Winning with agile Networks
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The document discusses the creation of a digital team platform to help companies build agile networks and enhance digital leadership capabilities for dynamic value creation. It highlights challenges posed by the proliferation of smart products, emphasizing the need for efficient and adaptable organizations to respond effectively to smart services. The proposed solution involves reshaping portfolio management, sustaining innovation in R&D, and adopting a digital team model that prioritizes customer opportunities and cross-functional collaboration.
Winning with agile Networks
- 1. Paul.Gromball@tmg-muenchen.de1June 2016 Creating the learning Enterprise Discussion Paper Winning with Agile Networks Building the Digital Team Platform
- 2. Digital Team Platform 2 For Companies who want to build agile networks, the Digital Team Platform delivers Digital Leadership Capabilities which enables dynamic value creation trough the collective intelligence of cross-boundary interactions and cooperation.
- 3. Situation: The Evolution of the Digital Business creates two different Value Segments 3 Smart Products Smart ServicesCustomer Hardware Software/ User Interface Networking/Data/AI + The emerging Digital Business Architecture Key Factor of Success: Efficiency Key Factor of Success: Adaptability Smart Products Smart Services
- 4. 4 Challenge: The “proliferation” of Smart Products reduces profits which shifts the fundamental constraint for growth to the Smart Service “production” Source:Kim, Chan et al: Blue Ocean Strategy, Harvard Business School, 2015 Base: 150 global companies in 30 industries Initiatives Revenue Impact The Profit and growth consequences of Smart Service Bottleneck Profit Impact Smart Product Initiatives Smart Service Initiatives 86 % 14 % 62 % 38 % 39 % 61 % Bottleneck
- 5. 5 Solution: Companies need an efficient & adaptive Organization to meet the challenges of Smart Products and Smart Services 3 Build an efficient & adaptive Organization Fast changing and inter-connected market environment Business Sphere of Activity Smart Products Smart ServicesCustomer1 2 Reshape the portfolio Sustain innovation in R&D Key Factor of Success: Efficiency Key Factor of Success: Adaptability
- 6. 6 Digital Leadership Framework Digital Leadership balances Efficiency with Adaptability Management- driven hierarchy Digital Team Platform Leadership driven network Smart Products Smart Services Mastering the Slide Control Digital Leadership as… Typical Digital Team areas: • High degree of creative work • Global business areas • Cross-boundary work • Large basic processes • Areas with knowledge gaps Efficiency & Excellence Adaptability & Innovation
- 7. 7 The Digital Team Activity Sphere Customer Opportunities and cross-functional Use Cases are the focus of Digital Team Value-Creation A) Customers with opportunities B) Cross-functional Use Cases Project Management Innovation Management Business Process Management Topic – specific Networks Expert Networks Information Management Stakeholder Management Management & Reporting Councils, Boards, Committees Smart Products Smart Services Customer Reshape the portfolio • sustaining Leadership • building competitive Position • exploring strategic Options Sustain innovation in R&D • Strengthen Pipeline • R&D 2.0 Model • R&D Collaborations
- 8. The Digital Team Live Cycle Building the Digital Team Organization in Waves 8 Customer Opportunities & Use Cases Building & Operating
- 9. The Leadership Model of Digital Teams Basis: Haufe Quadrant Selecting Digital Team Initatives OrganizationDesignSelf-Organized Doer: Duplication Creator: Innovation Role of the employee Social accountability High trust Management / Staff Clear goals and transparency Joint consciousness Empowered Execution Clear routine processes Efficient execution Predefined workflows Employees follow instructions Top-down organizational structure Controlled Self-organization of employees Clear instructions are missing Unclear objectives Exceedances of planning Employees feel overloaded High momentum of employees Employees follow own agenda Limited transparency Limited co-decision Functional teams with rigid project planning Management- driven hierarchy Digital Teams Leadership driven network Strained Organization Shadow Organization
- 10. 10 The Digital Team Building Blocks The three Building Blocks for the Digital Team Periphery Matchmaking Tasks Digital Team Job-to-be-done Global Talent Pool Center Scope of Initiative1 2 3 Work Graph Talent
- 11. Deploying the Digital Team Platform The Value Ecosystem 11 Job Sub-Jobs Workstreams Tasks Community Integrator On-boarding Launch Adapt Optimize DIGITAL TEAM PLATFORM Designing Primary Activities Managing Support Activities Team of Teams
- 12. Primary Activities of Digital Team : Agile Networking 12 The Digital Team of Teams Structure 1) Job-to-be-done Sphere 2) Sub-Job 3)WorkStream 4)Task Digital Team Lead Link Rep Link DIGITAL DESIGN PLATFORM Roles
- 13. Support Activities for Digital Teams: Governance 13 The Digital Team of Teams Governance Governance: Weekly Activation Sessions Doing Work in clear roles Sensing Tension as Challenges or opportunities I) Empowered Execution to act on tensions II) Joint Consciousness on achieving the goals Job-to-be-done DIGITAL DESIGN PLATFORM Tension drives progress Community Integrator
- 14. Community Integration is empowered by the Cloud 14 Community Integration as a Service DIGITAL PLATFORM Online-Learning Phase 1: Tuning-in PLAYBOOKS Phase 2: Primary Activities Phase 3: Support Activities Community: Digital Team of Teams Repository of repeatable best practices and re-usable components Community Integrator
- 15. 15 Digital Teams take Friction out of Smart Service Co-Creation The Smart Service Network: The Platform • High adaptability/agility for Customer Signals • Joint Consciousness of pet owners need • Mastering Complexity of dynamic value creation • Network Effects are key growth driver • Controlled Platform Access for Firm & Customer • Knowledge/Benchmark Exchange is enabled • Unity-of-Effort across boundaries • Global BI synergies for local but common themes Digitally Engage Customers Value Creation: Periphery Value Creation: CustomerValue Creation: Center Enabling the Periphery Teams Smart Talents: Community Integrator Phase I Phase II Transformed Value Creation: The Platform Business Model Digital Team Platform VALUE UNIT Touch Points Enabling the Center Team VALUE UNIT Services Company Company Patient
- 16. 16 The Digital Team Difference Freeing Resources for value-creating Activities and Growth Resources (costs,emailtime..) Cooperation Structured Organization Digital Teams The Effect on Business Performance Digital Transformation Time-Reduction 30 -50% Speed Fast Responses Reduction of non-value added expenses 25 -30% Efficiency Work Productivity Additional Value-Creation by Cooperation between “Boxes” 20 -25% Growth Collective Creativity Limits of Growth: Knowledge Resources Growth Effect Source: Morieux, Yves: Six Simple Rules