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Moving from Social Technology towards an Operating System for the Organisation


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Talk to the Stuttgart Social Forum at the Bosch R&D Campus in Renningen, April 2016

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Moving from Social Technology towards an Operating System for the Organisation

  1. 1. Moving from Social Technology to an
 Operating System for the Organisation Stuttgart, April 2016 POST*SHIFTLee Bryant
  2. 2. POST*SHIFT ConsultingSoftwareResearch
  3. 3. This is an exciting time for organisational development at the intersection between new ways of working and emerging technologies
  4. 4. Social tech in the workplace: necessary but not sufficient
  5. 5. We are making (slow) progress with digital transformation
  6. 6. … but internal structure remains a barrier for large firms
  7. 7. The world is changing faster than our organisations
  8. 8. Do we even need organisations? What do they add?
  9. 9. Can we build long-lived institutions for the C21st ?
  10. 10. Why reform existing firms when we can create startups?
  11. 11. ‘Industrial Internet’ & IoT : we cannot live by apps alone
  12. 12. But as products change, so must the organisation
  13. 13. Connected products require a connected company
  14. 14. Combinatorial innovation does not come from silos
  15. 15. Agility is now the number one change goal for large orgs Source: Jon Husband's logo for Wirearchy
  16. 16. We are learning more about how companies pursue agility
  17. 17. Typical attributes of an agile company { } Example characteristics of a social / connected company: 1. customer-centric culture
 and an outside-in configuration 2. small teams, agile working and a responsive structure 3. focus on tasks to be done, not fixed positions / roles 4. networked, data-driven,
 with intelligence at the edges 5. constant re-focusing
 to meet changing markets Hot iron! by Tinkerbrad
  18. 18. ‘Business-as-a-platform’ is not just confined to tech firms
  19. 19. ‘Business-as-a-platform’ is not just confined to tech firms
  20. 20. ‘Business-as-a-platform’ is not just confined to tech firms
  21. 21. Towards an organisational OS
 - some lessons from software
  22. 22. FrameworkFrom vertical integration to pace layering, services, APIs
  23. 23. Platforms and a service-oriented architecture
  24. 24. Platforms and a service-oriented architecture
  25. 25. Iterative & agile approaches beat central planning
  26. 26. Crowdsourcing data interpretation and way-finding
  27. 27. Algorithmic management based on real-time data
  28. 28. Chat bots, conversational interfaces and AI
  29. 29. "the best chess player on the planet today is not a computer. Nor is it a human. The best chess player is a team of humans using computers." Augmented human intelligence vs. artificial intelligence
  30. 30. People and ‘things’ playing nicely together
  31. 31. How can we use existing ESNs & social platforms to get started on this journey?
  32. 32. Use cases: what new connected capabilities are needed?
  33. 33. Always be capturing ideas, problems, needs & data
  34. 34. Write agile user stories for your organisational features
  35. 35. Decide how to measure organisational capabilities
  36. 36. Distribute change actions to create a common backlog Sheeren mosaic 2 by Paul Wells
  37. 37. Is it a platform feature, a shared service or an ‘app’?
  38. 38. Map the organisation as it transforms
  39. 39. Distributed agile transformation can create a responsive org
  40. 40. The ‘Power of Small Things’ in a connected world
  41. 41. thank you for listening :) { }Please continue the conversation with us: • @leebryant / @postshift • • POST*SHIFT
  42. 42. Additional image credits and references corporate-america_final2015.pdf