growing & grafting new organisational tissue: hr’s role in change

Growing & Grafting New Organisational Tissue:HR’s Role in Change HR Tech Europe,London, March 2015

@LeeBryant

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.

POST*SHIFT

introductions…

HR and digital transformation

digital transformation is changing everything…

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

can existing firms change, and what role should HR play?

Global Human Capital Trends 2015Leading in the new world of work

HR priority areas = key elements of digital transformation

Global Human Capital Trends 2015Leading in the new world of work

HR priority areas = key elements of digital transformation

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

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 capabilities

but it also makes possible new organisational structures

but it also makes possible new organisational structures

and HR should play a leading role in their development

first: how do we change change?

how do people respond to classic top-down initiatives?

crash diets (like change programmes) rarely sustain

‘quantified self’ continual improvement works better

idea: quantify organisational health, not the individual

how do we define and measure new organisational capabilities ?

Wider Market

analyse market dynamics to identify required capabilities

ecosystem

organisation

Marketcomposition

Customerbehaviour

Technology

Products

‣ Cambrian explosion of startups ‣ Software is eating the world ‣ Emergence of high scale markets ‣ Speed to scale is crucial

‣ Platforms and ecosystems ‣ Experience versus features ‣ Collaborative consumption ‣ Everything as a service

‣ Empowered customers ‣ Trust is the new brand ‣ Mass-customisation ‣ The attention economy

‣ Faster diffusion of innovation ‣ Ubiquitous collaboration ‣ Connectivity in everything ‣ Designing for hackability

define target capabilities in clear and testable terms

“As a sales organisation we needto offer an integrated experience(not front-ends to a set ofseparate silos working apart)to grow key account value”

then define relevant organisational health indicators

use internal social data to track ‘real-time’ progress

but use human sensor networks to determine progress

HR’s mission: help create people-powered transformation

grafting new organisational tissue where no capabilities exist

example: creating liminal spaces at the edge of the org

Internal Realm

LiminalSpaces

Ecosystem

Internal Teams

External teams

new models: ‣ IoT, connected devices,

data and platforms ‣ everything as a service ‣ customer co-creation

and open innovation ‣ startup incubation and

ecosystem development

startups, M&A and growing new teams outside the org

but beware the perils of integration and tissue rejection

making change routine

we need to manage and measure digital transformation

there is no perfect ‘target operating model’ end-point

agile transformation is about small changes & iteration

manage by ‘sense & respond’ not ‘predict & control’

small-scale org changes should be on the weekly agenda

how to manage & measure digital transformation actions

conclusions

HR should champion human-centric approaches to org. transformation1

HR should champion human-centric approaches to org. transformation1

2 Targeting new capabilities is the best way to manage digital transformation

HR should champion human-centric approaches to org. transformation1

2 Targeting new capabilities is the best way to manage digital transformation

3 Measure organisational capabilities not just individual performance

HR should champion human-centric approaches to org. transformation1

2 Targeting new capabilities is the best way to manage digital transformation

3 Measure organisational capabilities not just individual performance

4 Social data + human sensor network give us real-time evidence of change

CONTACT US info@postshift.com

FIND US Our blog: www.postshift.com/blog

SlideShare: http://www.slideshare.net/PostshiftTwitter: @Postshift

POST*SHIFT

https://www.flickr.com/photos/tsevis/14793153807 https://www.flickr.com/photos/jayneandd/4450623309 https://www.flickr.com/photos/16210667@N02/15721466273 http://i.imgur.com/m5LMGCp.jpg https://www.flickr.com/photos/vandalog/9445960751/ http://ht.ly/x0ohj http://www.flickr.com/photos/nicholas_t/3602389004 https://www.flickr.com/photos/eldomo/4250659210 https://www.apple.com/watch/health-and-fitness/ https://www.flickr.com/photos/alandd/4637759763 https://www.flickr.com/photos/wwarby/3016549999/ https://www.flickr.com/photos/nate2009/12436753284/ https://www.flickr.com/photos/decaseconds/8696247987/ https://www.flickr.com/photos/jdhancock/9544541664 https://www.flickr.com/photos/justinbaeder/5317820857 https://www.flickr.com/photos/pedromourapinheiro/2701817961 https://www.flickr.com/photos/laimagendelmundo/1148930404 https://www.flickr.com/photos/cambodia4kidsorg/3575872381 https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersinhttp://gapingvoid.com/2006/01/04/wirearchy-t-shirt/

image credits