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.
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?
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?
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?
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?
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?
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.
How can we overcome the culture of ‘learned helplessness’ surrounding digital technology in the workplace, and give people opportunities to help themselves and each other?
Bridging the skills gap in the digital workplace
Change is hard, but it is unlikely to stop any time soon. Instead of big bang change programmes, we need to make distributed, agile transformation part of the agenda for all teams and organisational units.
Distributed, agile transformation makes change routine
The first wave of digital transformation was about adding digital capabilities to existing structures; the next is about creating natively digital and connected structures that operate more like software.
It is time to upgrade our organisational operating systems
In a complex world where few of us have time to understand the intricate detail of data, accounting, law and perhaps even code, we will need trusted professionals to help us navigate complexity. So whilst automation and technology will probably reduce headcount in the profession overall, the prize for those who can use our new technology superpowers to create value for their clients will be ever greater. Algorithmic transparency and code standards can help us trust the underlying machinery, but I predict we will still place our trust in humans to make the final judgement.
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…