Bringing the dots together for enabling change in a world of complexity
Download as PPTX, PDF0 likes483 views
The document discusses the transformation of business in response to complexity and digitalization, highlighting the shift from traditional hierarchical structures to more agile and adaptive models. It emphasizes the importance of collaboration, understanding purpose, and the integration of technology in modern workplaces. The author suggests that organizations must embrace change and focus on innovative strategies to navigate future challenges effectively.
Bringing the dots together for enabling change in a world of complexity
- 1. Bringing the Dots Together For Enabling Change in a World of Complexity @DT & @BloorResearch on Twitter | | 26 August 2020 David Terrar | Founder & CXO - Agile Elephant | Sales & Marketing Director – Bloor Research
- 2. Bringing the Dots Together For Enabling Change in a World of Complexity @DT & @BloorResearch on Twitter | | 26 August 2020 David Terrar | Founder & CXO - Agile Elephant | Sales & Marketing Director – Bloor Research
- 3. 20th Century We live in Exponential times 2000-2019 2020
- 5. “Suddenly work was something you did, and not somewhere you went”
- 7. The Digital Enterprise Wave ride it or go under!
- 8. The Digital Enterprise Wave
- 9. The Digital Enterprise Tsunami tectonic shift / earthquake
- 12. We live in a time of converging ideas • Disintermediation – digital cuts out the middle man person • Disaggregation – breaking and opening up closed value chains • Dematerialization – physical to virtual, atoms to bits • Products -> platforms – products have features, platforms have communities • Everything as a Service • “In 2000 you needed a Website, in 2010 you needed a mobile app, in 2020 you will need an API” – John Musser, founder of Programmableweb.com • Design and SEO for your website -> conversational commerce – Hey Google, Alexa, Siri
- 13. Evolution of Business Systems Before Now Next On-Premise Software, Hardware, Networks Software as a Service, Cloud infrastructure Marketplaces Ecosystems Public Data Services
- 14. We live in Exponential times • 200,000 years of linear thinking • From Complicated to Complex • Small changes make disproportionate impact • You can’t plan but you can prepare • We should have listened to Bill Gates
- 16. Mutable Business
- 17. Mutable Business - People
- 18. Future of Work – a frame of reference
- 21. Doing things right Efficiency Doing the right things Adaptability
- 22. © GettyImages - John Kirk
- 23. Strategy © Simon Sinek - https://www.startwithwhy.com/
- 24. Business as Usual Characteristics Mutable Business / Exponential Thinking Characteristics Top-down, Command and Control, Hierarchical Flatter org chart, Team of Teams, Connected, Empowered employees Departmental and Divisional silos Cross-functional teams, Collaboration culture, Social tools over email Driven by financial outcomes, Quarterly reporting, KPIs Understand their “why”, Purpose oriented, Dashboards, OKRs (Objectives and Key Results) Focus on shareholder value Improving the state of the world, Customer centric, Driving stakeholder value Linear, Closed, Sequential thinking Experimentation, Autonomy, Open, Exponential thinking Innovation primarily from within, R&D based innovation Design Thinking, Innovation at all levels, Partnerships, Collaboration, Crowdsourcing Strategic planning based on history, Long term cyclic planning Agile thinking, Agile management, Iterative, Short throws, Continuous improvement Risk intolerance Experimentation, Fail Fast mentality, Startup Mentality Process Inflexibility Autonomy, Experimentation, Responsive, Agile Owns or controls its own assets Focus on core, Outsource non-core, Leveraged assets More FTEs, In-house resources Less FTEs, More Outsourcing, Automation, Algorithms, Gig Economy, Workers on demand Business as Usual Characteristics Mutable Business / Exponential Thinking Characteristics Top-down, Command and Control, Hierarchical Flatter org chart, Team of Teams, Connected, Empowered employees Departmental and Divisional silos Cross-functional teams, Collaboration culture, Social tools over email Driven by financial outcomes, Quarterly reporting, KPIs Understand their “why”, Purpose oriented, Dashboards, OKRs (Objectives and Key Results) Focus on shareholder value Improving the state of the world, Customer centric, Driving stakeholder value Linear, Closed, Sequential thinking Experimentation, Autonomy, Open, Exponential thinking Innovation primarily from within, R&D based innovation Design Thinking, Innovation at all levels, Partnerships, Collaboration, Crowdsourcing Strategic planning based on history, Long term cyclic planning Agile thinking, Agile management, Iterative, Short throws, Continuous improvement Risk intolerance Experimentation, Fail Fast mentality, Startup Mentality Process Inflexibility Autonomy, Experimentation, Responsive, Agile Owns or controls its own assets Focus on core, Outsource non-core, Leveraged assets More FTEs, In-house resources Less FTEs, More Outsourcing, Automation, Algorithms, Gig Economy, Workers on demand Mutable Business™ - Bloor Research
- 26. What happens next? • How long till it gets back to normal? • How long will we have to social distance? • What happens to our offices and call centres? • How do we future proof our business? • Will there be fundamental change?
