Digital culture change workshop
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The document outlines the impact of digital disruption on businesses and emphasizes the need for a digital mindset across individuals and organizations. It discusses strategies for adapting to change, including cultivating customer-centric approaches and embracing agile methodologies to foster collaboration and innovation. Additionally, it highlights the importance of critical thinking, leadership, and personal development in navigating the digital landscape.
Digital culture change workshop
- 1. TextText@brilliantnoise brilliantnoise.com Brilliant Noise July 2015 Workshop Digital culture change
- 2. 2 “Virtually every firm in every industry is being shaken up by the digital revolution. No chief executive can ignore the onslaught of mobile computing, big data, artificial intelligence and the like. These new technologies offer the promise of huge efficiency gains, but also the threat of being walloped by some upstart from Silicon Valley.” 2 The Economist | The World in 2015
- 3. Digital disruption 3 5 years old 600 employees $20 billion valuation owns a marketplace 92 years old 77,000 employees $10 billion valuation owns resorts, airlines, rooms
- 4. 4 Digital is the context for change
- 7. Quick self assessment 7 Area Attention Rate how focused you are on the following on a scale of 1 (very poor) to 5 (brilliant) Me My organisation Context Analysing and acting on digital trends affecting your business. Customer Being customer centric. Utilising data to understand and respond to their rapidly evolving needs Organisation Working in an agile and responsive way across teams, functions and hierarchies. Personal Consciously managing your use of digital - for collaboration, productivity, prioritisation and communication.
- 9. Change comes from all directions 9 Customer Competitor Employees Channels Company Technology & tools
- 10. Exponential growth 10 Moore’s law The number of transistors on integrated circuits doubles every two years. This effectively means that the internet doubles in size every two years.” Carver Mead (Caltech)
- 11. 11
- 12. 12 32% growth y/y of sensors. 8 Billion+ sensors a year distributed via multiple devices
- 13. 13 I can’t know everything. I can know what will affect me. I can prioritise resources and attention around opportunities and threats.
- 14. 14 What trend needs action right now? What will have the biggest impact?
- 16. 16 “It is the individual, operating at the peak of his or her powers, who will revive our organizations, by reinventing both self and them.” Warren Bennis Leadership studies pioneer and professor at USC
- 17. Leadership is an action 17 Leading yourself - Develop a digital mindset. - Create an example of change. Leading others - Spread mindset. - Collaborate. Leading organisations - Clear vision and communications. - A culture that is flexible and open to change.
- 18. Leading oneself is harder than ever. 18 Distraction. Focus. Time. Energy. Pace of change. Digital tools. Information overload. Email deluge.
- 19. 19 Start with critical thinking about how you work - your skills, your digital tools and how you spend your attention.
- 20. 20 Optimal state of working. Immersed, focused. Challenged, not stressed. Learning and excelling. Flow
- 21. 21 What conditions allow you to perform at your best? What barriers prevent you from being more effective?
- 23. “...any company that embraces the status quo is on a collision course with time.” Howard Schulz, Starbucks
- 24. Think like a disruptor 24 ATTACK DISRUPTORINCUMBENT LEAN PRODUCT CANVAS MINIMUM HIERACHY REALTIME USER TESTING DEFEND FAIL LESS OUR OFFER DATA IS FOR MEASURING PERFORMANCE HISTORY CUSTOMER-OBSESSED MINIMUM VIABLE PRODUCT PURPOSE LISTENING, LEARNING CUSTOMER IS AN ABSTRACT PERSONA/DEMOGRAPHIC DETAILED BUSINESS CASE ORGANISATIONAL STRUCTURE REPORTING FOCUS GROUP DATA FOR INSIGHT & DECISION-MAKING NOW & NEAR FAIL FASTER CUSTOMER PROBLEMS COPYING OTHER INDUSTRIES PRODUCT LAUNCH VISION BEST PRACTICE & CASE STUDIES MARKET RESEARCH
- 25. Keeping agile start-up culture alive at Facebook
- 26. What lessons can we learn from Agile? 26 Minimum viable product (MVP). Ship early, ship often. Build - measure - iterate. Fail fast, fail cheap.
- 28. Airbnb Uber Spotify GoogleAmazon Google BBC Amex Tesco FedEx Toyota Coca-cola Ford Nestlé Sony P&G MANUFACTURING Access to global factories DISTRIBUTION Access to global supply chains INFORMATION Access to the web and cloud computing CUSTOMER Knowledge and empowerment The age of the customer 28 Based on research by Forrester
- 29. 29 “An all out innovation arms race is on between the world’s largest hotel groups”
- 31. A different approach… 31 “Insanity is doing the same things over and over and expecting different results.” Albert Einstein Theoretical physicist (and genius).
- 33. ‘Think like a disruptor’ - Exercise brief In your small groups spend a few minutes considering the customer scenario provided. Then brainstorm all of the ideas you have in answer to your groups question. - Write down one idea per post-it note - Aim to be as specific as you can - Be bold - there is no such thing as a bad idea! - Once you have written down your ideas stick them onto your flip chart. - After ten minutes begin grouping and organising your ideas. Prioritise one or two that you will share with the group. 33
- 34. Exercise discussion How did you find the exercise? What did you notice when trying to ‘think like a disruptor’? Was anything particularly easy or challenging for you? What insights did you have that you can take back to your own organisation? 34
- 36. Why coach? 36 22% increase in profit 39% increase in customer service 67% increase in teamwork 61% increase in job satisfaction 71% increase in manager relationship 77% improvement in relationship with direct reports 86% productivity increase when coaching is added to training Source: McGovern, Lindemann, Vergara, Murphy, Barker & Warrenfeltz
- 38. Sprint coaching 38 Fewer words. In the moment. 60 seconds. Empowering others.
- 39. GROW 39 Goal Reality Options Will What’s your goal? Where are you now? What are your options? What will you do?
- 40. Quick self assessment 40 Area Attention Rate how focused you are on the following on a scale of 1 (very poor) to 5 (brilliant) Me My organisation Context Analysing and acting on digital trends affecting your business. Customer Being customer centric. Utilising data to understand and respond to their rapidly evolving needs Organisation Working in an agile and responsive way across teams, functions and hierarchies. Personal Consciously managing your use of digital - for collaboration, productivity, prioritisation and communication.
- 41. 0 0.9 1.8 2.7 3.6 Context Customer Organisation Personal Me My Organisation Based on 18 results Self assessment results
- 42. Coaching exercise Identify a key personal or organisational challenge. Take that into a paired coaching conversation. Commit to a personal objective/action as an outcome. 42
- 43. GROW 43 Goal Reality Options Will What’s your goal? Where are you now? What are your options? What will you do?
- 46. Nurture agile teams… 46 … helping your teams work collaboratively, innovate at speed and rapidly scale success by: - Prioritising the digital trends that matter the most - Championing ways of working that grow digital culture across the organisation
- 47. Create a bias for action. 47 UIHD. Active language. Prototypes not proposals.
- 48. Collaborative networks… 48 …helping networks transmit ideas, embed technology and realise opportunities by: - Identifying and embedding key drivers of collaboration - Improving relationships and information flow across teams and functions - Reducing unnecessary controls on decision- making - Identifying initiatives to pilot and scale
- 49. Planning around the customer 49
- 50. Leadership in the digital age… 50 Helping your leaders to prioritise trends and make rapid decisions despite uncertainty by: - Learning how other leaders are succeeding - Streamlining decision-making and creating a ‘bias for action’ - Empowering people to improve the customer experience
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- 52. Next steps