There are many new ideas and organisational models for modern companies to choose from, but any one example is unlikely to be a perfect match for your needs. We analyse each model in terms of the capabilities it can create, and we help organisations choose the best techniques and patterns to achieve their goals.
We like to work with small multi-disciplinary teams to coordinate a distributed transformation process involving a much wider network of people throughout the organisation. This approach, working through influence and networks against a common set of capability goals, is a great way to spread new ways of working and make the most of all the different groups and functions that are needed for transformation to succeed.
In every organisation, outside of the formal project structures, there are many more enthusiastic individuals who want to help the organisation work in a more modern, connected way. Mobilising these ‘change agents’ is a great way to create a passionate network to spread new ideas, practices and behaviours.
Enterprise social networks provide access to the wider ‘human sensor network’ of the organisation, and our method involves these people in making sense of change and helping to assess its results in close to real-time. This makes transformation everybody’s responsibility and can provide a great boost to employee engagement.
A TYPICAL PROGRAMME
An agile framework to co-ordinate work on:
- Coalition building: developing and working with change agent networks
- Org models: a toolkit of new structures, techniques and new ways of working
- Tech platforms: service-oriented approach for distributed work, sharing & connecting
- Leadership: leadership guidelines (and future leaders) for the new world of work
- Culture & practice: a conversation with the organisation about suitable methods
- Process improvement: identifying and fixing processes that block new ways of working
SELECTED BLOG POSTS
Until relatively recently, what it takes to lead an organisation, and how to become a leader had barely changed over the course of the 20th century. An employee wishing to climb the hierarchy simply had to gather enough experience and expertise in their job and they...
When organisations begin ‘going agile’, one topic that seems to be debated endlessly is which scaling framework to use - there are a fair few plus variations to choose from: SAFe, LeSS, scrum of scrums etc. I’ve worked with organisations to implement and dismantle...
The demand for digital talent at all levels of the organisation far outstrips supply. Research by Mortimer Spinks indicates that by 2020 the UK is expected to have a shortage of 800,000 tech workers. Recruiting them costs more and takes longer than any other...
Innovation labs operating at the edge of a company, focusing solely on innovation and R&D were at the height of popularity just a year or so ago, but are now closing at an ever-increasing rate. These siloed, trendy workspaces, that have little contact with...
I had a very interesting session last week with procurement leads responsible for sourcing legal and consulting work for major organisations. I came to the session wanting to talk about service-oriented, not product- or project-oriented strategic sourcing, and to lay...
There is no role more central to organisational transformation than Change Agent or Digital Guide. There are roles that may be more strategic, but the change agent is woven into the fabric of transformation, they are the ones in the trenches, helping the organisation...
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