Digital Business Transformation

How to influence and co-ordinate agile, distributed business transformation

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AGILE TRANSFORMATION

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.

DISTRIBUTED CHANGE

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

Change the old or build the new?

This week, Lee Bryant considers the difficulty of trying to change organisations from within, and considers the role that technology might play in building the future firm. We work with large organisations that have typically optimised their management structures and...

Fine tuning your agile system to increase velocity

Being really busy and working really hard = providing maximum value to the team, right? Well… While this obviously can be true, it can also be a comforting lie we tell ourselves without even realising it. If you’re working flat out all week but not completing any...

Creating Psychological Safety in Hybrid Teams

In 2012, Google published the results of Project Aristotle - an in-depth analysis of the conditions needed for a team to be successful. It has led team leaders to re-evaluate the culture and environment they create. Organisations are discussing how to leverage the...

Making the time to work on the team, not just in one

This week, our curator Laura-Jane Parker reflects on the importance of making time to develop your teams ways of working for greater resilience. At Post*Shift, our mission is to help organisations transform themselves into 21st century businesses. To do this well, we...

The Cadence of Accountability

One of the first changes a team notices when making the move from traditional ways of working to something more agile and flexible, is how often the words accountable, responsible and ownership crop up in team discussions. Often used interchangeably, they soon become...

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