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How to increase business productivity

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David Slight, Senior Director, Microsoft Services in Redmond und sein Vortrag vom Executive Circle Summit Dezember 2012 über "Rethink workforce productivity" - eine Darstellung anhand konkreter ...

David Slight, Senior Director, Microsoft Services in Redmond und sein Vortrag vom Executive Circle Summit Dezember 2012 über "Rethink workforce productivity" - eine Darstellung anhand konkreter Beispiele, wie Unternehmen heute und in Zukunft Verbesserungen im Hinblick auf Mitarbeiter, Teams und die gesamte Produktivität erzielen können.

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How to increase business productivity How to increase business productivity Presentation Transcript

  • David SlightWW DirectorEnterprise ReadinessSteigerung derGeschäftsproduktivitätsolutionIncrease Productivity?
  • Increaseindividual,team andorganizationalProductivity?Defining “productivity”My short history of the digital decadeAdoption is more than DeploymentSo we helped build competencecentresBut we need more …Mega trends and the next five yearsA short history of Change ManagementUse a strategy system alongside thehierarchyNetworks and Accelerators2
  • Productivity3Measurement of output… for given inputsTask workers follow a process so thisratio is easily defined by the processInformation Workers use information astheir inputsbut not always clear• what is the output• and how to measure the outputs
  • My History41995: My Documents1997: Gartner TCO Analyst2002: The Digital Decade2003: Rapid Economic Justification2005: Unstructured work2006: People, Process, Place2007: Personas and Scenarios2008: Social and Collaboration2010: Value Realization Framework2011: Change Management
  • Accelerate time to valueROI and payback increaseswhen you complete a 31month project in less than12 monthsHigher value Scenariosty.5Adoption ismuch morethanDeployment
  • Business and IT AlignmentBring together all therelevant parties andcoordinate using a CoEstyle structureCoordinated ChangeUse a structured ChangeManagement approach tocreate an overall changeplan and drive that planCompetencecenters
  • 12/13/2012 7But we needmorePace and complexitycontinue to increase“We can’t keep upwith the pace ofchange, let alone getahead of it”John P. Kotterin HBRMicrosoft in theEnterpriseMega trends for 2015
  • “The convergence of a number of factors,including significant improvement incapabilities, expanding workloads, ayounger more computer savvy workforce,maturing change management programs,better IT:Business alignment, improvedfocus on user experience/UI, CoIT, theimpact of social computing, shiftingservice provider models and “faster time tobenefits through the cloud” hassignificantly changed the wayorganizations should approach adoptionin the future.”““Change management” doesn’t go away in this newworld – it becomes more important in strategy andplanning, and assuming the UI/UX is well thought outand aligned with the business need, less so in rolloutand training.”“As an end-state, just as we learnedyears ago that it’s not just about“deployment”, we need to movebeyond just thinking about“adoption” – it’s all about the“business change” that results fromproductive use, which needs to bemeasured (and acted upon) as apart of “business value realization”.”
  • Results • 25 respondents• 46 commentsapplicable tohypothesis areas• Lively discussion• Top themessummarizedAdoption, Change and Value 36%Role of Change Management 28%Improving businessalignment/self-service IT20%UX/focus on individual 20%Other – observations/bestpractices16%Role of Cloud 12%Other – role of CIO 12%Impact of new capabilities 8%CoIT, mobility, social 8%IW maturity/age of workforce 8%
  • ChangeManagementKotter-Cohen,2002* Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School PressCommunicatefor Buy-inEmpowerActionCreate Short-term Wins64 5Don’t LetUpMake itStick7 8IncreaseUrgencyBuild theGuiding TeamGet theRight Vision2 31Engaging and enablingthe whole organizationCreating aclimate for changeImplementingand sustainingchange
  • 12/13/2012 11Accelerate!by John P. KotterLarge organizationsare optimized forefficiency rather thanfor strategic agilityThe solution is asecond operatingsystemhttp://hbr.org/2012/11/accelerate/
  • CloudSocialMobilitymobile appswill bedownloadedin 2012=91%of organizations expectto spend on mobiledevices in 20121/2ofcompaniesexpect to useinternal socialnetwork appsin 20122.7zettabytesin 2012>80%of new apps in2012 will be distributed/deployed on clouds32%of businessesare likely toinvest in BIand analyticsin 2012from infrastructureto applicationplatformsThe strategic focusin the cloudwill shiftin 2012In 2012, mobiledevices willoutship PCs bymore than2:1and generate morerevenue than PCsfor the first time85BILLIONSocial networkingwill follow not justpeople but alsoappliances, devicesand products34%of CIOs say technology as a service(cloud) will have the most profoundeffect on the CIO role in the future2/3of mobile appsdeveloped in 2012 will integratewith analytics offerings49%of CIOs rank BI as thetop project priority for 2012Big dataFour megatrends will dominate the next decade
  • Mobility Social Cloud► Enabling users toembrace insightnaturally► Helping your businessto move fast and first► Helping acceleratebroad adoption► Enabling colleaguesto connect and sharein real time► Helping you becomemore engaged withyour customers► Connecting people inreal time► Enabling smart,engaging experiences► Helping you embracethe right IT for yourbusiness► Enabling you to makemore of your existinginvestments► Delighting users withthe best experiencesBig data2012: Microsoft’s approachHow Microsoft can help you take advantage of the four megatrends
  • StrategyNetworksGoverned by these principles, the strategy networkcan be incredibly flexible and adaptable; theaccelerators can drive problem solving, collaboration,and creativity; and the people doing this work—thevolunteer army—will be focused, committed, andpassionate.GuidingCoalitionArchitectureDesignDeploymentSupport / RunPMOBusinessAnalysisReadinessChangeCommunicateGovernance
  • 12/13/2012 16Accelerators These are theprocesses that enablethe strategy networkto function
  • Your MicrosoftCanvass12/13/2012 17
  • © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/orother countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft mustrespond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information providedafter the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATIONContactJohn DoeSenior job title(800) 123-4567www.microsoft.com/microsoftservices© 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/orother countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft mustrespond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information providedafter the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION