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Creating A Connected Organization for the 21st Century: The Future of Work on the Edges



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The future of work is here. We need 21st century leaders to build connected organizations on the edges. This deck summarizes my model on how to implement strategy through people (aka change management).

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Creating A Connected Organization for the 21st Century: The Future of Work on the Edges

  1. Creating A Connected Organization for the 21st Century Ayelet Baron, Chief Instigator /
  2. I. Setting the Stage h"p://  
  3. IMAGINE  … JUST IMAGINE Imagine  that  everyone  in  your  organiza9on   could  see  into  the  future     Imagine  that  you  had  the  ability  to  paint  the   future  in  dis9nct  colors     Imagine  that  those  colors  would  be  the     colors  of  your  organiza4on’s  future  state   and  you  would  exceed  your  goals     Imagine  that  everyone  across  the  company   had  the  same  vision  and  translated  it  to   their  day-­‐to-­‐day  job:     h"p://  
  4. What is Innovation? h"p://  
  5. 5  55 Knowing how to reinvent your business may keep you in business h"p://  
  6. Test and Learn: Developing A Culture Of Experimentation
  7. h"p://  
  8. “Looking  outside  your  own  industry  for  inspira9on  is  as  useful  as  it’s  ever  been,  but  you  need   people  who  can  think  laterally  enough  to  apply  an  unfamiliar  idea  to  their  own  situa9on.”   The Importance of Fresh Perspectives: The Art of Listening GeJng  pa9ents  from  surgery  to  ICU  in  Great  Ormond  Street  Hospital  Learning  from   Formula  One  Sped  Up  and  Reduced  Mistakes  by  50%   From  my  connected  network  Source:  @neilperkin  
  9. Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him. −Former U.S. General and President Dwight D. Eisenhower What will disrupt your business? © 2013 Simplifying Work. Ayelet Baron h"p://  
  10. Industry Lines Are Blurring: What Business Are You In? Do You Know? Source:  h"p://­‐center/features/expanding-­‐areas-­‐of-­‐compe99on/60-­‐test-­‐feature-­‐g  
  11. Welcome to the 21st Century h"p://  
  12. 20th Century World SCARCITY 21st Century World ABUNDANCE h"p://  
  13. 20th Century World SCARCITY Processed Innovation with A Pinch of Best Practices 21st Century World ABUNDANCE Experimentation, Failure, Disruption, Innovation h"p://  
  14. 20th Century World SCARCITY Taking Market Share From Competitors 21st Century World ABUNDANCE Creating New Markets h"p://  
  15. 20th Century World SCARCITY Command and Control 21st Century World ABUNDANCE Trusted Relationships h"p://  
  16. 20th Century World SCARCITY Top Down Organization 21st Century World ABUNDANCE Connected and Networked Organization h"p://  
  17. 20th Century World SCARCITY Managers Managing Adults 21st Century World ABUNDANCE Conscious Leaders Lead with Purpose and Authenticity h"p://  
  18. 20th Century World SCARCITY Organization Centric 21st Century World ABUNDANCE People Centric h"p://  
  19. 20th Century World SCARCITY Silo and Function Based Work 21st Century World ABUNDANCE Project-Based Work h"p://  
  20. 20th Century World SCARCITY Managing Headcount 21st Century World ABUNDANCE Tapping into Talent Intelligence (Internal + External) h"p://  
  21. 20th Century World SCARCITY One-way Communication: Know Your Audience 21st Century World ABUNDANCE Two-way Communication: Connect with Your Community h"p://  
  22. 20th Century World SCARCITY Change Management Programs 21st Century World ABUNDANCE Integrated Strategy, Execution and Agility in the Cultural DNA h"p://  
  23. 20th Century World SCARCITY Numbing Ourselves with Busy and Activities 21st Century World ABUNDANCE Focusing on Value and Impact h"p://  
  24. 20th Century World SCARCITY Managing the Bell Curve and Mainstreaming 21st Century World ABUNDANCE Working in the Edges h"p://  
  25. 20th Century World SCARCITY Work-Life Balance Myth 21st Century World ABUNDANCE Life-Work. h"p://  
  26. II. Constant Change is Here h"p://  
  27. h"p://  
  28. Understanding Change Change happens every time our expectations are disrupted Is it a major or minor change for her? What is the level of disruption in her expectations? h"p://  
  29. How we change h"p://  
  30. Leadership? Sponsorship is Misunderstood Change is Hard When Words Don’t Match Actions Which way should I go? I am not confident in where she is going so I’ll just stay here and wait. h"p://  
  31. Cultural DNA is Key Source:  Cute  “Mini  Lion”  Ki"en  By  Ben  Torode   Organizations that embed practices, technologies and values in their DNA are more agile, flexible and achieve results. There is no way I can do that. That’s not how we roll here h"p://  
  32. 20th Century Skill Sets Don’t Always Work in the 21st Century I read the email but I have no idea what they want me to do If I just keep blowing bubbles, will anyone notice? h"p://  
  33. I am just going through the motions. They won’t notice. Resistance is Alive and Well I have no idea where we are headed so I am just going to keep doing what I know. We’ve tried this before. It won’t work here.
  34. So How Do People Change Behavior? 60-­‐70%   Leadership  “Say/Do”   Peer-­‐to-­‐Peer   10%   Media/Channels   Tradi9onal  Communica9on   20-­‐30%   Messages  sent  via   Systems/Processes   h"p://  
  35. Building A Communication Plan Engagement Worksheet Leadership Systems and Processes Formal Media 60-70% 20-30% 10% h"p://  
  36. How We (Humans) Change Behavior Most people don’t know how to translate the changes to their job, role or project h"p://  
  37. The Only Constant is Change: We Need Resilience Not More Ambassador Programs Key Needs •  Clear urgency of future state •  shared vision and execution •  Time to think, create, fail and innovate •  Leadership support and engagement •  Skills development •  Embedded DNA •  Collaboration and dialogue h"p://  
  38. III. Building A Connected Networked Organization h"p://  
  39. h"p://   “A  large  organisa9on  is  almost  nothing  but  a   massive  knot  of  pre-­‐exis9ng  rela9onships.”   Ma;  Edgar   h"p://­‐dont-­‐big-­‐companies-­‐innovate-­‐more/answer/Ma"-­‐Edgar?srid=pJZn&share=1   Sticky Organisations Source:  @neilperkin  
  40. “When  people  join  groups  where  change  seems  possible,  the  poten9al  for  that   change  to  occur  becomes  more  real.”   You Are Who You Choose to Spend Time With Source:  @neilperkin  
  41. h"p://   Source:  @neilperkin  
  42. Who Do You Trust? Who Trusts You? Blue  Morpho  Bu"erfly  And  A  Three-­‐Year-­‐Old  Girl   h"p://  
  43. What Fosters Trust? Cheetah  Cub  And  Her  Mother,  Kenya   By  Marco  Urso   h"p://  
  44. Coley  Chris9ne  Catalano   Becoming A Connected Organization Open Relationships Dialogue Mindset Flow + Employees + Customers + Partners + Vendors + Community Embedded DNA h"p://  
  45. Who is in Your Connected Network? h"p://  
  46. h"ps://   We Need More Leaders in the Edges Go out to your edges. Explore the possibilities. Because you will find more opportunity in the edges, where you will be able to imagine, invent and thrive. -Ayelet Baron h"p://  
  47. Let’s Talk Speaker Facilitator Innovator Disruptor Ayelet Baron Book a workshop or speech on how to build a 21st century organization today: @ayeletb on Twitter h"p://