defining the operating model for the digital enterprise
TRANSCRIPT
Defining the Operating Modelfor the Digital Enterprise IOM Summit, Köln, September 2016
Lee Bryant POST*SHIFT
SOCIAL TECHNOLOGY
‣Social Business strategy‣E2.0 / SocBiz platforms‣Use cases / process surrounds‣Adoption & awareness
Social technology is an enabler for the 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
Social tech in the workplace: necessary but not sufficient
http://www.margolis.co.uk/enterprise-social-networks-study
Agility is now the number one change goal for large orgs
Source: Jon Husband's logo for Wirearchy
Circle-based structures (e.g. Medium)
SUB-CIRCLE:Dedicated to a function
SUPER-CIRCLE: Responsible for the overall purpose
ROLE: A task related to a function
Autonomous Business Units model (e.g. Haier)
CUSTOMERS
VALUE CREATING FUNCTIONS: Marketing, R&D, Manufacturing etc.
SHARED SERVICES PLATFORM: IT, HR etc.
SERVANT LEADERSHIP: Execs, Management
But in large firms, any new model hits major barriers
• leadership culture & hierarchy
• central departments & bureaucracy • top-down approach to change • digital skills & employee culture
• poor / centralised tech
• competing owners of topics
• focus on tech, not the org & people
But in large firms, any new model hits major barriers
• leadership culture & hierarchy
• central departments & bureaucracy • top-down approach to change • digital skills & employee culture
• poor / centralised tech
• competing owners of topics
• focus on tech, not the org & people
1An OrganisationalOperating System
that embodies core services in a shared platform
2A distributed
Operating Model that enables evolutionary improvement
ESNs, intranets, data and collaboration systems are a
good starting point for creating the service layers required by the platform
38
Market
V U C AVolatility: unexpected and unstable market
conditions
Uncertainty: lack of information to foresee
changes
Complexity: many interconnected parts
and variables
Ambiguity: casual relationships are
unclear or unknown
A VUCA future needs constant adaptation / evolution
A human sensor network for distributed transformation
Sheeren mosaic 2 by Paul Wells
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
© Postshift LLP, 2014
Target organisational capabilities, not adoption metrics
Gather and share stories of change
Princess and the Frog by Joana Coccarelli
We need to go beyond simplecommunication use cases forinternal systems and make thecase that they should becomepart of the platform for a new
organisational operating system
thank you for listening :)
{ }Please continue the conversation with us:
• @leebryant / @postshift
• www.postshift.com
POST*SHIFT
Additional image credits and references
https://flic.kr/p/foH23g https://flic.kr/p/6ukbKf https://www.flickr.com/photos/davegray/6865783407/ https://www.flickr.com/photos/davegray/8614115016/ https://www.flickr.com/photos/mattpaish/8110496706/ https://developmentofwindows.files.wordpress.com/2014/09/windows3.jpg http://www.engadget.com/2015/10/04/daimler-self-driving-truck-test/ https://www.flickr.com/photos/peasap/655111542/sizes/l/ https://www.flickr.com/photos/81133120@N06/14911009117 https://www.flickr.com/photos/tinkerszone/3948664111/ https://www.flickr.com/photos/89850576@N08/8164065982/ https://www.flickr.com/photos/dplanet/94442623/ http://www.slideshare.net/RachelDavies/spa-conference-implications-of-conways-law https://www.flickr.com/photos/330thbg/14303493780/ https://www.flickr.com/photos/nate2009/12436753284/ https://www.flickr.com/photos/fabolous/15728923718 http://mergy.org/wp-content/uploads/wpid-IMG_20131030_082022.jpg http://intenseminimalism.com/2010/the-dot-loop-the-simplest-process-possible/ https://www.flickr.com/photos/blakespot/3029273217/ http://www.telegraph.co.uk/sponsored/china-watch/business/12006363/zhang-ruimin-haier-group.html http://www.mckinsey.com/business-functions/business-technology/our-insights/the-digital-tipping-point-mckinsey-global-survey-results http://news.nationalgeographic.com/2016/05/financial-times-meet-the-cobots-humans-robots-factories/