Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
CDR - Claudio Dematté Research
Empowering organisations to embed the
human side of Digital Transformation
Gianluigi Castel...
Some experiences of ICT Transformation
2
1997 – 2001
• Consolidation of ICT units
• Creation of a dedicated ICT team insid...
Transformation or Revolution?
3
 Companies and their economic value are more and more influenced by digital factors
 The...
x106 !!!
Moore’s Law
The number of transistors in a dense integrated
circuit has doubled approximately every 2 years.
Kurz...
We need a platform for change(*)
 Capital & assets -> Ideas & information
 Internal assets -> Leverage somebody’s else a...
And our people???
6
The caged communication
Organisation
Hierarchy
8
Bi-modal
Start-up
Old / Maintenance
New constituency
Start-up
Bi-modal vs. Convergent organisation models
Convergent
Esigenze e requisiti
A story
iTeam – think tank
Collaborate with centers of excellence
The company
social network
Imagine ...
10
Upcoming SlideShare
Loading in …5
×

Embed the human side of digital transformation - Castelli

HR...Let's Make it Digital! - Balance & Partners Event

  • Be the first to comment

  • Be the first to like this

Embed the human side of digital transformation - Castelli

  1. 1. CDR - Claudio Dematté Research Empowering organisations to embed the human side of Digital Transformation Gianluigi Castelli Director SDA Bocconi DEVO Lab gianluigi.castelli@sdabocconi.it www.sdabocconi.it 26.11.2015
  2. 2. Some experiences of ICT Transformation 2 1997 – 2001 • Consolidation of ICT units • Creation of a dedicated ICT team inside Fiat Auto • Creation and spinoff of ICT service companies 2001– 2006 • From system driven to process driven • Consolidation of IT & Network units • Creation of IT unit at Group level (Governance & Delivery) 2006– 2015 • Consolidation of 8 ICT units into one (2006-2009) • ICT Transformation program (2010-2013) • Eni Digital Enterprise Program (2013-…)
  3. 3. Transformation or Revolution? 3  Companies and their economic value are more and more influenced by digital factors  There is a substantial difference of speed of adoption by consumer and companies  Innovation is driven mainly by the consumer market  Companies have not fully understood the impact of digital technologies yet  The impact on organisations is potentially huge  Some organisation roles have to be deeply revised  There is a lack of competencies (e.g. data science, but not only) Est ce qu’il s'agit d'une émeute? Louis XVI, roi de France, 1789 Non, Sire, c'est une révolution! François Alexandre Frédéric de La Rochefoucauld-Liancourt
  4. 4. x106 !!! Moore’s Law The number of transistors in a dense integrated circuit has doubled approximately every 2 years. Kurzweil’s Law of Accelerating Returns (LOAR) Moore’s Law extends beyond microprocessors and applies to any IT field. Speed of change is increasing
  5. 5. We need a platform for change(*)  Capital & assets -> Ideas & information  Internal assets -> Leverage somebody’s else assets  Traditional power (size, people, assets) -> Information based power  Hierarchy and structured organisation -> Tribes and social knowledge  Incremental growth -> Breakthrough change (quarter driven)  Linear speed -> 2n speed  Internal knowledge -> Crowd-everything  Organisation, processes, procedures -> Disciplined disorder (*) Inspired by: Platform for change, Stafford Beer, 1975
  6. 6. And our people??? 6
  7. 7. The caged communication Organisation Hierarchy
  8. 8. 8 Bi-modal Start-up Old / Maintenance New constituency Start-up Bi-modal vs. Convergent organisation models Convergent
  9. 9. Esigenze e requisiti A story iTeam – think tank Collaborate with centers of excellence The company social network Imagine the future Experiment
  10. 10. 10

×