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OldHabitsDieHard?5 Skills needed in 21st century and how IBM
Connections can unlock them
@little_lj/@PostshiftPost*Shift
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…
whilst our technology and business environment has evolved exponentially, our management thinking has stood still for 100 years…
management practice is based on very old assumptions
post-C20th market dynamics are very different
conventional org structures are now holding us back
no startup today would recreate corporate structures
and much of what we regard as work produces no value
mandating new behaviours within old paradigms fails
disruptive startups unbound by tradition will undercut
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
digital transformation is changing everything…‣ customer engagement ‣ products & services ‣ enterprise IT ‣ business models ‣ the nature of the firm
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 attributes
1. from habitual > to innovative
Nordstrom: entrepreneurialism through empowerment
unlocking intrapreneurial behaviours
Connections
2. from dependant teams > to autonomous teams
Haier: entrepreneurialism through empowerment
enabling networked independence
3. from apathy > to passion & purpose
GE: sourcing for passion
tapping into intrinsic motivations
4. from closed > to open
Buffer: radical transparency
building trust and belief
5. from rigid > to adaptive
Morning Star: efficiency through self-management
responsive to change
transformation vs “change”
but wait…is this another change programme?
crash diets (like change programmes) rarely sustain
‘quantified self’ continual improvement works better
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
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Bosch: becoming a highly connected companyAim
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/
thank you for listening :)
POST*SHIFT Please continue the conversation with us: •@little_lj/@postshift • [email protected] •www.postshift.com
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