This document outlines a four-step framework for achieving meaningful digital transformation. Step 1 involves using visualization techniques to understand complex transformation opportunities. Step 2 emphasizes the need for collaborative alignment across stakeholders through co-creation. Step 3 recommends embracing experimentation and "wrong thinking" to explore new ideas. Step 4 proposes unleashing internal storytelling to mobilize hearts and minds for transformation. The overall framework stresses the importance of human-centered approaches over just technological capabilities for successful digital change.
Reimagine your enterprise: Make Human Centered Design the Heart of Your Digit...Kenneth Kwan
Companies in every industry are trying to find new sources of value
through digital technology. But most of their efforts have not translated
into enough market impact and growth. They need something bolder
and more disruptive, but still very simple. They need reimagination.
Reimagination means putting the user at the center of everything
your company does — strategy, product development, operations,
marketing, sales, and customer service. It means using the full power
of digital media and technology to build empathy with that user, and
weaving that relationship into the fabric of your company. This practice
is known as “human centered design” (HCD): the reshaping of an entire
enterprise and its capabilities system around the customer or user
experience.
HCD represents a new way of life for business. It evokes many of the
attributes of a startup — creativity, speed, bias for action, flexibility
with risk, and radical collaboration. To achieve this entrepreneurial
vigor in your company, you may have to consciously break down long
established internal barriers. You must embrace five basic principles:
Embed human centered design in everything you do, build brand value
holistically, design for three years out (but build for today), stand up
new structures and teams, and nurture your existing digital culture.
Reimagine your enterprise: Make Human Centered Design the Heart of Your Digit...Kenneth Kwan
Companies in every industry are trying to find new sources of value
through digital technology. But most of their efforts have not translated
into enough market impact and growth. They need something bolder
and more disruptive, but still very simple. They need reimagination.
Reimagination means putting the user at the center of everything
your company does — strategy, product development, operations,
marketing, sales, and customer service. It means using the full power
of digital media and technology to build empathy with that user, and
weaving that relationship into the fabric of your company. This practice
is known as “human centered design” (HCD): the reshaping of an entire
enterprise and its capabilities system around the customer or user
experience.
HCD represents a new way of life for business. It evokes many of the
attributes of a startup — creativity, speed, bias for action, flexibility
with risk, and radical collaboration. To achieve this entrepreneurial
vigor in your company, you may have to consciously break down long
established internal barriers. You must embrace five basic principles:
Embed human centered design in everything you do, build brand value
holistically, design for three years out (but build for today), stand up
new structures and teams, and nurture your existing digital culture.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
The Conversation Company is a story about boosting your business by investing in company cutlure, people (internal & external) and social media. A Conversation Company optimizes the conversation potential of an organization.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
IBM has released its Global CEO Study of more than 1,700 Chief Executive Officers from 64 countries and 18 industries worldwide. In the next 3-5 years, social media will go from the least used customer engagement tactic to the second, surpassed only by face-to-face interaction.
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation ...Fronteer Strategy
9 Practical ways to overcome the organisational, social & psychological barriers to co-creation within your organisation by giving direction, motivating your team and leading change
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
By 2017, IBM had trained 50 000 of its employees in design thinking. Big players across all in- dustries are bringing the design mindset and design thinking tools into their ranks. They are motivated by the challenge of gaining competitive advantage and looking for sustainable models
to innovate. Creative sales pitches from marketing wizards will make design thinking sound very easy, but that is one of the many misconceptions in this field. However, starting with the right expectations and following tested implementation tips can help bring very tangible benefits to BPO organizations.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
Changing economy comes with new roads to success. Emerging business eco-systems bring co-creation and open innovation up as key competence and strategic means for competitiveness. How do you recognize multiple roadblocks to harvest benefits and orchestrate collaborative efforts to successfully master the bridge of open innovation?
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.
7 Step Guidance toward a successful Digital Transformation
( Step1) Create a sense of urgency
-- Help others feel a gut-level determination to move and win, now
( Step 2) Create a guiding coalition
-- Putting together a group with enough power to lead the change
( Step 3) Developing a change digital vision
-- Clarify how the future will be different from the past
( Step 4) Communicating the digital vision for buy-in
-- Ensuring that as many people as possible understand and accept the vision
( Step 5) Empowering-Broad Based Actions
-- Removing as many barriers as possible and unleashing people to do their best work
( Step 6) Generating short term wins
-- Creating visible, unambiguous success as soon as possible
( Step 7) Don't let up
-- In a successful major change initiative, by step 7 you will begin to see:
( Step 8) Make it stick
-- Anchoring new approaches in the culture for sustained change
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Your Digital Journey is Being Mapped by Your CustomersCapgemini
Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
The Conversation Company is a story about boosting your business by investing in company cutlure, people (internal & external) and social media. A Conversation Company optimizes the conversation potential of an organization.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
IBM has released its Global CEO Study of more than 1,700 Chief Executive Officers from 64 countries and 18 industries worldwide. In the next 3-5 years, social media will go from the least used customer engagement tactic to the second, surpassed only by face-to-face interaction.
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation ...Fronteer Strategy
9 Practical ways to overcome the organisational, social & psychological barriers to co-creation within your organisation by giving direction, motivating your team and leading change
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
By 2017, IBM had trained 50 000 of its employees in design thinking. Big players across all in- dustries are bringing the design mindset and design thinking tools into their ranks. They are motivated by the challenge of gaining competitive advantage and looking for sustainable models
to innovate. Creative sales pitches from marketing wizards will make design thinking sound very easy, but that is one of the many misconceptions in this field. However, starting with the right expectations and following tested implementation tips can help bring very tangible benefits to BPO organizations.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
Changing economy comes with new roads to success. Emerging business eco-systems bring co-creation and open innovation up as key competence and strategic means for competitiveness. How do you recognize multiple roadblocks to harvest benefits and orchestrate collaborative efforts to successfully master the bridge of open innovation?
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.
7 Step Guidance toward a successful Digital Transformation
( Step1) Create a sense of urgency
-- Help others feel a gut-level determination to move and win, now
( Step 2) Create a guiding coalition
-- Putting together a group with enough power to lead the change
( Step 3) Developing a change digital vision
-- Clarify how the future will be different from the past
( Step 4) Communicating the digital vision for buy-in
-- Ensuring that as many people as possible understand and accept the vision
( Step 5) Empowering-Broad Based Actions
-- Removing as many barriers as possible and unleashing people to do their best work
( Step 6) Generating short term wins
-- Creating visible, unambiguous success as soon as possible
( Step 7) Don't let up
-- In a successful major change initiative, by step 7 you will begin to see:
( Step 8) Make it stick
-- Anchoring new approaches in the culture for sustained change
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Your Digital Journey is Being Mapped by Your CustomersCapgemini
Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.
Summary of our social media integration research project. The full paper and detailed results are also available on my slideshare profile.
This presentation describes how you can integrate social media in your organization through 4 phases and 13 strategic projects.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Many organisations are struggling to implement and drive their digital transformations. Only about 30% of digital transformations efforts actually succeed. Mostly because going digital is a complex process with many internal and external pressures. Organisations need to understand what transformations entails, avoid the pitfalls and and carefully consider each facet of digital transformation. Only then can they turn ambition into achievement. In this playbook, we have identified the nine traits of companies that win at digital transformation. We will see what defined their success and how they achieved it. And we will discuss how we can help companies reach their digital transformations goals.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Capabilities we need now in change managementLena Ross
Titled 'The High 5 of Change Mastery' this presentation is a guide for change leaders and practitioners to future-pace their capabilities with these skills for change mastery. These emerging capabilities will help us optimise our relevance and effectiveness in a disruptive business environment.
Similar to Live the transformation you want to be_final v (20)
1. Live
the
transformation
you
want
to
be
Why
the
key
to
successful
digital
transformation
lies
not
in
capabilities,
but
in
mobilising
the
hearts
and
minds
of
those
involved.
Ask
any
CEO,
CTO
or
CMO
about
how
they
intend
to
deliver
the
digital
transformation
of
their
business
and
they
will
more
than
likely
reel
off
a
list
of
technologically
led
capabilities
from
their
roadmap.
Too
few
of
them
will
talk
about
the
human
value
or
meaning
they
seek
to
create
within
their
organisation.
