No single vendor can own the future of work

•

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All evidence suggests that people crave more autonomy and a sense of purpose at work, and that more of each is good for both business performance and employee motivation. The rise of social platforms over the last decade has given us a glimpse of the possibilities: There is something unexpectedly organic about ecosystems of people and wires. They produce an unforeseen level of connectedness that is both lateral and empowering. But in most large organisations, the lack of a coherent ‘Future Of Work’ tech strategy thwarts any real progress. You cannot decentralise accountability and expect front-line employees to make good decisions if you do not provide them with rich data insights. And you cannot support agile, intuitive ways of working if enterprise systems reinforce brittle processes and traditional, centralised planning. Practically, how do you do this? We’ll share insights from the trenches of building an new type of digital workplace hub, one fit for the future of work.

No Single
Vendor Owns
the Future of Work
@CerysHearsey / @Postshift

A bit about me
Head of Consulting
@PostShift
My job: make complex
thoughts into simple projects

(Unsurprisingly) The future of work changes everything…
‣ customer engagement
‣ products & services
‣ enterprise IT
‣ business models
‣the nature of the ﬁrm

SOCIAL
TECHNOLOGY
‣Social Business strategy

‣E2.0 / SocBiz platforms

‣Use cases / process surrounds

‣Adoption & awareness
social tech as the entry point
ORG
DESIGN
‣Agile / podular teams

‣Networks and communities

‣Open / data-driven working

‣Customer / market pull
SOCIAL
TECHNOLOGY
FUTURE
OF WORK
‣New roles and tasking

‣Network-centric leadership

‣Business model innovation

‣New business structures
ORG
DESIGN
SOCIAL
TECHNOLOGY

Structure
• Decentralised
• Resilient
• Adaptive &
Emergent
• Networked
• Service-
oriented
Culture
• Open
• Customer-
centric
• Innovative
• Experience-led
• Purposeful
Practice
• Agile & Iterative
• Data-driven
• Collaborative
• Task-focused
• Podular
Digital needs new organisational attributes
Leadership
• Curious
• Situational
• Inclusive
• Serving
• Connected

Most large orgs lack a future of work tech strategy

Problem 2: poor user experience when crossing tools

some of our workforce
expects faster-paced
change…
how can we cope with that?

speeds
Synchronous
• Chat
• Real-!me collabora!on
• Co-ordina!on
Semi-synchronous
• Messaging
• Social Networks
• Project collabora!on
Asynchronous
• Storage
• Search
• Documenta!on
• Long-term collabora!on

scale/intimacy
Macro: cruising and surveying networks
• Exper!se loca!on
• Topic-based ﬁltering
• Search & ﬁnd
Meso: personal networks & loose !es
• Signals & sharing
• Status updates
• Messaging
• Recommenda!ons
Micro: ﬁnding people and working together
• Collabora!on
• Co-working
• Private messaging & chat
• Real-!me presence

Use cases using the right tool for the right job

but this still doesn’t go far
enough in creating an
ecosystem for the
future of work

Double click to edit...
28
As a leader, I need to share industry informa!on and
ideas with a wide network, so that I can help people
understand the market and our compe!tors be"er.
As a HR specialist, I need to support the crea!on of agile
teams with appropriate policies and governance, so that
the organisa!on can have the ﬂexibility to innovate and
grow.
As an employee, I need access to a full skills and
capabili!es catalogue, so that I can iden!fy informal
learning opportuni!es.
example capabilities

four approaches to deﬁning
target organisational
capabilities

the future of work requires a holistic view
Core
Systems
Master
Data
S’ware
Services/
Processes
Skills/
People
Products Capabilities

Double click to edit...
37
the shadow org: your future ﬁrm

Questions?
http://postshift.com/
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No single vendor can own the future of work

1. No Single Vendor Owns the Future of Work @CerysHearsey / @Postshift

3. *Shift: a journey

4. A bit about me Head of Consulting @PostShift My job: make complex thoughts into simple projects

5. (Unsurprisingly) The future of work changes everything… ‣ customer engagement ‣ products & services ‣ enterprise IT ‣ business models ‣the nature of the ﬁrm

6. SOCIAL TECHNOLOGY ‣Social Business strategy ‣E2.0 / SocBiz platforms ‣Use cases / process surrounds ‣Adoption & awareness social tech as the entry point ORG DESIGN ‣Agile / podular teams ‣Networks and communities ‣Open / data-driven working ‣Customer / market pull SOCIAL TECHNOLOGY FUTURE OF WORK ‣New roles and tasking ‣Network-centric leadership ‣Business model innovation ‣New business structures ORG DESIGN SOCIAL TECHNOLOGY

8. Structure • Decentralised • Resilient • Adaptive & Emergent • Networked • Service- oriented Culture • Open • Customer- centric • Innovative • Experience-led • Purposeful Practice • Agile & Iterative • Data-driven • Collaborative • Task-focused • Podular Digital needs new organisational attributes Leadership • Curious • Situational • Inclusive • Serving • Connected

9. http://postshift.com/ diagnostic

10. Double click to edit... 10

11. Most large orgs lack a future of work tech strategy

12. Orgs are simplifying (or trying)

13. Its almost like we re-wound to 2005…

14. Problem 1: what tool to use when?

15. Problem 2: poor user experience when crossing tools

16. some of our workforce expects faster-paced change… how can we cope with that?

17. speeds Synchronous • Chat • Real-!me collabora!on • Co-ordina!on Semi-synchronous • Messaging • Social Networks • Project collabora!on Asynchronous • Storage • Search • Documenta!on • Long-term collabora!on

18. scale/intimacy Macro: cruising and surveying networks • Exper!se loca!on • Topic-based filtering • Search & find Meso: personal networks & loose !es • Signals & sharing • Status updates • Messaging • Recommenda!ons Micro: finding people and working together • Collabora!on • Co-working • Private messaging & chat • Real-!me presence

19. Building a layered ecosystem

20. Layer 1: the Hub

21. Layer 2: enterprise-level solutions

22. Layer 3: team point solutions

23. Layer 4: individual productivity tools

24. Layering up

25.

26. Use cases using the right tool for the right job

27. but this still doesn’t go far enough in creating an ecosystem for the future of work

28. Double click to edit... 28 As a leader, I need to share industry informa!on and ideas with a wide network, so that I can help people understand the market and our compe!tors be"er. As a HR specialist, I need to support the crea!on of agile teams with appropriate policies and governance, so that the organisa!on can have the ﬂexibility to innovate and grow. As an employee, I need access to a full skills and capabili!es catalogue, so that I can iden!fy informal learning opportuni!es. example capabilities

29. four approaches to deﬁning target organisational capabilities

30. 30

31. Double click to edit... 31

32. Double click to edit... 32

33. Double click to edit... 33

34. mapping capabilities

35. the future of work requires a holistic view Core Systems Master Data S’ware Services/ Processes Skills/ People Products Capabilities

36. a ﬁnal thought

37. Double click to edit... 37 the shadow org: your future ﬁrm

38. Questions? http://postshift.com/ diagnostic

No single vendor can own the future of work

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No single vendor can own the future of work