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Old habits die hard

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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!

Published in: Technology
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Old habits die hard

  1. 1. Old Habits Die Hard? 5 Skills needed in 21st century and how IBM Connections can unlock them @little_lj/@Postshift Post*Shift
  2. 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. 3. whilst our technology and business environment has evolved exponentially, our management thinking has stood still for 100 years…
  4. 4. management practice is based on very old assumptions
  5. 5. post-C20th market dynamics are very different
  6. 6. conventional org structures are now holding us back
  7. 7. no startup today would recreate corporate structures
  8. 8. and much of what we regard as work produces no value
  9. 9. mandating new behaviours within old paradigms fails
  10. 10. disruptive startups unbound by tradition will undercut
  11. 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. 12. digital transformation is changing everything… ‣ customer engagement ‣ products & services ‣ enterprise IT ‣ business models ‣the nature of the firm
  13. 13. social tools help, but cannot change the org on their own
  14. 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. 15. 1. from habitual > to innovative
  16. 16. Nordstrom: entrepreneurialism through empowerment
  17. 17. unlocking intrapreneurial behaviours Connections
  18. 18. 2. from dependant teams > to autonomous teams
  19. 19. Haier: entrepreneurialism through empowerment
  20. 20. enabling networked independence
  21. 21. 3. from apathy > to passion & purpose
  22. 22. GE: sourcing for passion
  23. 23. tapping into intrinsic motivations
  24. 24. 4. from closed > to open
  25. 25. Buffer: radical transparency
  26. 26. building trust and belief
  27. 27. 5. from rigid > to adaptive
  28. 28. Morning Star: efficiency through self-management
  29. 29. responsive to change
  30. 30. transformation vs “change”
  31. 31. but wait…is this another change programme?
  32. 32. crash diets (like change programmes) rarely sustain
  33. 33. ‘quantified self’ continual improvement works better
  34. 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. 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. 36. thank you for listening :) POST*SHIFT Please continue the conversation with us: • @little_lj/@postshift • laura-jane@postshift.com • www.postshift.com
  37. 37. PLATINUM & CHAMPAGNE SPONSORS GOLD SPONSORS SILVER SPONSORS BRONZE SPONSORS

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