Shaping the Digital Organization · Shaping the Digital Organization 2018 M I M I B R O O K S ... AGENDA • The 4thIndustrial Revolution • Digital is transforming business •

CONFIDENTIAL & PROPRIETARY. LOGICAL DESIGN SOLUTIONS © 2018

S h a p i n g t h e D i g i t a l O r g a n i z a t i o n

2 0 1 8 M I M I B R O O K S

@ L D S C o n s u l t i n gCONFIDENTIAL & PROPRIETARY


AGENDA• The 4th Industrial Revolution

• Digital is transforming business

• The Challenges

• Building the digital organization

• Designing the digital experience

• Case Studies


The 4th Industrial

Revolution isupon us S E C T I O N 1


The 4th Industrial

Revolution isabout us


It’s a perfect storm; a combinatorial set of science and technology metashifts

Digitalization

+

Automation

Datafication

Virtualization

Mobilization

Robotisation



Change is exponential and continuous, and linear thinking will be detrimental

+- Frank Diana, TCSCONFIDENTIAL & PROPRIETARY. LOGICAL DESIGN SOLUTIONS © 2018


Humans and technology are starting to converge


Creating new forms of human-machine interactions and redefining work as we know it


Everything that can be digitalized, will be…

and faster than you may think


Anything that can’t be digitalized (or shouldn’t be)

will be incredibly valuable

Creativity

Imagination

Empathy

Consciousness

Belief

Mystery

Compassion

Emotion

Intention

Hu

Ethics


The Digital Agenda is shifting…

…from a value-neutral, technologies-as-tools

transformation to a human-centric

approachCONFIDENTIAL & PROPRIETARY. LOGICAL DESIGN SOLUTIONS © 2018


Digital is transforming

businessS E C T I O N 2



Business Strategy

Business Model

OperatingModel

TechnicalCapabilities

Digital Transformation changes the shape of business

• New organizational capabilities and behaviors

• Redesign of Work for digital business models

• New ways of working


Digital business models seek growth via new value paradigms

• Greater returns on assets

• Network effects leveraging the business ecosystem

• Data & knowledge as currency of economic value

• New, open sources of innovation



Traditional Pipelines

• One-Way Process Driven Value Chain• Customer Value Focus• Internal Process Control• Push and Sell Model

Platforms

• Bi-directional, Networked Value Chain• Ecosystem Value Focus• External interaction Facilitation• Resource Orchestration• Pull and Experience Model

Business Platforms provide a means of bringing providers and consumers together

Sources: - Manpower, Transforming Business Models And Its Impact On The Workforce Of Today & HBR, Pipelines, Platforms, and the New Rules of Strategy, Apr 2016


S E C T I O N 3


The Challenges


The obstaclesto digital transformation are organizational, not technological


“Digital-first” systems and

structures are not well

established


• Enterprise methodology for thinking digital is missing or insufficient

• Human Excellence systems and structure are needed for talent management, new ways of working and culture

• Digital is very contextual, “one-to-many” strategies have limited value


By about 2025, the term digital leadership will be

irrelevant, as what we currently call digital will

be an omnipresent, integrated part of every

aspect of the world.

David AronGlobal Research Director, LEF

Leadership is uncertain or not aligned on “digital common”

• Short-term orientation…uncertainty over how much of the future needs to be factored

• Pace of digital change is unfamiliar • Buying digital tools vs envisioning the digital future • Lack of leadership consensus / operating as silos


Culture is the glue in new digital organizations…

... but progress is

slow andparadigms are hard

to change

+



Digital is not a functional area – it’s a mindset… a lens on the whole business



Building the digital

organizationS E C T I O N 4



New organizational capabilities are needed

• Anticipating the future and imagining new possibilities

• Continuous innovation, owned everywhere

• Customer centricity / customer experience management

• Experimentation and incubation practices

• New learning paradigms

• Knowledge identification, creation and sharing

• Rapid resource reconfiguration

• Iterative work design, with new ways of working

• Management systems adaptation

• Digital-first leadership

• Culture and mindset change


We think of digital transformation of the organization in three primary dimensions

CULTURE +

WORK DESIGN +

NEW WAYS OF WORKING +


Practices such as:• Non-hierarchical, team work relationships

• Freedom of time / location work choices

• Social collaboration “contracts”

• Gamification, enactment practices

• Results (versus task) orientation

• Knowledge / resource openness

• Digital skills, as a way of working

• Continuous learning practices

• Etc.

New Ways of Working are one-to-many work practices

NEW WAYS OF WORKING +


Work Design is specific work needed in service to strategic goals and priorities

Elements such as:• Work goals

• People relationships

• Process / activities

• Work practices

• Policy and procedures

• People abilities / skills needed

• Knowledge / data needed

• Physical work arrangements

• Tools applied

• Human-machine interactions

WORK DESIGN +


CULTURE +

Culture is the glue in digital-first business models

Customer-obsessed

Collectively strong at external insights

Comfortable with ambiguity, disruption,

continual changes

Curious

Transparent


Employee & Worker

Experiences

Designing the digital experience


S E C T I O N 5


Employee Experiences find line of sight in strategy, context in business and work design, and a purpose in ways of working

