The document discusses the need for organizational restructuring to facilitate digital transformation, emphasizing that traditional bureaucracies are inadequate. It highlights new models such as holacracy and dual organization which promote autonomy and adaptability. The text advocates for a strategic framework that includes agile teams and networked operations to foster a more collaborative and data-driven work environment.

1. Digital transformation requires
better organisational structures
POST*SHIFT
@leebryant / lee@postshift.com / #SBF14 / Milan

2. first: why do firms exist?

3. first: why do firms exist?

4. bureaucracy is no longer a defensible position

5. platforms, ecosystems, relationships are the new power

6. culture of work is changing, productivity now ‘quantum’

7. we are making progress with digital transformation

8. but internal structure remains a barrier for large firms

9. who cares about old firms; we’re all startups now, right?

10. the next wave is all about software + hardware + data

11. 10
combinatorial innovation demands real org change

12. 10
combinatorial innovation demands real org change

13. social technology enables
new ways of working …
but it is only an enabler

14. which comes first: new tech or new ways of working?

15. Social on the outside, Taylorist on the inside won’t work

16. Social on the outside, Taylorist on the inside won’t work

17. we need to recognise the reality of how work gets done

18. we need to recognise the reality of how work gets done

19. we need to recognise the reality of how work gets done

20. hierarchy is only one dimension of organisational structure

21. we have many new models that emphasise autonomy
Dual organisation Holacracy
Connected
company
New ad hoc
models and
combinations
Cell design

22. we have many new models that emphasise autonomy
Dual organisation Holacracy
Connected
company
New ad hoc
models and
combinations
Cell designCell design

23. evolution not revolution: old and new forms can co-exist

24. 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
© Postshift LLP, 2014
target organisational capabilities of a social business

25. it has never been easier to
grow your own organisational
structure and practice

26. but where to begin?

27. find and support islands of good networked practice

28. then identify areas of the biz that need agility / networks

29. Services GOV.UK performance Transactions Explorer
Performance ALPHA
GOV.UK overview Departments and policy
GOV.UK performance
Departments and policy
Web traffic
Departments and policy content had 1.46
million visitors last week, a decrease of 2%
from the week before
Weekly unique visitors
Unique visitors per week to departments and policy
and create protected spaces for new ways of working

30. also: give leaders confidence that this works for them

31. first step: a strategic framework for social business
*-term
/ level
Short- Medium- Long-
Macro
Connect the org better
Collaborative change
Generate market pull
Introduce agile teams
New org models
Outside-in biz models
Meso
Create social surround
for key processes
Enhance and review
major processes
Move to real-time
data-driven operations
Micro
Identify use cases
Find change enablers
New ways of working
Introduce agile teams
Networked operations
autonomous working

32. SOCIAL
TECHNOLOGY
ORGANISATION
DESIGN
FUTURE
OF WORK
‣ Social Business strategy
‣ E2.0 / SocBiz platforms
‣ Use cases / process surrounds
‣ Adoption & awareness
‣ Agile / podular teams
‣ Networks and communities
‣ Open / data-driven working
‣ Customer / market pull
‣ New roles and tasking
‣ Network-centric leadership
‣ Business model innovation
‣ New business structures
then go from tech to org reform & the new world of work

33. thank you for listening :)

34. thank you for listening :)
{ }Please continue the
conversation with us:
• @leebryant / @postshift
• lee@postshift.com
• www.postshift.com
POST*SHIFT

35. Image credits and references
http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-worlds-coolest-duck/njmlc4n/
http://www.flickr.com/photos/tinkerszone/3948664111
http://i.imgur.com/Qr3xx.jpg
http://www.flickr.com/photos/the-wanderers-eye/4494147652/
http://www.flickr.com/photos/kheelcenter/5279194177/
http://www.flickr.com/photos/featheredtar/2305070061/
http://www.flickr.com/photos/nicholas_t/3602389004
https://www.flickr.com/photos/christianhaugen/3527748298/
http://image-store.slidesharecdn.com/a606a81e-9bd4-11e3-8016-22000a9aa8cc-large.png
https://www.flickr.com/photos/sneakerdog/315377551/
https://www.flickr.com/photos/ideowl/4529488634/
https://www.flickr.com/photos/jurvetson/6219463656/
http://www.kotterinternational.com
https://www.flickr.com/photos/davegray
!
Dual Organisation: http://hbr.org/2012/11/accelerate/ar/1
Holacracy: http://holacracy.org/how-it-works & http://integralleadershipreview.com/5328-feature-article-
organization-at-the-leading-edge-introducing-holacracy-evolving-organization/
Connected Company: http://connectedco.com/about/
Organise for complexity: http://www.betacodex.org/node/1316
!
http://www.mckinsey.com/insights/business_technology/The_digital_tipping_point_McKinsey_Global_Survey_results?
cid=DigitalEdge-eml-alt-mip-mck-oth-1406