The greatest challenge for today’s leaders is how to upgrade their organisation’s operating system.
Agility, adaptability and connected innovation are hard to achieve within divided structures.
In a software-driven world, organisations need to become more like software to evolve.
We help design, develop and run your organisational operating system.
We look at five key dimensions of the organisational operating system.
Our diagnostic health bot asks questions and gathers data to create a real-time picture of progress towards becoming an agile, adaptive organisation. We use this information to create custom learning journeys and suggest new management techniques to address weaknesses.
We map digital capabilities and talent, identifying gaps that are priorities for action, and help create distributed agile transformation systems to make change routine.
Shared digital leadership and strategy are key to making sure all stakeholders are aligned and helping build the connected capabilities the organisation needs.
Structure
What is getting in the way of connected, agile working? How can we create real-time co-ordination & communication structures that are faster and more reliable than hierarchy?
Culture
An agile organisation needs more openness, accountability and psychological safety for people to step up and own their work. How can we test for these attributes and what interventions can help?
Practice
Shifting from a process view of the world to a service-oriented approach is key to continuous improvement. How can we make operations more collaborative, data-driven and service-focused?
Technology
How can we better integrate our workplace technologies to connect, standardise and automate the boring bits, whilst freeing up people to focus on value-added activities?
Leadership
What does leadership look like in a digital, networked world? How can leaders not just drive incremental improvements, but create the conditions and the platform for exponential success?
At the leadership level
We work with digital leaders to map digital strategy, capability gaps, and cultivate a network of digital guides across the organisation; we also deliver in-depth digital leadership learning and development programmes.
At the platform level
We map the capabilities, services and skills of emerging agile teams, and help assemble them into a service platform that the whole firm can use. We also help design and implement key platform elements starting with a digital learning hub.
At the team level
We help switch from a process-centric work system to a more agile and service-centric approach, identify scope for automation or standardisation of these services, and then create the interfaces and connections with other teams to work better together.
Data Mesh – Can we de-centralise ownership and usage of data in our organisations to improve its quality, relevance, and usage?
Following up on Cerys’ exploration of building data capabilities last week, I want to discuss the potential that a Data Mesh approach holds for businesses to achieve this, compared to more centralised data warehouses and data lakes (or even data lakehouses!). Perhaps...
Gather more data, understand less…
Some thoughts on why orgs find data capabilities and leveraging insights so hard, despite years of investment and initiatives. There probably isn’t a single organisation that has not had a clear strategic imperative to do more with its data in recent years....
In Search of the Best Blend for Hybrid Learning
Some reflections on hybrid learning approaches as L&D teams start rushing back towards face-to-face offline learning delivery
The key role of the digital workplace in supporting successful M&A integration
In this issue, Livio considers the cultural elements of M&A integrations and how they can be enabled by a purposeful digital workplace strategy The key role of the digital workplace in supporting successful M&A integration Big is not always beautiful Last year...
One Final Mission for the Middle Management Brigades?
The so-called 'squishy middle' of management is often perceived as a barrier to transformation, but what if we engaged this layer as change agents? Good management gets a bad rap Ed Zitron’s critique of lazy back-to the-office articles in the media starts from the...
Uncovering under-the-surface triggers of low level change resistance
Cerys looks at two factors that are often overlooked when considering resistance to day-to-day change resistance and how we can start to untangle them. Much of the way that change and adoption are currently pursued inside organisations focuses on big changes bought...