It
is
this
fundamental
misunderstanding
of
digital
transformation,
which
prevents
organisations
and
their
employees
from
realizing
the
true
transformative
value
of
digital.
This
paper
proposes
a
new
four-‐step
framework
for
business
leaders
seeking
to
deliver
meaningful
and
enduring
digital
transformation,
the
basis
of
which
is
the
need
for
creating
an
on-‐going
dialogue
within
the
organization
driven
by
internal
storytelling.
Figure
1:
Four-‐step
framework
for
leaders
to
help
embrace
new
ways
of
‘thinking’
and
‘doing’:
Step
1:
seeing
through
complexity
Step
2:
collaboratively
aligning
for
success
Step
3:
embracing
a
culture
of
“wrong
thinking”
Step
4:
unleashing
your
internal
storytelling
2. Step
1:
Seeing
through
complexity
Today
one
of
the
key
constants
is
change.
New,
disruptive
digital
trends
emerge
daily
to
disrupt
consumers’
behavior
and
the
way
businesses
operate.
Understanding
how
to
successfully
capitalize
on
this
is
increasingly
key
to
survival
and
ultimately,
success.
It
is
no
wonder
then,
that
R&D
spending
by
the
Global
Innovation
1,000
companies
reached
$638bn
in
2013,
the
highest
level
ever
recorded.
However,
despite
such
levels
of
investment,
new
research
from
Capgemini/MIT
suggests
that
two
thirds
of
global
enterprise
companies
are
failing
to
evolve
digitally.
This
is
because
the
instinct
of
many
is
to
create
new
tech
capabilities
and
features,
which
ultimately
only
serves
to
magnify
complexity
and
paralyze
organisations
from
advancing.
The
less
obvious
but
more
effective
route
to
digital
transformation
is
through
an
organisation’s
people.
Empowering
people
to
transform
the
business
should
start
with
adopting
‘visualization’
to
bring
to
life
abstract
concepts.
This
builds
common
and
coherent
ways
of
seeing
the
world
you
are
trying
to
transform
and
avoids
any
over
reliance
on
words
alone,
which
–
with
their
multiple
interpretations
–
can
quickly
create
false
assumptions.
At
SapientNitro
we
embrace
visualization
from
the
moment
we
map
out
the
ecosystem
of
touchpoints
in
the
world
our
clients
want
to
transform
(see
figure
2).
Step
2:
Collaboratively
aligning
for
success
Whilst
visualization
helps
to
reduce
complexity,
it
is
just
the
start
of
a
much
greater
challenge
for
any
digital
transformation
project:
alignment.
Figure
3:
Visualsing
touchpoints
(ecosystem
maps)
Figure
2:
Increased
annual
R&D
spend
3. Often
evolving
in
an
additive
manner,
department-‐by-‐department,
product-‐by-‐product,
the
siloed
nature
of
most
businesses
can
be
an
insurmountable
barrier
to
digital
transformation,
which
requires
multi-‐disciplinary
teams
to
work
together.
As
such,
transformation
leaders
need
to
find
systemic
ways
to
engage
and
align
diverse
sets
of
stakeholders.
Collaboration
is
in
SapientNitro’s
DNA
and
shapes
our
unique
approach
to
the
‘discovery’
phase
of
any
transformation
project.
Fostering
co-‐creation
upfront
enables
us
to
understand
and
align
around
what
is
important.
Far
from
relying
solely
on
analytical
research,
we
engage
stakeholders
in
a
heavy
cocktail
of
observations
and
insights
that
are
expertly
mixed
in
facilitated
environments.
Leveraging
non-‐traditional
creative
techniques,
we
help
our
clients
collectively
shape
where
they
want
to
play
and
how
they
can
win.
A
key
step
for
any
transformation
project
is
to
define
its
vision.
SapinetNitro
does
this
with
a
technique
that
aligns
disparate
sets
of
stakeholders
through
slowly
building
up
the
values
of
their
vision
one
post-‐it
note
at
a
time,
before
organizing
and
prioritizing
into
meaningful
themes.
We
call
this
the
‘newspaper
headline
exercise’
and
its
simplicity
enables
stakeholders
to
use
tangible
outcomes
to
assemble
the
vision.
