Creating A Connected

Organization for the 21st Century

Ayelet Baron, Chief Instigator May 2014 Get in Touch:

ayelet27@gmail.com / ayelet@simplifyingwork.com @ayeletb on Twitter

I. Setting the Stage

IMAGINE JUST IMAGINE Imagine that everyone in your organiza1on could see into the future Imagine that you had the ability to paint the future in dis1nct colors Imagine that those colors would be the colors of your organiza4ons future state and you would exceed your goals Imagine that everyone across the company had the same vision and translated it to their day-to-day job: Would the vision become a reality? What would we be doing dierently as a

result?

What is Innovation?

5 5 5 Knowing how to reinvent your business may keep you in business

Test and Learn: Developing A Culture Of Experimentation

Looking outside your own industry for inspira1on is as useful as its ever been, but you need people who can think laterally enough to apply an unfamiliar idea to their

own situa1on.

The Importance of Fresh Perspectives: The Art of Listening

GeHng pa1ents from surgery to ICU in Great Ormond Street Hospital Learning from Formula One Sped Up and Reduced Mistakes by 50%

From my connected network Source: www.onlydeadsh.co.uk @neilperkin

Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him. Former U.S. General and President Dwight D. Eisenhower

What will disrupt your business?

2013 Simplifying Work. Ayelet Baron

Industry Lines Are Blurring: What Business Are You In? Do You Know?

Source: hUp://www.globaltrends.com/knowledge-center/features/expanding-areas-of-compe11on/60-test-feature-g

II. Welcome to the 21st Century

20th Century World

SCARCITY

21st Century World

ABUNDANCE

20th Century World

SCARCITY

Processed Innovation with A Pinch of Best

Practices

21st Century World

ABUNDANCE

Experimentation, Failure, Disruption,

Innovation

20th Century World

SCARCITY

Taking Market Share From Competitors

21st Century World

ABUNDANCE

Creating New Markets

20th Century World

SCARCITY

Top Down Organization

21st Century World

ABUNDANCE

Connected and Networked

Organization

20th Century World

SCARCITY

Command and Control

21st Century World

ABUNDANCE

Trusted Relationships

20th Century World

SCARCITY

Organization Centric

21st Century World

ABUNDANCE

People Centric

20th Century World

SCARCITY

Silo and Function Based

Work

21st Century World

ABUNDANCE

Project-Based Work

20th Century World

SCARCITY

Work-Life Balance Myth

21st Century World

ABUNDANCE

Life-Work.

III. Constant Change is Here

Understanding Change Change happens every time our expectations are disrupted

Is it a major or minor change for

her?

What is the level of disruption in

her expectations?

How we change

Leadership Alignment? Change is Hard When Words Dont Match Actions

Which way should I go? I am not confident in where she is going so Ill just stay here and wait.

Cultural DNA is Key

Source: Cute Mini Lion KiUen By Ben Torode

Organizations that embed practices, technologies and values in their DNA are more agile, flexible and achieve results.

There is no way I can do that. Thats

not how we roll here

20th Century Skill Sets Dont Always Work in the 21st Century

I read the email but I have no idea what they want me to do If I just keep blowing bubbles,

will anyone notice?

I am just going

through the motions.

They wont notice.

Resistance is Alive and Well

I have no idea where we are

headed so I am just going to

keep doing what I know.

Ive already seen this movie. It wont work

here.

So How Do People Change Behavior?

60-70% Leadership Say/Do Peer-to-Peer

10% Media/Channels Tradi1onal Communica1on

20-30% Messages sent via Systems/Processes

Building A Communication Plan Engagement Worksheet

Leadership

Systems and Processes

Formal Media

60-70%

20-30%

10%

How We (Humans) Change Behavior

Most people dont know how to translate the changes to their job, role or project

The Only Constant is Change: We Need Resilience Not More Ambassador Programs

Key Needs Clear urgency of future

state shared vision and execution Time to think, create, fail

and innovate Leadership support and

engagement Skills development Embedded DNA Collaboration and dialogue

III. Building A Connected Networked Organization

hUp://www.ickr.com/photos/104810962@N02/10826694396/

A large organisa1on is almost nothing but a massive knot of pre-exis1ng rela1onships.

Ma; Edgar

hUp://www.quora.com/Innova1on/Why-dont-big-companies-innovate-more/answer/MaU-Edgar?srid=pJZn&share=1

Sticky Organisations

Source: www.onlydeadsh.co.uk @neilperkin

When people join groups where change seems possible, the poten1al for that change to occur becomes more real.

You Are Who You Choose to Spend Time With

Source: www.onlydeadsh.co.uk @neilperkin

hUp://thisisindexed.com/ Source: www.onlydeadsh.co.uk @neilperkin

Who Do You Trust? Who Trusts You?

Blue Morpho BuUery And A Three-Year-Old Girl By Luke MacGregor

What Fosters Trust?

Cheetah Cub And Her Mother, Kenya By Marco Urso

Coley Chris1ne Catalano

Becoming A Connected Organization

Open

Relationships

Dialogue

Mindset

Flow + Employees + Customers + Partners + Vendors + Community

Embedded DNA

Who is in Your Connected Network?

hUps://www.ickr.com/photos/bonste/

We Need More Leaders in the Edges Go out to your edges. Explore the possibilities. Because you will find more opportunity in the edges, where you will be able to imagine, invent and thrive.

Lets Talk

Speaker Facilitator Innovator Disruptor

Ayelet Baron

ayelet@simplifyingwork.com

http://simpligyingwork.com

http://www.huffingtonpost.com/ayelet-baron/

http://www.itbusiness.ca/author/ayeletb

@ayeletb on Twitter