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Defining the Operating Modelfor the Digital Enterprise IOM Summit, Köln, September 2016
Lee Bryant POST*SHIFT
POST*SHIFT
ConsultingSoftwareResearch
SOCIAL TECHNOLOGY
‣Social Business strategy‣E2.0 / SocBiz platforms‣Use cases / process surrounds‣Adoption & awareness
Social technology is an enabler for the future of work
ORG DESIGN
‣Agile / podular teams‣Networks and communities‣Open / data-driven working‣Customer / market pull
SOCIAL TECHNOLOGY
FUTURE OF WORK
‣New roles and tasking‣Network-centric leadership‣Business model innovation‣New business structures
ORG DESIGN
SOCIAL TECHNOLOGY
Social tech in the workplace: necessary but not sufficient
http://www.margolis.co.uk/enterprise-social-networks-study
Progress happening, but internal structure still a blocker
The world is changing faster than our organisations
Connected products require a connected company
As products change, so must the organisation
Agility is now the number one change goal for large orgs
Source: Jon Husband's logo for Wirearchy
We have some great new theories and models of
the organisation…
Circle-based structures (e.g. Medium)
SUB-CIRCLE:Dedicated to a function
SUPER-CIRCLE: Responsible for the overall purpose
ROLE: A task related to a function
Tribes & Guilds Model (e.g. Spotify)
TRIBE
SQUADGUILDCHAPTER
Autonomous Business Units model (e.g. Haier)
CUSTOMERS
VALUE CREATING FUNCTIONS: Marketing, R&D, Manufacturing etc.
SHARED SERVICES PLATFORM: IT, HR etc.
SERVANT LEADERSHIP: Execs, Management
But in large firms, any new model hits major barriers
• leadership culture & hierarchy
• central departments & bureaucracy • top-down approach to change • digital skills & employee culture
• poor / centralised tech
• competing owners of topics
• focus on tech, not the org & people
But in large firms, any new model hits major barriers
• leadership culture & hierarchy
• central departments & bureaucracy • top-down approach to change • digital skills & employee culture
• poor / centralised tech
• competing owners of topics
• focus on tech, not the org & people
Here’s how I think youcan overcome thebiggest barriers…
… by helping create thetwo key foundations of
the adaptive enterprise…
1An OrganisationalOperating System
that embodies core services in a shared platform
2A distributed
Operating Model that enables evolutionary improvement
1A new Organisational Operating System
(why organisations should be more like software)
FrameworkFrom vertical integration to pace layering, services, APIs
Platforms and a service-oriented architecture
Platforms and a service-oriented architecture
Iterative & agile approaches beat central planning
Connected software: more value from human interaction
Amazon: great example of ‘business as a platform’
But this is not just confined to tech firms
But this is not just confined to tech firms
Platforms are the most viable alternative to hierarchy
Digital Enterprise needs a better way to coordinate work
From puppets to actors…
Platforms: the stage on which people & teams can shine
SHARED SERVICE PLATFORM
A service-oriented architecture for the organisation
Platform services as a base for app-like user experiences
Platforms enable new management methods
Platforms enable new management methods
Rules, processes, directives can be embedded in software
AI needs connected data and service platforms to work
Platforms for people and things to work together
ESNs, intranets, data and collaboration systems are a
good starting point for creating the service layers required by the platform
2A new distributedOperating Model
38
Market
V U C AVolatility: unexpected and unstable market
conditions
Uncertainty: lack of information to foresee
changes
Complexity: many interconnected parts
and variables
Ambiguity: casual relationships are
unclear or unknown
A VUCA future needs constant adaptation / evolution
How can we use our existing ESNs & intranets to
become more adaptive?
A human sensor network for distributed transformation
Sheeren mosaic 2 by Paul Wells
Existing adoption metrics alone don't tell us very much
Structure
•Decentralised •Resilient •Adaptive & Emergent •Networked •Service-oriented
Culture
•Open •Customer-centric • Innovative •Experience-led •Passion & purpose
Practice
•Agile & Iterative •Data-driven •Collaborative •Task-focused •Podular
© Postshift LLP, 2014
Target organisational capabilities, not adoption metrics
‘Quantified self’ continual improvement for the organisation
Some practical small steps for owners of internal platforms
Gather and share stories of change
Princess and the Frog by Joana Coccarelli
Recruit and animate an internal change agent network
Consider scale & intimacy: networks / communities / teams
Ask the org what new capabilities it needs at each level
Always be capturing ideas, pain points, needs & data
Write agile user stories for new organisational capabilities
Coordinate & measure change actions that target them
Do > Observe > Think: distributed, agile transformation
We need to go beyond simplecommunication use cases forinternal systems and make thecase that they should becomepart of the platform for a new
organisational operating system
thank you for listening :)
{ }Please continue the conversation with us:
• @leebryant / @postshift
• www.postshift.com
POST*SHIFT
Additional image credits and references
https://flic.kr/p/foH23g https://flic.kr/p/6ukbKf https://www.flickr.com/photos/davegray/6865783407/ https://www.flickr.com/photos/davegray/8614115016/ https://www.flickr.com/photos/mattpaish/8110496706/ https://developmentofwindows.files.wordpress.com/2014/09/windows3.jpg http://www.engadget.com/2015/10/04/daimler-self-driving-truck-test/ https://www.flickr.com/photos/peasap/655111542/sizes/l/ https://www.flickr.com/photos/81133120@N06/14911009117 https://www.flickr.com/photos/tinkerszone/3948664111/ https://www.flickr.com/photos/89850576@N08/8164065982/ https://www.flickr.com/photos/dplanet/94442623/ http://www.slideshare.net/RachelDavies/spa-conference-implications-of-conways-law https://www.flickr.com/photos/330thbg/14303493780/ https://www.flickr.com/photos/nate2009/12436753284/ https://www.flickr.com/photos/fabolous/15728923718 http://mergy.org/wp-content/uploads/wpid-IMG_20131030_082022.jpg http://intenseminimalism.com/2010/the-dot-loop-the-simplest-process-possible/ https://www.flickr.com/photos/blakespot/3029273217/ http://www.telegraph.co.uk/sponsored/china-watch/business/12006363/zhang-ruimin-haier-group.html http://www.mckinsey.com/business-functions/business-technology/our-insights/the-digital-tipping-point-mckinsey-global-survey-results http://news.nationalgeographic.com/2016/05/financial-times-meet-the-cobots-humans-robots-factories/