Business Design

WorkDesign / Ways of Working

EmployeeExperience

Business Strategy


GROWTH MINDSET

PEOPLE-CENTRICITY

CULTURE OF

INNOVATION

PURPOSE-DRIVEN

ORGANIZATION

EXPERIMENT & ITERATE

SENSE & INTERPRET DISRUPTION

SOCIALLY-CONSCIOUS

BEST IDEAS WIN

DATA-CENTRIC DECISIONING

Your most strategic talent and cultural goals should be the focus of your most important Employee Experiences


Good experiences model new work practices and encourage/reward culturally-aligned behaviors


The goal is acompelling, progressive experience that continually evolves, slightly ahead of the adoption curve

Empowers me to find my place

and purpose here

Lets me find others, and be found myself, by expertise and interests

My Personal assistant

in my work

DigitalEmployee

Experience

Connects me with people,

resources and ideas,

globally

Helps me to develop my skills, and to future-proof the skills of

my team

Helps me to weigh and

factor important

data, concepts or risks in my

decisions


Onboarding


+


Starting the journey to successful assimilation within the company

We want to help you focus on what is most valuable and relevant



We begin your journey by engaging you in a dialogue about our strategy, values and beliefs

Strategy & MarketplaceWe’re a digital-first organization

Growth is a mindset here

Our culture binds us



We prepare you for successful integration into

your business and role

My Organization

Our methodologies drive organizational agility

We use analytics in critical decision making

Our practices are industry leading



We immerse you directly into our workplace

Team & Workplace

We value the growth and performance of our team members

Our teams drive diversity of thoughts and ideas

Our digital workplace is a living business ecology

We value the growth and performance of our team members



We are always available –anytime, anywhere to support you and your family’s needs

Services & Support

Our people matter to us

Assisting through personal change

We aim for convenienceand simplicity


An engaged and enthusiastic new hire

prepared and ready to be an active

member and leader in the company


Frontl ineWorkers


+


First responders find new solutions to old

problems... and new professional growth opportunities.

CASE STUDY


Planes and Drones are dispatched to survey disaster zones early and often, collecting pictures and mapping data

Information Gathering

The AI engine processes the data to decipher likely incident types, locations, and services needed

The experience enables workers to review and assess incidents based on real-time, relevant data

STAGE 1


Preparation

Teams rely on AI incident assessments to claim tasks rather than wait for PMs to administer the process

First responders manage their own work pulling PMs in only when a broader perspective is needed

Project Managers monitor their teams’ progress and safety in real-time and are able to effectively collaborate with other teams

STAGE 2


Partnering with technology

First responders add valuable insights and on-the-ground experience to improve the AI

Project managers reset expectations, rebalancing work and priorities real-time

The Experience enables AI and people to learn from each other

STAGE 3


Opening new lines of Communication

STAGE 3

Providing new channels for open and effective communication with:

– Project Managers

– Other teams in the field

– The AI Engine


Improving and Preparing for Next Time

Response teams course correct the AI to make it more accurate and insightful

STAGE 4

Humans and machines working together

AI recommendations become smarter and more relevant


EmployeeJourney


Use immersive experiences to make it feel real

Enable (new) work

© 2018 CONFIDENTIAL & PROPRIETARY 46


Foster a growth mindset through

shared culture and commitments

Unify and align through culture



Help people find their place and purpose in

the organization

Unify and align through culture



Drive organizational change through influence and accountability


Build new organizational capabilities


Future-proof employees with

continual learning and new perspectives




ManagerialEffect iveness

+


Model a culture of feedback, conversations, and coaching to drive team growth

Achieve managerial excellence



Demonstrate the value of common methodologies and programs

Maximize expertise and capabilities



Use business intelligence to anticipate opportunities and drive good outcomes

Deliver critical resources, analytics and data



Demonstrate what good looks like

Achieve managerial excellence



Global teams –driven by diversity

of people & thought




Ongoing Publications

INDUSTRY REFERENCES

Institutions• World Economic Forum (WEF)• MIT Initiative on the Digital Economy• Altimeter Group• McKinsey Global Institute• MIT Media Lab• Harvard Business School Digital Initiative• Leading Edge Forum (LED)• Center for the Edge (Deloitte)

• MIT Sloan Management Review• The Conference Board• Gartner• Harvard Business Review• Deloitte Insights and Bersin by Deloitte• This Week @ The Ready• Dion Hinchcliffe• IDEO

Thoughtleaders• Technology vs Humanity, Gerd Leonhard• Frank Diana, TCS• The Future of Business: Critical Insights

into a Rapidly Changing World from 60

Future Thinkers, Rohit Talwat• Machine. Platform. Cloud. and The 2nd

Machine Age, Erik Brynjolfsson & Andrew McAfee

• Humility is the new Smart, Edward Hess• The Employee Experience Advantage,

Jacob Morgan• Whiplash: How to Survive Our Faster

Future, Joi Ito & Jeff Howe• The Network Imperative, Barry Libert,

Megan Beck, and Yoram Wind• The Master Algorithm: How the Quest for

the Ultimate Learning Machine Will

Remake Our World, Pedro Domingos


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Documents

Shaping the Digital Organization · Shaping the Digital Organization 2018 M I M I B R O O K S ... AGENDA • The 4thIndustrial Revolution • Digital is transforming business •