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Creating the learning Enterprise
Discussion Paper
Winning with Agile Networks
Building the Digital Team Platform
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.
Situation:The Evolution of the Digital Business creates two different Value Segments
3
Smart Products Smart ServicesCustomer
HardwareSoftware/
User InterfaceNetworking/Data/AI
+
The emerging Digital Business Architecture
Key Factor of Success:
EfficiencyKey Factor of Success:
Adaptability
Smart Products Smart Services
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, 2015Base: 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
Solution:Companies need an efficient & adaptive Organization to meet the
challenges of Smart Products and Smart Services
3Build an efficient & adaptive Organization
Fast changing andinter-connected market environment
Business Sphere of Activity
Smart Products Smart ServicesCustomer1 2Reshape
the portfolio Sustain innovation
in R&D
Key Factor of Success:
EfficiencyKey Factor of Success:
Adaptability
6
Digital Leadership Framework
Digital Leadership balances Efficiency with Adaptability
Management-driven hierarchy
Digital Team PlatformLeadership 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
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
InnovationManagement
Business Process
Management
Topic –specific
Networks
Expert Networks
Information Management
Stakeholder Management
Management & Reporting
Councils, Boards,
Committees
Smart Products
Smart Services
Customer
Reshapethe portfolio
• sustaining Leadership • building competitive Position• exploring strategic Options
Sustain innovationin R&D
• Strengthen Pipeline• R&D 2.0 Model
• R&D Collaborations
The Digital Team Live Cycle
Building the Digital Team Organization in Waves
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Customer Opportunities & Use Cases
Building& Operating
The Leadership Model of Digital Teams
Basis: Haufe Quadrant
Selecting Digital Team Initatives
Org
aniz
atio
nD
esig
nSe
lf-O
rgan
ized
Doer: Duplication
Creator: Innovation
Role of the employee
Social accountabilityHigh trust Management / StaffClear goals and transparencyJoint consciousnessEmpowered Execution
Clear routine processesEfficient executionPredefined workflowsEmployees follow instructionsTop-down organizational structure
Co
ntr
olle
d
Self-organization of employeesClear instructions are missingUnclear objectivesExceedances of planningEmployees feel overloaded
High momentum of employeesEmployees follow own agendaLimited transparencyLimited co-decisionFunctional teams with rigid project planning
Management-driven hierarchy
Digital TeamsLeadership driven network
Strained Organization
Shadow Organization
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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
Deploying the Digital Team Platform
The Value Ecosystem
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Job
Sub-Jobs
Workstreams
Tasks
Community Integrator
On-boarding
Launch
Adapt
Optimize
DIGITAL TEAM PLATFORM
Designing Primary Activities Managing Support Activities
Team of Teams
Primary Activities of Digital Team : Agile Networking
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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
Support Activities for Digital Teams: Governance
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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
Community Integration is empowered by the Cloud
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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
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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 IntegratorPhase 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
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The Digital Team Difference Freeing Resources for value-creating Activities and Growth
Res
ou
rces
(co
sts,
em
ail t
ime.
.)
Cooperation
Structured Organization
Digital Teams
The Effect on Business Performance
Digital Transformation
Time-Reduction
30 -50%
SpeedFast Responses
Reduction of
non-value added expenses
25 -30%
Efficiency Work Productivity
Additional Value-Creation
by Cooperation between “Boxes”
20 -25%
GrowthCollective Creativity
Limits of Growth: Knowledge Resources
Growth Effect
Source: Morieux, Yves: Six Simple Rules