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.

Towards the Quantified Organisation

3,738 views

Published on

Keynote talk from the E2.0 Summit in Paris, February 2015, laying out our thinking on how to create capability-driven goals and measures for Digital Transformation, such that change can become a gradual, everyday activity owned by managers and teams at all levels of the organisation

Published in: Business
  • -- DOWNLOAD THIS BOOKS INTO AVAILABLE FORMAT -- ......................................................................................................................... ......................................................................................................................... Download FULL PDF EBOOK here { http://bit.ly/2m6jJ5M } ......................................................................................................................... (Unlimited)
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Towards the Quantified Organisation

  1. 1. Towards the Quantified Organisation? E2.0 Summit, Paris, February 2015 @LeeBryant
  2. 2. Our core team has pioneered the use of social technology inside large firms since 2002, and we now work with corporate clients to assist in developing new forms of organisational structure and practice to help create agile, responsive and adaptable 21st Century firms. POST*SHIFT
  3. 3. the state of E2.0 today? photo by @DionHinchclife
  4. 4. #SocB iz the state of E2.0 today?
  5. 5. #SocB iz #DigitalTransformation the state of E2.0 today?
  6. 6. labels don’t matter: this is where the magic happens
  7. 7. “Communications tools don't get socially interesting until they get technologically boring.” Clay Shirky
  8. 8. after the shift: what is beyond the ESN adoption plateau?
  9. 9. digital transformation: becoming a C21st business
  10. 10. social tech -> new org forms -> new ways of working
  11. 11. Wider Market changing market dynamics demand new capabilities ecosystem organisation Market composition Customer behaviour Technology Products ‣ Cambrian explosion of startups ‣ Software is eating the world ‣ Rapid emergence of high scale markets ‣ Speed to scale is crucial ‣ Platforms and ecosystems ‣ Experience versus features ‣ Collaborative consumption ‣ Everything as a service ‣ Empowered customers ‣ Trust is the new brand ‣ Mass-customisation ‣ The attention economy ‣ Faster diffusion of innovation ‣ Ubiquitous collaboration ‣ Connectivity in everything ‣ Designing for hackability
  12. 12. how do we define and develop these new capabilities?
  13. 13. Structure • Decentralised • Resilient • Adaptive & Emergent • Networked • Service-oriented Culture • Open • Customer-centric • Innovative • Experience-led • Passion & purpose Practice • Agile & Iterative • Data-driven • Collaborative • Task-focused • Podular how do we define and develop these new capabilities? “As a sales organisation we need to offer an integrated experience (not front-ends to a set of separate silos working apart) to grow key account value”
  14. 14. these dynamics also offer new ways to create value Internal 
 Realm Liminal
 Spaces Ecosystem Internal Teams External teams new models: ‣ IoT, connected devices, data and platforms ‣ everything as a service ‣ customer co-creation and open innovation ‣ startup incubation and ecosystem development
  15. 15. what capabilities do we need to operate new biz models?
  16. 16. Structure • Decentralised • Resilient • Adaptive & Emergent • Networked • Service-oriented Culture • Open • Customer-centric • Innovative • Experience-led • Passion & purpose Practice • Agile & Iterative • Data-driven • Collaborative • Task-focused • Podular what capabilities do we need to operate new biz models? “As a hardware maker we need to offer in-product software upgrades (which extend the life of the product and add new functionality) to be more competitive”
  17. 17. In short: what kind of org do we need to be tomorrow?
  18. 18. social / digital can help grow new structures & capabilities
  19. 19. and they can help reduce hierarchical bureaucracy
  20. 20. but how can we measure transformation progress?
  21. 21. our current thinking on a capability-driven model
  22. 22. Is this another change programme? (no!)
  23. 23. crash diets (like change programmes) rarely sustain
  24. 24. ‘quantified self’ continual improvement works better
  25. 25. human sensor networks and the quantified organisation
  26. 26. transformation is about small changes, loosely joined
  27. 27. there is no perfect ‘target operating model’ end-point
  28. 28. this needs ‘sense & respond’ not ‘predict & control’
  29. 29. Laloux: organisations have an ‘evolutionary purpose’
  30. 30. let’s get transformation actions onto the weekly agenda
  31. 31. yes, it is true that we are still dancing with dinosaurs
  32. 32. yes, it is true that we are still dancing with dinosaurs
  33. 33. but firms want to be more agile and able to change
  34. 34. we need to find relevant organisational health measures
  35. 35. and guide our tech and change actions towards them
  36. 36. and guide our tech and change actions towards them Recommended actions for digital transformation: ‣ tailored to different domains of the business: strategic, process & use case levels ‣ closely aligned to existing business strategy priorities ‣ oriented towards creating identified future capabilities ‣ organised in sprints and iterative mini-projects
  37. 37. transition strategies are important to make progress
  38. 38. transition strategies are important to make progress Some basic advice: ‣ develop and support your coalition of change agents ‣ start with fixed org. chart points and build new agile structures around them ‣ create protected spaces for new networked structures ‣ devise workarounds for planning, evaluation, procurement, HR and other fixed processes
  39. 39. maybe will see the emergence of quantified org apps?
  40. 40. in summary
  41. 41. in summary An outline for capability-driven digital transformation: 1. Understand how changing market dynamics impact the biz 2. What organisational capabilities do these require? 3. Express capabilities as ‘agile user stories’ for the org 4. Define what success looks like and find relevant measures 5. Give each manager, each team oversight of their structure 6. Separate ‘what’ and ‘how’ in targets - let teams decide ‘how’ 7. Align E2.0 and change efforts to develop these capabilities 8. Involve everyone in organisational self-awareness / change 9. Develop your guiding coalition and align on purpose 10. Do -> observe -> think; sense and respond; rinse and repeat
  42. 42. thank you
  43. 43. CONTACT US info@postshift.com FIND US Our blog: www.postshift.com/blog SlideShare: http://www.slideshare.net/Postshift Twitter: @Postshift POST*SHIFT
  44. 44. https://www.flickr.com/photos/certified_su/229016531 https://www.flickr.com/photos/tsevis/14793153807 https://www.flickr.com/photos/mikecogh/7348035690 https://www.flickr.com/photos/jayneandd/4450623309 https://www.flickr.com/photos/16210667@N02/15721466273 http://i.imgur.com/m5LMGCp.jpg https://www.flickr.com/photos/vandalog/9445960751/ https://twitter.com/dhinchcliffe/status/562887580044525569 http://ht.ly/x0ohj http://www.flickr.com/photos/nicholas_t/3602389004 https://www.flickr.com/photos/kellypietphotography/6922281830 https://www.flickr.com/photos/eldomo/4250659210 https://www.apple.com/watch/health-and-fitness/ https://www.flickr.com/photos/alandd/4637759763 https://www.flickr.com/photos/linden_tea/7031006869/ http://gapingvoid.com/2006/09/11/the-dinosaur-cartoon-high-res-version/ https://www.flickr.com/photos/timothywildey/4954681763/ https://www.flickr.com/photos/wwarby/3016549999/ https://www.flickr.com/photos/nate2009/12436753284/ https://www.flickr.com/photos/decaseconds/8696247987/ https://www.flickr.com/photos/woolamaloo_gazette/13275645235 
 
 image credits

×