Digital transformation requires better organisational structures

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For established firms to successfully undertake digital transformation requires action to address the limitations of their internal structures and business culture. This talk outlines why this matters and how they can being to achieve meaningful change towards becoming a more agile, connected company.

Text of Digital transformation requires better organisational structures

  • Digital transformation requires better organisational structures POST*SHIFT @leebryant / lee@postshift.com / #SBF14 / Milan
  • rst: why do rms exist?
  • rst: why do rms exist?
  • bureaucracy is no longer a defensible position
  • platforms, ecosystems, relationships are the new power
  • culture of work is changing, productivity now quantum
  • we are making progress with digital transformation
  • but internal structure remains a barrier for large rms
  • who cares about old rms; were all startups now, right?
  • the next wave is all about software + hardware + data
  • 10 combinatorial innovation demands real org change
  • 10 combinatorial innovation demands real org change
  • social technology enables new ways of working but it is only an enabler
  • which comes rst: new tech or new ways of working?
  • Social on the outside, Taylorist on the inside wont work
  • Social on the outside, Taylorist on the inside wont work
  • we need to recognise the reality of how work gets done
  • we need to recognise the reality of how work gets done
  • we need to recognise the reality of how work gets done
  • hierarchy is only one dimension of organisational structure
  • we have many new models that emphasise autonomy Dual organisation Holacracy Connected company New ad hoc models and combinations Cell design
  • we have many new models that emphasise autonomy Dual organisation Holacracy Connected company New ad hoc models and combinations Cell designCell design
  • evolution not revolution: old and new forms can co-exist
  • 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 of a social business
  • it has never been easier to grow your own organisational structure and practice
  • but where to begin?
  • nd and support islands of good networked practice
  • then identify areas of the biz that need agility / networks
  • Services GOV.UK performance Transactions Explorer Performance ALPHA GOV.UK overview Departments and policy GOV.UK performance Departments and policy Web traffic Departments and policy content had 1.46 million visitors last week, a decrease of 2% from the week before Weekly unique visitors Unique visitors per week to departments and policy and create protected spaces for new ways of working
  • also: give leaders condence that this works for them
  • rst step: a strategic framework for social business *-term / level Short- Medium- Long- Macro Connect the org better Collaborative change Generate market pull Introduce agile teams New org models Outside-in biz models Meso Create social surround for key processes Enhance and review major processes Move to real-time data-driven operations Micro Identify use cases Find change enablers New ways of working Introduce agile teams Networked operations autonomous working
  • SOCIAL TECHNOLOGY ORGANISATION DESIGN FUTURE OF WORK Social Business strategy E2.0 / SocBiz platforms Use cases / process surrounds Adoption & awareness Agile / podular teams Networks and communities Open / data-driven working Customer / market pull New roles and tasking Network-centric leadership Business model innovation New business structures then go from tech to org reform & the new world of work
  • thank you for listening :)
  • thank you for listening :) { }Please continue the conversation with us: @leebryant / @postshift lee@postshift.com www.postshift.com POST*SHIFT
  • Image credits and references http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-worlds-coolest-duck/njmlc4n/ http://www.ickr.com/photos/tinkerszone/3948664111 http://i.imgur.com/Qr3xx.jpg http://www.ickr.com/photos/the-wanderers-eye/4494147652/ http://www.ickr.com/photos/kheelcenter/5279194177/ http://www.ickr.com/photos/featheredtar/2305070061/ http://www.ickr.com/photos/nicholas_t/3602389004 https://www.ickr.com/photos/christianhaugen/3527748298/ http://image-store.slidesharecdn.com/a606a81e-9bd4-11e3-8016-22000a9aa8cc-large.png https://www.ickr.com/photos/sneakerdog/315377551/ https://www.ickr.com/photos/ideowl/4529488634/ https://www.ickr.com/photos/jurvetson/6219463656/ http://www.kotterinternational.com https://www.ickr.com/photos/davegray ! Dual Organisation: http://hbr.org/2012/11/accelerate/ar/1 Holacracy: http://holacracy.org/how-it-works & http://integralleadershipreview.com/5328-feature-article- organization-at-the-leading-edge-introducing-holacracy-evolving-organization/ Connected Company: http://connectedco.com/about/ Organise for complexity: http://www.betacodex.org/node/1316 ! http://www.mckinsey.com/insights/business_technology/The_digital_tipping_point_McKinsey_Global_Survey_results? cid=DigitalEdge-eml-alt-mip-mck-oth-1406

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