View
220
Download
0
Category
Preview:
Citation preview
0 Copyright 2016 FUJITSU
Fujitsu Forum 2016
#FujitsuForum
1 Copyright 2016 FUJITSU
Creating a Digital Culture
Jat Sahi
Digital Lead Retail & Hospitality
@sahi_jat
2 Copyright 2016 FUJITSU
Life has accelerated….
3 Copyright 2016 FUJITSU
Disruption is everywhere…
Mobile Handsets: $75bn
Streaming Music: $20bn
On Demand Films: $6bn
Print & Advertising: $45bn
OTT Communications: $54bn
4 Copyright 2016 FUJITSU
In retail we have seen the beginning
-10
0
10
20
30
40
50
60
70
80
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Net income Revenue
Shopping in 2020? When VR market will be £162Bn ($5Bn today)
5 Copyright 2016 FUJITSU
“Culture eats strategy for breakfast”
Peter Drucker
6 Copyright 2016 FUJITSU
“Ten years ago, had you asked me about culture and values I would have rolled my eyes and recited a line from Dilbert. But when I started as CEO I began to appreciate just how important they were. Culture and values provide the foundation upon which everything else is built. They are arguably our most important competitive advantage, and something that has grown to define us…”
Jeff Weiner, CEO Linked-In
7 Copyright 2016 FUJITSU
How Excellence is achieved here…
Avoiding Failure at all costs
Waterfall Silos assumed Answers ‘in here’ (Dissenting) voices unheard What’s right for our business
model? Lives on opinion People are constrained
to roles – robots!
Learning through thoughtful experiment
Agile Collaboration expected Answers are anywhere All voices heard What’s right for our customer/user? Lives on data People are full human beings – changing, relationship
Truth
Delusion
8 Copyright 2016 FUJITSU
Digital Culture is Purpose NOT Vision driven
“We want to be the biggest car company in the world” It’s about ME Defined end-state “We want to help people
travel the world” It’s about OTHERS Ongoing journey
Purpose
Vision
9 Copyright 2016 FUJITSU
Purpose Organizations
These organizations didn’t know what they’d grow into (Vision). They had a fixed idea of what they wanted to do (Purpose).
We want to make tools for the mind, for all mankind
We want to let people find and discover anything they might want to buy online
We want to organise the world’s information
We want to connect the world’s people
We want to build a human centric intelligent society
10 Copyright 2016 FUJITSU
Purpose and Vision create different organisations
The future is so unpredictable, this goal is out of your hands.
Stress and uncertainty Encourages caution, over analysis
and sticking to existing paradigms - waterfall Demotivating – Only complete at the end Vision doesn’t set a general direction
– could be many ways to achieve it Lack of general direction leads to tension,
individualism, politics and mistrust Paying the bills
You can always decide what you are trying to do, it’s in your hands
Focus and confidence Positive, creative and ready to explore new ideas and paradigms – agile Motivating – on mission everyday! Sets a general direction (within which you can test and experiment) Encourages openness, trust and collaboration every day. Enriched life
‘Help people travel the world’
‘Biggest Car company’
11 Copyright 2016 FUJITSU
What we do > How we think > Results
What world do your colleagues, experts and executives live in?
Siloed Fit-in Role focus
Certainty
Get it Right
Role
Self expression
Collaborative
Purpose/Customer focus
Experiment/Risk Get it Quick
Human
Many digital innovators carry innovation alone Enabling your whole organisation is likely to achieve more – think Apple!
12 Copyright 2016 FUJITSU
Where do you start? – Glassdoor.com
“Great company to work for. Lots of career development opportunities and support. Senor management are all very visible, involved and approachable”
“Traditional IT department behaviour – siloed engagement between business lines and IT team staff should be encouraged/promoted on regular basis to ensure not alignment with one another but rather true integration with the business
“management, they don't listen, and hinder all chances of performing to your potential. listen to the people who are actually on the floor, not the TDM's”
“… Management should look more at recruiting good people from within the company….could listen more to staff and their ideas. A lot of wasted talent..”
“focus more on the thousands of shop staff…..because without them the company would cease to exist .”
Are you open to hearing this? Many different projects to be part of, approachable senior management, dynamic culture, great work / life balance
13 Copyright 2016 FUJITSU
Is this how we change?
Analyse Think Change
14 Copyright 2016 FUJITSU
‘Switch’ Model of Change
See Feel Change
To bring collaboration, self-expression, humanity, customer/market focus and speed into your organisation make these things
visible
15 Copyright 2016 FUJITSU
Digital can help us be seen
16 Copyright 2016 FUJITSU
But it could also be this simple
17 Copyright 2016 FUJITSU
Traditional behaviour
This is what I want to do
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok!
Ok! Ok!
18 Copyright 2016 FUJITSU
Digital Innovative behaviour
I’m looking for X reasons this won’t work?
(and how you’d fix them)
?
?
?
?
?
?
?
?
?
?
?
?
? ?
19 Copyright 2016 FUJITSU
All eyes and ears need to be open!
External Awareness
and Internal
Transparency
ALERT
20 Copyright 2016 FUJITSU
The toughest part….
Under increasing pressure to conform, eventually everyone tested got this wrong, even though they knew what was right.
Disruption is when newcomers see and react to the truth ahead of incumbents.
21 Copyright 2016 FUJITSU
Building a Digital Culture
Set a Purpose for your organization not a Vision
Look deeply at current organizations most common processes, roles, systems and events – what thinking do they encourage?
Find and support the community ready to grab and support values
How can you make digital values highly visible?
Be Brave – face the truth!
22 Copyright 2016 FUJITSU
Recommended