Step
3:
Embrace
a
culture
of
“wrong
thinking”
A
key
challenge
of
transformation
is
that
it
inevitably
deals
with
the
future,
and
the
future
is
desperately
hard
to
fathom.
It
is
hard
to
understand
what
customer
needs
will
be
and
therefore
what
requirements
and
capabilities
your
transformation
should
deliver.
The
path
to
discovery
is,
and
should
be,
full
of
mistakes
and
false
leads.
Some
of
the
most
transformative
moments
are
born
out
of
‘wrong
thinking’
–
the
kind
of
original
ideas
that
only
Figure
4:
Co-‐creating
visions
(making
physical
talismans
of
the
future)
Figure
5:
Embracing
lots
of
ideas
(divergent
thinking)
4. come
to
life
when
we
dare
to
be
different,
keep
an
open
mind
and
have
no
fear
of
failure.
You
can’t
do
things
that
are
radically
different
if
you
are
afraid
of
making
mistakes
or
follow
convention
wisdom.
Market
research
and
analytical
thinking
are
useful
tools
but
only
inventiveness
and
abductive
thinking
can
help
organisations
leap
into
the
future.
Nothing
is
more
prized
at
SapientNitro
than
the
willingness
and
ability
to
generate
new
ideas,
take
chances
and
fail
fast
in
the
pursuit
of
transformative
innovations.
Our
co-‐
creation
workshops
build
on
the
principle,
“the
best
way
to
get
a
good
idea
is
to
have
lots
of
ideas”
and
use
forced
association,
‘what
if?’
statements,
with
other
non-‐
traditional
creative
techniques
to
achieve
just
that.
Once
myriad
ideas
are
generated,
participants
self
select
and
prioritize
the
best.
The
second
principle
our
transformation
process
is
built
upon
is
“a
culture
of
making”.
Whether
it
is
developing
conceptual
ideas
or
testing
solutions,
our
process
puts
‘making’
at
its
heart.
It
is
only
through
prototyping
and
experimentation
that
we
can
begin
to
understand
the
future,
which
customer
needs
we
can
solve,
what
solution
requirements
are
needed
and
which
associated
capabilities
will
be
required.
Anything
else
is
just
guessing.
Step
4:
Unleashing
your
internal
storytelling
The
quality
of
collaboration
within
a
team
is
key
but
so
is
a
team’s
interaction
with
the
rest
of
the
organisation;
especially
key
stakeholders
such
as
board
members,
budget
controllers
and
staff
on
the
front
line,
who
are
the
most
likely
to
feel
the
effects
of
any
transformation.
As
such,
the
communication
coming
from
the
team
is
just
as
important
as
the
communication
within
it.
Figure
7:
Using
video
as
a
cultural
prototype
to
inspire
employees
Figure
6:
learning
through
doing
(prototyping)
5.
Bringing
brands
to
life
through
storytelling
is
at
the
heart
of
what
SapientNitro
does.
Leaders
must
learn
to
embrace
‘cultural
prototypes’
to
communicate
their
vision
and
plan
for
transformation
to
the
whole
organisation,
and
thereby
win
the
hearts
and
minds
of
employees.
SapientNitro
has
a
dedicated
process
deigned
to
achieving
just
this.
Our
ThirtySix
process
involving
creative
workshops
for
stakeholder
groups
generates
video
content
of
the
vision,
along
with
posters,
PowerPoint
presentations
and
seminars,
which
can
be
used
to
involve
and
inspire
the
whole
organisation.
Conclusion
Ultimately,
the
most
successful
organisations
are
able
to
combine
both
an
authentic
and
a
human
approach
to
their
digital
transformation.
Their
‘purpose’
and
an
open
and
collaborative
corporate
culture,
combine
to
inspire
the
whole
organisation
to
create
meaningful
value
for
customers.
Peter
Drucker
once
said
“your
first
job
as
a
leader
is
to
take
charge
of
your
own
energy
and
then
help
orchestrate
the
energy
of
those
around
you”.
The
four-‐step
framework
can
help
guide
leaders
to
do
just
that
by
empowering
all
employees
to
embrace
and
live
the
transformational
change
desired.
Figure
8:
Using
infographic
posters
to
communicate
change