Towards the Quantified Organisation? E2.0 Summit, Paris, February 2015

@LeeBryant

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.

POST*SHIFT

the state of E2.0 today?

photo by @DionHinchclife

#SocB izthe state of E2.0 today?

#SocB iz#DigitalTransformation

the state of E2.0 today?

labels don’t matter: this is where the magic happens

“Communications toolsdon't get socially interestinguntil they gettechnologically boring.”Clay Shirky

after the shift: what is beyond the ESN adoption plateau?

digital transformation: becoming a C21st business

social tech -> new org forms -> new ways of working

Wider Market

changing market dynamics demand new capabilities

ecosystem

organisation

Market composition

Customer behaviour

Technology

Products

‣ Cambrian explosion of startups ‣ Software is eating the world ‣ Rapid emergence of high scale markets ‣ Speed to scale is crucial

‣ Platforms and ecosystems ‣ Experience versus features ‣ Collaborative consumption ‣ Everything as a service

‣ Empowered customers ‣ Trust is the new brand ‣ Mass-customisation ‣ The attention economy

‣ Faster diffusion of innovation ‣ Ubiquitous collaboration ‣ Connectivity in everything ‣ Designing for hackability

how do we define and develop these new capabilities?

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

how do we define and develop these new capabilities?

“As a sales organisation we needto offer an integrated experience(not front-ends to a set ofseparate silos working apart)to grow key account value”

these dynamics also offer new ways to create value

Internal Realm

LiminalSpaces

Ecosystem

Internal Teams

External teams

new models: ‣ IoT, connected devices,

data and platforms ‣ everything as a service ‣ customer co-creation

and open innovation ‣ startup incubation and

ecosystem development

what capabilities do we need to operate new biz models?

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

what capabilities do we need to operate new biz models?

“As a hardware maker we need tooffer in-product software upgrades(which extend the life of theproduct and add new functionality)to be more competitive”

In short: what kind of org do we need to be tomorrow?

social / digital can help grow new structures & capabilities

and they can help reduce hierarchical bureaucracy

but how can we measure transformation progress?

our current thinking on a capability-driven model

Is this another change programme? (no!)

crash diets (like change programmes) rarely sustain

‘quantified self’ continual improvement works better

human sensor networks and the quantified organisation

transformation is about small changes, loosely joined

there is no perfect ‘target operating model’ end-point

this needs ‘sense & respond’ not ‘predict & control’

Laloux: organisations have an ‘evolutionary purpose’

let’s get transformation actions onto the weekly agenda

yes, it is true that we are still dancing with dinosaurs

yes, it is true that we are still dancing with dinosaurs

but firms want to be more agile and able to change

we need to find relevant organisational health measures

and guide our tech and change actions towards them

and guide our tech and change actions towards them

Recommended actions for digital transformation:

‣ tailored to different domains of the business: strategic, process & use case levels

‣ closely aligned to existing business strategy priorities

‣ oriented towards creating identified future capabilities

‣ organised in sprints and iterative mini-projects

transition strategies are important to make progress

transition strategies are important to make progress

Some basic advice: ‣ develop and support your

coalition of change agents ‣ start with fixed org. chart

points and build new agile structures around them

‣ create protected spaces for new networked structures

‣ devise workarounds for planning, evaluation, procurement, HR and other fixed processes

maybe will see the emergence of quantified org apps?

in summary

in summary

An outline for capability-driven digital transformation: 1. Understand how changing market dynamics impact the biz 2. What organisational capabilities do these require? 3. Express capabilities as ‘agile user stories’ for the org 4. Define what success looks like and find relevant measures 5. Give each manager, each team oversight of their structure 6. Separate ‘what’ and ‘how’ in targets - let teams decide ‘how’ 7. Align E2.0 and change efforts to develop these capabilities 8. Involve everyone in organisational self-awareness / change 9. Develop your guiding coalition and align on purpose 10. Do -> observe -> think; sense and respond; rinse and repeat

thank you

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