Digital Business Transformation

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

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

Scaling Trust Versus Trusting Code

Scaling Trust Versus Trusting Code

Lee Bryant reflects on divergent visions for the future of the digital organisation. Towards digital organisations in 2022 🎉 2022 looks set to be a year of divergent visions of what a digital organisation means and how it is organised. Most things that matter in life...

Digital Adoption as a Driver for Change

Digital Adoption as a Driver for Change

Some notes and links on why top-down change initiatives still fail and some glimpses of a more emergent approach focussed on digital adoption. Plus ça change? It’s been exactly seven years since Gary Hamel and Michele Zanini argued that: 'continuous improvement...

World-Building in Hybrid Organisations

World-Building in Hybrid Organisations

How can we move beyond 'managing' one-size-fits-all workplace culture and think about world-building or cultivating a hybrid ecology in the post-lockdown period? Can online working reach escape velocity? The debate about whether - and how - to return to the office...

People and Machines United in Bloviation

People and Machines United in Bloviation

In this edition, Lee looks at different views of GPT-3, and how the acceleration of white collar automation will change both the fitness function for managers and how we value their contributions. General AI: Genius or Bloviator? The new version of OpenAI’s Generative...

Can Europe’s Automotive Sector Change Quickly Enough?

Can Europe’s Automotive Sector Change Quickly Enough?

Tesla's soaring (possibly overvalued?) stock price, and its continued ability to design and deliver market-leading electric vehicles, raise some serious questions about the structure and culture of the incumbents in the automotive sector. Bosch CEO Volkmar Denner...

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