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Fit for Uncertainty

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There is a gap between what we want our organizations to become and what we put into them to get there. We are redesigning our organizations to fit the 21st century only to fuel them with 20th century data once they get there.

Published in: Business

Fit for Uncertainty

  1. 1. ILLUSTRATION BY PILAR COPETE ON FLICKR.COM SOLVING CUSTOMER PROBLEMS FIT FOR UNCERTAINTYTuesday 24th October 2017 PHOTO BY H HEYERLEIN ON UNSPLASH
  2. 2. INPUTVARIABLESWHAT KIND OF DATA, EXPERIENCE, INFORMATION DO WE PUT INTO OUR ORGANIZATIONS TO MAKE THEM TICK PHOTO BY SEBASTIEN GABRIEL ON UNSPLASH
  3. 3. THERE IS A GAP BETWEEN WHAT WE WANT OUR ORGANIZATIONS TO BECOME AND WHAT WE PUT INTO THEM TO GETTHERE
  4. 4. DATA - INSIGHT - STRATEGY - CREATIVE PHOTO BY SHARON PITTAWAY ON UNSPLASH
  5. 5. WE ARE REDESIGNING OUR ORGANIZATIONS TO FITTHE 21ST CENTURY.WE ARE CONFIGURING THEM FOR LEARNING, FLEXIBILITYAND ADAPTABILITY. WHAT FUELS THE 21ST CENTURY ORGANIZATION?
  6. 6. Basically that you build for flexibility but everything you do ends up becoming a slightly different version from the first thing that you did «HYPER-RATIONALIZATION» - Joshua Prince-Ramus -
  7. 7. Software + HardwareGovernance, Management,Teams,Talent, Coordination, Strategy, Decisions etc.Data, Experience, Information, Insight
  8. 8. FREEDOM OF CHOICE: THE FUTURE IS ONLY COMPLICATED IF YOU FAILTO SEE IT FROM WHAT IS DRIVING THE CHANGE CHOICE:NO REAL CHOICE: CHOICE:NO REAL CHOICE: THE PRODUCT IS JUSTATEMPORARY OUTPUT THERE IS NO SUSTAINABLE ADVANTAGE STUCK ON THEIR CORE BUSINESS MODELS WHEN THE CORE TECHNOLOGY BECOMES STRETCHABLE - GARY HAMEL - - RITA MCGRATH - - CLAYTON CHRISTENSEN -
  9. 9. «[organizations] get fixed on measuring their solution, not the job they’re being hired to help solve..» - Des Traynor, Co-Founder, Chief Strategy Officer,VP of Marketing, Intercom - - https://blog.intercom.com/your-product-is-already-obsolete/ PHOTO BY JONATHAN SIMCOE ON UNSPLASH ITALL BEGINS WITH THE HERE
  10. 10. THE RESPONSIBILITY OF BUSINESS ORGANIZATIONS 29/365 - 2017 OUTCOMEPEOPLE
  11. 11. .OUTCOME .EFFICIENCY .RATIO - Clayton Christensen - PHOTO BY DANIEL LEONE ON UNSPLASH
  12. 12. Over time organizations seem to forget their understanding of the market, their CVP. They become prone to unconsciously hold a very limited view of their future. Seeing the world from a technology, market or product perspective creates a very narrow frame of reference where new wealth opportunities are easily overlooked. ORGANIZATIONS DON’T DIE — THEY SUFFOCATE CORE TECHNOLOGY - CORE BUSINESS MODEL Competition offering the same CVP is conciously let in as they are using different core technology or core business model Creating a market by understanding the customer’s progress, struggle and circumstance (customer value proposition) The original technology and processes end up becoming a commodity or infrastructure PHOTO BY MARTIN SATTLER ON UNSPLASH
  13. 13. ALMOST EVERY ORGANIZATION IS DESIGNED TO CRASH INTO A WALL: McKinsey-ism:
  14. 14. Demand patterns change Based on articles and talks by Shoshana Zuboff, and Gary Hamel EARLY CONSUMERS PROPRIETARY CAPITALISM MASS CONSUMERS MANAGERIAL CAPITALISM NEW SOCIETY OF INDIVIDUALS DISTRIBUTED CAPITALISM ZONE OF INNOVATION 1890 2005 1915 2020 2050 ZONE OF INNOVATION MIGRATION PATH MIGRATION PATH ZONE OF MUTATION ZONE OF MUTATION ELECTRICITY INTERNET MOBILE BIG DATA IOT CLOUD + + COMBUSTION ENGINE Zero marginal cost “Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing organizations can’t meet.” - Shoshana Zuboff MACHINE LEARNING VR / AR / NR
  15. 15. http://www.180360720.no/?p=5227 We are living in the age of mass individualization. No two people get the same Google search result, see the same products on amazon.com, have the same Facebook feed or iTunes catalogue. Every smartphone is unique two minutes after its first boot.  We are living in an age where the new mega industries have all become personal services industries and the old incumbents are still struggling to put out a mass product at almost no margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).
  16. 16. What’s the difference? Innovations improve the framework in which enterprises produce and deliver goods and services. Mutations create new frameworks. - Shoshana Zuboff, Creating value in the age of ditributed capitalism
  17. 17. «TO GET THE BEST POSSIBLE OUTCOME FROM WHAT WE PUT IN» Farmers get up every morning because they have a job to solve: MUTATION
  18. 18. link
  19. 19. PHOTO BY SHARON PITTAWAY ON UNSPLASH DESIGN THINKING 3.0 Why are we using the terminology Design thinking 3.0? Well, we could be using just Design Thinking, but we want to underscore that this is a further developed version of DT. Both in the sense that we are going to do the test integrated in the services and communication we are already offering.And we are getting results and responding in real-time.This is not design thinking as a slow cumbersome process. But design thinking engineered to fit inside the fast paced every day operations of the industry and its markets. “JUST MAKE SOMETHING AND KEEP FIXING IT”- BURT RUTAN PROBE-SENSE-RESPOND- DAVE SNOWDEN “KERNELL”- ROBIN CHASE AVOIDING THE HAWTHORNE EFFECT- EPLEKAKE
  20. 20. FROM #FAIL-SAFE TO EXPERIMENTS GATHER INPUTVARIABLES
  21. 21. IOT + External Data + Space Img. We don’t know what this data will do to organizations Computer Vision + Machine Learning Sensors Processing power (Doubles every 12 months) Data Volume (Doubles every 18 months) Systemix Compexity Big Data allows evidence- based decision-making SOURCE: DIGITAL GROWTH. SOURCE: DIRK HELBING SOURCE: PLANET.COM Most of our future data won’t be our own - IBM Watson planet.com SOFTWARE:
  22. 22. «The measure of a successful organization is its ability to let its stakeholders and talents liberate it.» - Helge Tennø -
  23. 23. A responsive organization is only as good as what it is responding to Thank you Helge Tennø @congbo https://medium.com/everything-new-is-dangerous

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