Old Habits Die Hard? 5 Skills Needed in 21st Century Business and How Your ESN Unlocks Them. The way business gets done is changing. We need organisational structures that reflect reality, recognising the different ways we get things done. For these new structures to be successful, we must value different skills and capabilities than we have valued before. In this pragmatic session, you will be introduced to 5 key skills that are required for businesses operating in the digital age, learn why they are needed and the benefits they produce. You then be shown ways in which you can harness the power of enterprise social technology to enable these skills in your organisation. Full of practical real-life examples, you’ll learn tips and techniques you can take back to the office tomorrow!

1. Old Habits Die Hard?
5 Skills needed in 21st century and how IBM
Connections can unlock them
@little_lj/@Postshift
Post*Shift

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.
introductions…

3. whilst our technology and
business environment has
evolved exponentially, our
management thinking has
stood still for 100 years…

4. management practice is based on very old assumptions

5. post-C20th market dynamics are very different

6. conventional org structures are now holding us back

7. no startup today would recreate corporate structures

8. and much of what we regard as work produces no value

9. mandating new behaviours within old paradigms fails

10. disruptive startups unbound by tradition will undercut

11. in order for organisations to
develop fit-for-purpose ways
of working to survive in 21st
century, they will need to
value different skills and
capabilities

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

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

14. 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 attributes

15. 1. from habitual >
to innovative

16. Nordstrom: entrepreneurialism through empowerment

17. unlocking intrapreneurial behaviours
Connections

18. 2. from dependant teams >
to autonomous teams

19. Haier: entrepreneurialism through empowerment

20. enabling networked independence

21. 3. from apathy >
to passion & purpose

22. GE: sourcing for passion

23. tapping into intrinsic motivations

24. 4. from closed >
to open

25. Buffer: radical transparency

26. building trust and belief

27. 5. from rigid >
to adaptive

28. Morning Star: efficiency through self-management

29. responsive to change

30. transformation vs “change”

31. but wait…is this another change programme?

32. crash diets (like change programmes) rarely sustain

33. ‘quantified self’ continual improvement works better

34. SOCIAL
TECHNOLOGY
‣Social Business strategy
‣E2.0 / SocBiz platforms
‣Use cases / process surrounds
‣Adoption & awareness
social technology is part of a wider future of work
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

35. 35
Bosch: becoming a highly connected company
Aim
To create a highly connected company
How
By combining a new organisational structure, with a deep and strategic IBM Connections platform, Bosch
aim to create a highly-connected company that is agile, fast, customer-centric and data-driven. Using a three
level framework for transformation through IBM Connections (Strategic, Process & Use Case), combined with
a minimum viable hierarchy, communities of practice, agile teams and an under-pinning network that crosses
silos Bosch have begin their transformation journey.
Results
‣ Lighthouse processes have successfully improved performance (planning factory relocation has been
reduced from 13 weeks to 4 weeks, customer localisation requests have been reduced from 4 weeks to 6
days)
‣ Pilot agile teams are operating across the business
‣ The first ‘full slice’ agile organisation is planned for June 2015
Sources
Postshift: http://postshift.com/project_category/manufacturing/
Joachim Heinz, E2.0 Project Lead: http://www.joachimheinz.com/2014-e2-0-summit-paris/

36. thank you for listening :)
POST*SHIFT
Please continue the
conversation with us:
• @little_lj/@postshift
• laura-jane@postshift.com
• www.postshift.com

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