- 27. What do we do next?
- 28. Global Working Culture and Social Business are all about getting more out of the work we already do. It is about executing faster and better than we do today. It is about taking full advantage of our collective know-how. It is about engaging with the world around us to move ourselves and our business forward. Internal and external social business are two equally important ‘must- win’ battles for Grundfos.
- 29. Agile thinking and management Tell me and I forget. Teach me and I remember. Involve me and I learn. - Benjamin Franklin AGILE LEAN DESIGN THINKING FAIL FAST TIME TO MARKET INNOVATION RAPID ITERATION ABILITY TO ADAPT
- 30. Change policy like Siemens “The coronavirus crisis has triggered a surge in digitalization. We’ve always had mobile working at Siemens, but now we’re taking it a step further. The basis for this forward- looking working model is further development our corporate culture. These changes will also be associated with a different leadership style, one that focuses on outcomes rather than on time spent at the office. We trust our employees and empower them to shape their work themselves so that they can achieve the best possible results. With the new way of working, we’re motivating our employees while improving the company’s performance capabilities and sharpening Siemens’ profile as a flexible and attractive employer.” Roland Busch, Deputy CEO and Labor Director of Siemens AG https://press.siemens.com/global/en/pressrelease/siemens-establish-mobile-working-core-component-new-normal
- 31. think
- 32. #ADNLeadership
- 33. https://www.comingsoon.com Share our expertise and experience
- 34. Leadership mindset, teamwork, vision, purpose, openness, sharing
- 35. Leadership needs to communicate the big idea https://www.khanacademy.org/partner-content/pixar/storytelling The key skill - story telling!
- 36. When the wind of change blows, some build walls, while others build windmills.
- 37. Thank you!
- 38. References https://www.bloorresearch.com/2020/08/changing-location-and-travel-patterns-for-future-of-work/ https://marketoonist.com/2020/04/digital-transformation-2.html https://marketoonist.com/2020/04/transformationclarity.html https://www.zdnet.com/article/effective-strategies-and-tools-for-remote-work-during-coronavirus/ https://www.startwithwhy.com/ https://www.constellationr.com/blog-news/blueprint-post-pandemic-cio-playbook https://www.perlego.com/book/778801/abundance-pdf https://www.bloorresearch.com/2020/04/we-need-to-shift-from-linear-thinking-to-mutable-thinking/ Mutable Business™ - Bloor Research https://press.siemens.com/global/en/pressrelease/siemens-establish-mobile-working-core-component-new-normal
- 39. David Terrar Agile Elephant | Bloor Research m: +44 (0)7715 159423 e: dt@d2c.org.uk & dterrar@bloorresearch.com w: http://theagileelephant.com & https://impossiblethings.fyi w: https://BloorResearch.com skype: david_terrar twitter: http://twittter.com/DT @DT linkedin: http://www.linkedin.com/in/davidterrar blog: http://theagileelephant.com/blog & https://www.bloorresearch.com/blog/bloor-blogs/