tmg leading digital_teams
TRANSCRIPT
[email protected] 2016
Creating the learning Enterprise
Discussion Paper
Leading Digital Teams
Building efficient and adaptive Organizations
2
Companies need an adaptive & efficient Organization to meet the challenges of the fast-changing Environment
Business Challenges
1 2 3
4
React to shifts of the Competition
Address changes of Customer
Decision Making
Manage transition of Work Roles
Build an adaptive & efficient Organization
Fast changing andinter-connected market environment
Business Sphere of Activity
3
Digital Leadership Framework
Digital Leadership balances Efficiency with Adaptability
Management-driven hierarchy
Digital TeamsLeadership driven network
Efficiency & Excellence Adaptability & Innovation
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
4 Build an adaptive & efficient Organization
4
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
The Digital Team Live Cycle
Building the Digital Team Organization in Waves
5
Customer Opportunities & Use Cases
Building& Operating
Creating the Digital Team Platform
The Value Ecosystem
6
Job
Sub-Jobs
Workstreams
Tasks
Community Integrator
On-boarding
Launch
Adapt
Optimize
DIGITAL DESIGN PLATFORM
Designing Primary Activities Managing Support Activities
Team of Teams
Primary Activities of Digital Team : Four connected Levels
7
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
8
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
9
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
10
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
Smart Service Platform
VALUE UNIT
Touch Points
Enabling the Center Team
VALUE UNIT
Services
Company Company
Patient
11
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