A highly experienced team that works with leaders to design, develop, run and evolve organisational operating systems that are fit for purpose in the digital age.
“A bit nerdy but lots of fun to work with”
Enablers, not consultants. Builders, not hand wavers. Pragmatists, not ideologues.
We are dedicated to helping firms of all sizes undertake Digital Transformation to create more resilient and adaptable business structures for the 21st Century.
We passionately believe that business can be better when it is more human and connected, and we believe that this process of change driven by digital technology has only just begun.
We helped pioneer the use of social, digital tools and networks to create the digital workplace. Now this is mainstream and the headshift we helped to create has happened, the question is what new forms of organisation can we create on top?
Our core team has run many major client projects together, spanning consultancy, technology development, marketing and social business organisation. We also work with a wider network of specialists, partners and associates, whose expertise can be called upon as required.
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.
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.
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.
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The aspect of the future of the digital workplace that most excites me is its data. The social and organisational network data produced by these tools provides a wealth of possibilities to explore. These can be as simple as a chatbot that replaces an IT help-desk, or as complex as being able to understand the behaviour patterns of your business.
In HR, the concept of job families is one example of a practice that needs revising to stay relevant. Clustering a set of roles into a ‘job family’ allowed for transparency in rewards, promotions and career paths, but today this can create artificial barriers to collaboration and personal development.
At the end of a conference presentation, I was recently asked “how can I tell if an enterprise agile team is failing?”. A question for which I didn’t have an immediate satisfactory answer…
The challenge of transforming large, complex organisations that have grown up around calcified hierarchies and process management structures is a hard one, so we should not be surprised that people often have different areas of focus or emphasis about where to start and what matters. But at some point, we have to face up to and challenge the core system that sustains the old and holds back change…
Tempting as it is to rush straight to digital innovation, the underpinning platform, digital literacy and ways of working need to be in place to have a good chance of success. On the other hand, we should not see digital as just a better email client or a way to automate poorly designed processes. Although this is a critical first step, too often we see companies stop there. Once companies become digitally mature, they need to strive for transformation and innovation in the ways they do things and ultimately in ‘what’ they do…
The circular conversation about robots taking all the jobs rumbles on. In some industries however we see the dawning realisation that automation is not occupation-focussed, but task focussed, and the composition of tasks dictates how fast a role will be automated....