The document discusses HR's pivotal role in facilitating digital transformation within organizations and highlights the need for new organizational capabilities and structures to adapt to modern challenges. It emphasizes the importance of human-centric approaches and measuring organizational health over individual performance to drive change effectively. The text outlines various strategies for integrating new models and practices, such as collaborative consumption and customer co-creation, into traditional business frameworks.

1. Growing & Grafting New
Organisational Tissue:
HR’s Role in Change
HR Tech Europe,
London, March 2015
@LeeBryant

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
introductions…

3. HR and digital transformation

4. digital transformation is changing everything…

5. digital transformation is changing everything…
‣ customer engagement
‣ products & services
‣ enterprise IT
‣ business models
‣the nature of the firm

6. can existing firms change, and what role should HR play?

7. Global Human Capital Trends 2015
Leading in the new world of work
HR priority areas = key elements of digital transformation

8. Global Human Capital Trends 2015
Leading in the new world of work
HR priority areas = key elements of digital transformation

9. social tools help, but cannot change the org on their own

10. 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
digital transformation needs new organisational capabilities

11. but it also makes possible new organisational structures

12. but it also makes possible new organisational structures

13. and HR should play a leading role in their development

14. first: how do we change change?

15. how do people respond to classic top-down initiatives?

16. crash diets (like change programmes) rarely sustain

17. ‘quantified self’ continual improvement works better

18. idea: quantify organisational health, not the individual

19. how do we define and measure
new organisational capabilities ?

20. Wider Market
analyse market dynamics to identify required capabilities
ecosystem
organisation
Market
composition
Customer
behaviour
Technology
Products
‣ Cambrian explosion of startups
‣ Software is eating the world
‣ 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

21. define target capabilities in clear and testable terms
“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”

22. then define relevant organisational health indicators

23. use internal social data to track ‘real-time’ progress

24. but use human sensor networks to determine progress

25. HR’s mission: help create people-powered transformation

26. grafting new organisational tissue
where no capabilities exist

27. example: creating liminal spaces at the edge of the org
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

28. startups, M&A and growing new teams outside the org

29. but beware the perils of integration and tissue rejection

30. making change routine

31. we need to manage and measure digital transformation

32. there is no perfect ‘target operating model’ end-point

33. agile transformation is about small changes & iteration

34. manage by ‘sense & respond’ not ‘predict & control’

35. small-scale org changes should be on the weekly agenda

36. how to manage & measure digital transformation actions

37. conclusions

38. HR should champion human-centric
approaches to org. transformation1

39. HR should champion human-centric
approaches to org. transformation1
2Targeting new capabilities is the best
way to manage digital transformation

40. HR should champion human-centric
approaches to org. transformation1
2Targeting new capabilities is the best
way to manage digital transformation
3Measure organisational capabilities
not just individual performance

41. HR should champion human-centric
approaches to org. transformation1
2Targeting new capabilities is the best
way to manage digital transformation
3Measure organisational capabilities
not just individual performance
4Social data + human sensor network
give us real-time evidence of change

42. CONTACT US
info@postshift.com
FIND US
Our blog: www.postshift.com/blog
SlideShare: http://www.slideshare.net/Postshift
Twitter: @Postshift
POST*SHIFT

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