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

35

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 • laura-jane@postshift.com •www.postshift.com

PLATINUM&CHAMPAGNESPONSORS

GOLDSPONSORS

SILVERSPONSORS

BRONZESPONSORS