The document discusses the creation of a digital team platform to help companies build agile networks and enhance digital leadership capabilities for dynamic value creation. It highlights challenges posed by the proliferation of smart products, emphasizing the need for efficient and adaptable organizations to respond effectively to smart services. The proposed solution involves reshaping portfolio management, sustaining innovation in R&D, and adopting a digital team model that prioritizes customer opportunities and cross-functional collaboration.

1. Paul.Gromball@tmg-muenchen.de1June 2016
Creating the
learning Enterprise
Discussion Paper
Winning with
Agile Networks
Building the Digital Team Platform

2. Digital Team Platform
2
For Companies who want to build agile networks,
the Digital Team Platform delivers Digital
Leadership Capabilities which enables dynamic
value creation trough the collective intelligence of
cross-boundary interactions and cooperation.

3. Situation:
The Evolution of the Digital Business creates two different Value Segments
3
Smart Products Smart ServicesCustomer
Hardware
Software/
User Interface
Networking/Data/AI
+
The emerging Digital Business Architecture
Key Factor of Success:
Efficiency
Key Factor of Success:
Adaptability
Smart Products Smart Services

4. 4
Challenge:
The “proliferation” of Smart Products reduces profits which shifts the
fundamental constraint for growth to the Smart Service “production”
Source:Kim, Chan et al: Blue Ocean Strategy, Harvard Business School, 2015
Base: 150 global companies in 30 industries
Initiatives
Revenue Impact
The Profit and growth consequences of Smart Service Bottleneck
Profit Impact
Smart Product Initiatives Smart Service Initiatives
86 % 14 %
62 % 38 %
39 % 61 %
Bottleneck

5. 5
Solution:
Companies need an efficient & adaptive Organization to meet the
challenges of Smart Products and Smart Services
3
Build an efficient & adaptive Organization
Fast changing and
inter-connected market environment
Business Sphere of Activity
Smart Products Smart ServicesCustomer1 2
Reshape
the portfolio
Sustain innovation
in R&D
Key Factor of Success:
Efficiency
Key Factor of Success:
Adaptability

6. 6
Digital Leadership Framework
Digital Leadership balances Efficiency with Adaptability
Management-
driven hierarchy
Digital Team Platform
Leadership driven network
Smart Products Smart Services
Mastering the
Slide Control
Digital Leadership
as…
Typical Digital Team areas:
• High degree of creative work
• Global business areas
• Cross-boundary work
• Large basic processes
• Areas with knowledge gaps
Efficiency & Excellence Adaptability & Innovation

7. 7
The Digital Team Activity Sphere
Customer Opportunities and cross-functional Use Cases are
the focus of Digital Team Value-Creation
A) Customers with opportunities B) Cross-functional Use Cases
Project
Management
Innovation
Management
Business
Process
Management
Topic –
specific
Networks
Expert
Networks
Information
Management
Stakeholder
Management
Management
& Reporting
Councils,
Boards,
Committees
Smart
Products
Smart
Services
Customer
Reshape
the portfolio
• sustaining Leadership
• building competitive Position
• exploring strategic Options
Sustain innovation
in R&D
• Strengthen Pipeline
• R&D 2.0 Model
• R&D Collaborations

8. The Digital Team Live Cycle
Building the Digital Team Organization in Waves
8
Customer Opportunities
& Use Cases
Building
& Operating

9. The Leadership Model of Digital Teams
Basis: Haufe Quadrant
Selecting Digital Team Initatives
OrganizationDesignSelf-Organized
Doer:
Duplication
Creator:
Innovation
Role of the employee
Social accountability
High trust Management / Staff
Clear goals and transparency
Joint consciousness
Empowered Execution
Clear routine processes
Efficient execution
Predefined workflows
Employees follow instructions
Top-down organizational structure
Controlled
Self-organization of employees
Clear instructions are missing
Unclear objectives
Exceedances of planning
Employees feel overloaded
High momentum of employees
Employees follow own agenda
Limited transparency
Limited co-decision
Functional teams with rigid project planning
Management-
driven hierarchy
Digital Teams
Leadership driven network
Strained Organization
Shadow Organization

10. 10
The Digital Team Building Blocks
The three Building Blocks for the Digital Team
Periphery
Matchmaking
Tasks
Digital Team
Job-to-be-done Global Talent Pool
Center
Scope of Initiative1
2 3
Work Graph
Talent

11. Deploying the Digital Team Platform
The Value Ecosystem
11
Job
Sub-Jobs
Workstreams
Tasks
Community
Integrator
On-boarding
Launch
Adapt
Optimize
DIGITAL TEAM
PLATFORM
Designing Primary Activities Managing Support Activities
Team of Teams

12. Primary Activities of Digital Team : Agile Networking
12
The Digital Team of Teams Structure
1) Job-to-be-done Sphere
2) Sub-Job
3)WorkStream
4)Task
Digital
Team
Lead Link
Rep Link
DIGITAL DESIGN PLATFORM
Roles

13. Support Activities for Digital Teams: Governance
13
The Digital Team of Teams Governance
Governance:
Weekly
Activation
Sessions
Doing Work
in clear
roles
Sensing
Tension
as Challenges
or opportunities
I) Empowered
Execution
to act on tensions
II) Joint Consciousness
on achieving the goals
Job-to-be-done
DIGITAL DESIGN PLATFORM
Tension drives progress
Community
Integrator

14. Community Integration is empowered by the Cloud
14
Community Integration as a Service
DIGITAL PLATFORM
Online-Learning Phase 1: Tuning-in
PLAYBOOKS
Phase 2: Primary Activities Phase 3: Support Activities
Community: Digital Team of Teams
Repository of repeatable best practices and re-usable components
Community
Integrator

15. 15
Digital Teams take Friction out of Smart Service Co-Creation
The Smart Service Network: The Platform
• High adaptability/agility for Customer Signals
• Joint Consciousness of pet owners need
• Mastering Complexity of dynamic value creation
• Network Effects are key growth driver
• Controlled Platform Access for Firm & Customer
• Knowledge/Benchmark Exchange is enabled
• Unity-of-Effort across boundaries
• Global BI synergies for local but common themes
Digitally
Engage Customers
Value Creation: Periphery Value Creation: CustomerValue Creation: Center
Enabling the
Periphery Teams
Smart Talents: Community Integrator
Phase I Phase II
Transformed Value Creation: The Platform Business Model
Digital Team Platform
VALUE UNIT
Touch Points
Enabling the
Center Team
VALUE UNIT
Services
Company Company
Patient

16. 16
The Digital Team Difference
Freeing Resources for value-creating Activities and Growth
Resources
(costs,emailtime..)
Cooperation
Structured Organization
Digital Teams
The Effect on Business Performance
Digital
Transformation
Time-Reduction
30 -50%
Speed
Fast Responses
Reduction of
non-value added expenses
25 -30%
Efficiency
Work Productivity
Additional Value-Creation
by Cooperation between “Boxes”
20 -25%
Growth
Collective Creativity
Limits of Growth: Knowledge Resources
Growth Effect
Source: Morieux, Yves: Six Simple Rules