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
For digital transformation to stick, change has to become routine. Yet most companies still struggle with implementation, particularly the sort that requires people to not only adopt new practices but also to rethink more deeply-rooted attitudes and...
Too often, both crash diets and Digital Transformation go for appearances at the expense of lasting results. Today's Digital Transformation case studies are mostly technology deployments, with some digital labs or hackathon sparkle dust thrown on top. Even efforts to...
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled 'Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise: An operating system that coordinates work...
A key challenge for organisations approaching digital transformation is knowing where to start. There are many reports available about the why, how and when of Digital Transformation. After reading them, you might think it sounds like a simple process for...
This is a summary of a talk I gave this week to the Stuttgart Social Forum at the Bosch R&D Campus in Renningen, and you can view the accompanying slides here. What is the use case for organisational structure? The rise of social technology in the workplace...
ESNs are now part of the furniture A basic form of social business collaboration is now an expected feature of the modern workplace, at least in terms of the prevalence of ESN platforms like IBM Connections, Jive and Sharepoint, or chat apps like Slack and Yammer....
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