfully as command-and-control. Everyone’s a winner As I’ve transitioned from executive roles, I’ve focused on creating initiatives which demonstrate how to achieve a true triple win – benefiting individuals and teams, driving growth for companies and investors,
and making a positive impact on society. The first has come to life as Project Nemo (see page 11 for more information), highlighting the industry’s oversight on digital accessibility and challenging companies to make their products, services, and workplaces truly inclusive. The second is an exploration of how embracing charity partnerships can galvanise team spirit, help create the feeling of a greater purpose for even the most mundane roles or company offerings, akin to the famous NASA janitor’s self description to JFK ‘I’m helping put a man on the moon’. Somehow, in the shift from CSR to ESG, we’ve lost sight of corporate philanthropy. Yet the companies that do embrace it thrive – from B Corps such as Clowd9 and Zero to Nationwide Building Society, which invests one per cent of pre-tax profits into its charity partners. I’ve particularly zoned in on the fantastic charity Street Child, for whom I’ve recently become a Trustee. There is a natural alignment between Street Child and fintech which I will be drawing out in the coming year and just think, if we lean in as an industry our collective impact could enable millions into school to gain brighter futures. Now that’s an energising mission!
Joanne Dewar Joanne has been firmly at the centre of the fintech revolution as former CEO of GPS (now Thredd), providing the initial
underlying processing infrastructure to the likes of Revolut, Starling, Monzo, Curve and Zilch. Since exiting, Jo continues to influence the industry, providing practical guidance on nurturing culture, including the creation of Project Nemo to champion disability inclusion and accessibility.
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The Fintech Power 50 www.thepower50.com
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