This document discusses moving from using social technologies in organizations to developing an "operating system" approach. It argues that while social tools are useful, organizations also need to change their underlying structure to be more adaptive, customer-centric, networked and data-driven. The document provides examples of agile and platform-based approaches from software that could inspire organizational transformation, focusing on distributed and iterative processes. The goal is for organizations to develop capabilities for continuous change and responsiveness like a connected "operating system".

1. Moving from Social Technology to an
Operating System for the Organisation
Stuttgart, April 2016
POST*SHIFTLee Bryant

2. POST*SHIFT
ConsultingSoftwareResearch

3. This is an exciting time for
organisational development
at the intersection between
new ways of working and
emerging technologies

4. Social tech in the workplace: necessary but not sufficient
http://www.margolis.co.uk/enterprise-social-networks-study

5. We are making (slow) progress with digital transformation

6. … but internal structure remains a barrier for large firms

7. The world is changing faster than our organisations

8. Do we even need organisations? What do they add?

9. Can we build long-lived institutions for the C21st ?

10. Why reform existing firms when we can create startups?

11. ‘Industrial Internet’ & IoT : we cannot live by apps alone

12. But as products change, so must the organisation

13. Connected products require a connected company

14. Combinatorial innovation does not come from silos

15. Agility is now the number one change goal for large orgs
Source: Jon Husband's logo for Wirearchy

16. We are learning more about how companies pursue agility

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. ‘Business-as-a-platform’ is not just confined to tech firms

19. ‘Business-as-a-platform’ is not just confined to tech firms

20. ‘Business-as-a-platform’ is not just confined to tech firms

21. Towards an organisational OS
- some lessons from software

22. FrameworkFrom vertical integration to pace layering, services, APIs

23. Platforms and a service-oriented architecture

24. Platforms and a service-oriented architecture

25. Iterative & agile approaches beat central planning

26. Crowdsourcing data interpretation and way-finding

27. Algorithmic management based on real-time data

28. Chat bots, conversational interfaces and AI

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. People and ‘things’ playing nicely together

31. How can we use existing
ESNs & social platforms to
get started on this journey?

32. Use cases: what new connected capabilities are needed?

33. Always be capturing ideas, problems, needs & data

34. Write agile user stories for your organisational features

35. Decide how to measure organisational capabilities

36. Distribute change actions to create a common backlog
Sheeren mosaic 2 by Paul Wells

37. Is it a platform feature, a shared service or an ‘app’?

38. Map the organisation as it transforms

39. Distributed agile transformation can create a responsive org

40. The ‘Power of Small Things’ in a connected world

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

42. Additional image credits and references
https://flic.kr/p/foH23g
https://www.flickr.com/photos/davegray/6865783407/
https://www.flickr.com/photos/davegray/8614115016/
http://www.nytimes.com/2014/02/21/business/satya-nadella-chief-of-microsoft-on-his-new-role.html?_r=0
https://www.flickr.com/photos/mattpaish/8110496706/
https://www.flickr.com/photos/pestoverde/8763130149/
https://developmentofwindows.files.wordpress.com/2014/09/windows3.jpg
http://www.innosight.com/innovation-resources/strategy-innovation/upload/creative-destruction-whips-through-
corporate-america_final2015.pdf
http://www.engadget.com/2015/10/04/daimler-self-driving-truck-test/
https://www.flickr.com/photos/kheelcenter/5279194177/sizes/l/
https://medium.com/swlh/how-slackbot-forced-us-to-workout-7b4741a2de73
https://www.flickr.com/photos/capitano_teo/397060137/
https://www.flickr.com/photos/peasap/655111542/sizes/l/
https://www.flickr.com/photos/81133120@N06/14911009117
https://www.flickr.com/photos/tinkerszone/3948664111/
https://www.flickr.com/photos/cambodia4kidsorg/3575872381
https://www.flickr.com/photos/decaseconds/8696247987/
https://www.flickr.com/photos/ideowl/4529488634/
https://www.flickr.com/photos/jurvetson/6219463656
http://www.slideshare.net/RachelDavies/tech-talk-implicationsconwayslaw
http://www.telegraph.co.uk/sponsored/china-watch/business/12006363/zhang-ruimin-haier-group.html
http://mergy.org/wp-content/uploads/wpid-IMG_20131030_082022.jpg
https://www.flickr.com/photos/treegrow/7469978464
https://www.gov.uk/service-manual
http://intenseminimalism.com/2010/the-dot-loop-the-simplest-process-possible/
http://gapingvoid.com/blog/2006/01/04/wirearchy-t-shirt/
https://www.flickr.com/photos/blakespot/3029273217/