Defining the Operating Model for the Digital Enterprise
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The document discusses the need for organizations to adapt to rapid changes in technology and market conditions through new operating models and organizational structures, like platform-based frameworks. It emphasizes the importance of agility, decentralization, and a focus on human-centric interactions to enable effective collaboration and transformation. Additionally, it identifies barriers to change and suggests practical steps for fostering a more adaptive enterprise environment.
Defining the Operating Model for the Digital Enterprise
- 1. Defining the Operating Model for the Digital Enterprise IOM Summit, Köln, September 2016 Lee Bryant POST*SHIFT
- 3. 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
- 4. Social tech in the workplace: necessary but not sufficient http://www.margolis.co.uk/enterprise-social-networks-study
- 5. Progress happening, but internal structure still a blocker
- 6. The world is changing faster than our organisations
- 7. Connected products require a connected company
- 8. As products change, so must the organisation
- 9. Agility is now the number one change goal for large orgs Source: Jon Husband's logo for Wirearchy
- 10. We have some great new theories and models of the organisation…
- 11. 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
- 12. Tribes & Guilds Model (e.g. Spotify) TRIBE SQUADGUILD CHAPTER
- 13. 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
- 14. 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
- 15. 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
- 16. Here’s how I think you can overcome the biggest barriers…
- 17. … by helping create the two key foundations of the adaptive enterprise…
- 18. 1An Organisational Operating System that embodies core services in a shared platform 2A distributed Operating Model that enables evolutionary improvement
- 19. 1A new Organisational Operating System
- 20. (why organisations should be more like software)
- 21. FrameworkFrom vertical integration to pace layering, services, APIs
- 22. Platforms and a service-oriented architecture
- 23. Platforms and a service-oriented architecture
- 24. Iterative & agile approaches beat central planning
- 25. Connected software: more value from human interaction
- 26. Amazon: great example of ‘business as a platform’
- 27. But this is not just confined to tech firms
- 28. But this is not just confined to tech firms
- 29. Platforms are the most viable alternative to hierarchy
- 30. Digital Enterprise needs a better way to coordinate work
- 31. From puppets to actors…
- 32. Platforms: the stage on which people & teams can shine
- 33. SHARED SERVICE PLATFORM A service-oriented architecture for the organisation
- 34. Platform services as a base for app-like user experiences
- 35. Platforms enable new management methods
- 36. Platforms enable new management methods
- 37. Rules, processes, directives can be embedded in software
- 38. AI needs connected data and service platforms to work
- 39. Platforms for people and things to work together
- 40. ESNs, intranets, data and collaboration systems are a good starting point for creating the service layers required by the platform
- 41. 2A new distributed Operating Model
- 42. 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
- 43. How can we use our existing ESNs & intranets to become more adaptive?
- 44. A human sensor network for distributed transformation Sheeren mosaic 2 by Paul Wells
- 45. Existing adoption metrics alone don't tell us very much
- 46. 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
- 47. ‘Quantified self’ continual improvement for the organisation
- 48. Some practical small steps for owners of internal platforms
- 49. Gather and share stories of change Princess and the Frog by Joana Coccarelli
- 50. Recruit and animate an internal change agent network
- 51. Consider scale & intimacy: networks / communities / teams
- 52. Ask the org what new capabilities it needs at each level
- 53. Always be capturing ideas, pain points, needs & data
- 54. Write agile user stories for new organisational capabilities
- 55. Coordinate & measure change actions that target them
- 56. Do > Observe > Think: distributed, agile transformation
- 57. We need to go beyond simple communication use cases for internal systems and make the case that they should become part of the platform for a new organisational operating system
- 58. thank you for listening :) { }Please continue the conversation with us: • @leebryant / @postshift • [email protected] • www.postshift.com POST*SHIFT
- 59. 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/