Where bureaucracy and systems were once a protection for market position against new entrants, they have become a positive disadvantage for large firms, preventing them from achieving the agility they need to compete in new, fast-moving connected markets
At the same time, productivity and the culture of work are changing so rapidly that the notion of corralling a group of reluctant workers into a factory-like structure to extract value from their labour now seems absurd
But it also highlighted the fact that internal structures and inflexible business processes remain a barrier to change, along with finding and retaining the right talent
whilst startups are able to disrupt quicker and more effectively partly because they do not carry the legacy of top-down hierarchy and process-centric organisational structures that have become such a hindrance to many larger firms, if large established firms are to enjoy the same benefits, they must address internal change in order to create structures that can support digital transformation
We believe that larger or older firms have so much long-term value to bring to the digital transformation party when they are able to throw off the shackles of old-style enterprise IT, ERP-driven processes and bureaucratic management
The goal in doing this is to achieve the kind of Twenty-First Century company attributes that are necessary for real digital transformation to work.
Specifically, it makes sense to start by identifying those islands of networked or agile working that probably already exist, find out why they developed and why they continue, and build on them, giving the rest of the organisation visibility of what they have achieved.
We may have been talking about social business and E2.0 for a long time now, so it is not new or novel, but the reality is that even mature adopters of these ideas and approaches are really at first base.
Typically, that means thinking about how social business strategy can be aligned with key systems, processes and people at the holistic (macro) level, the (meso) level of key processes and workflows, and the (micro) level of individual teams, use cases and workplace scenarios
Social technology adoption: putting in place the platform, services, tools and data to enable social business, and then working on the adoption of new ways of working through use case analysis
New organisational structures: moving on to adapt and reform organisational structures to take advantage of what is possible with successful social business adoption
New ways of working: a new approach to roles and tasks,
Les attentes en termes de personnalisation de la relation vont probablement aller toujours croissant, et vont peser sur les organisations, au premier chef sur les personnels en contact direct avec un public de plus en plus exigeant
“As individuals we canâ€™t often appreciate the disruption weâ€™re driving everyday. To us itâ€™s just a single taxi ride, a good nights sleep, a skinny latte. But for enterprises at the receiving end of our patronage, entire industries are being re-formatted every time we pull out our smartphone.”
A vigilant CEO/CMO/CIO can instinctively look at the above examples as proxies and size up what this could mean for her industry. Iâ€™m fortunate to spend time with many of them every week given my line of work, and I can tell you that they absolutely are thinking about what this means for their industry and their business. And yes, their own competencies.
These disruptive models are centered squarely around you as the consumer. And disruption is achieved by creating and leveraging data about your stated and inferred preferences, and how you truly want to procure and consume not a product or a service but an experience, and at a palatable cost.
Experience: This is not about software features or transactional vs. social technologies. The question is: How can I assemble the right people, data, process and content around each discrete task, to drive customer, employee and partner performance.
Agility: No point guessing technology needs over 2-3-4 years. The target is a moving one. Can my technology and vendor choices help me respond to a shifting goal post?
Industry Differentiation: In the face of emerging one-size-fits all cloud, how do I still differentiate and have an edge?
Network Effect: The network is more valuable than software features. What networks do I need to create or be a part of?
“Not so, however, with Matt Quinn, CTO of Tibco. He sees the key change that the digital economy brings as being how users use the application, not which company has the best technology or the `coolestâ€™ tech products.”
To participate in the digital economy requires a business making some fundamental changes,â€ he said, â€œmainly in terms of attitude and approach rather than significant infrastructure changes
To innovate implicitly involves the risk of failure and there will be more failures than successes, it is inevitable. But the ultimate innovations will be much better for it
Businesses need to remember that success doesnâ€™t last, so even if the business gets the right tools for the job now they probably wonâ€™t be right in a few monthsâ€™ time.
When I talk to a bank Iâ€™m not talking about technology but about their customersâ€™ problems. These days, the technology is just an enabler, so there is now a need to think in three dimensions, not two
And with another, rare excursion into talking technology, he observes that, when it comes to apps development, it is also important now to think about and plan the tear down as well as the creation of the app. It has to come off the system as quickly and cleanly as it loads up.
“Lomig Unger is an expert in collaborative innovation framework, with a 15 years experience in innovation and R&D, and 11 in the car industry. Creativity, open innovation, rapid prototyping, design and implementation of disruptive innovation framework, hold no secret for him. He shares his thoughts on his Blomig blog.
Deeply involved in Renault Creative People initiative, he draws some lessons from this ideas-sparkling entity.”
And being connected to actors outside of the company to share concepts, knowledge, links, thoughts and so on.
The first activity is call for ideas on the forum. A call for ideas is focused on a theme, and an email is sent to 68 000 collaborators. We just ask people, if inspired by the subject, to propose ideas on a forum
Another part of my job was to be an â€œinnovative design coachâ€ to help some of the original ideas to grow. Promise is simple : if you want to work on your ideas, join the â€œincubatorâ€, and you will have some help,
For every email sent to 68 000 persons, we have about 3 000 visits on the forum, and between 100 and 200 ideas proposed.
Workshops are handled in the Lab, where we have every tool & methods to help people making ideas become a little more concrete : video, C-K method, drawing, storyboards, business model canevas, machine to make our own cards, 3D printers, laser cutter, and so on.
Outputs are on different level. First of all, it changes the company culture. We try to instigate a different way of working : more agility, more fun, more try & learn attitude !
Every incubators / workshop generates knowledge and concepts sharing, and sometimes unearth new concepts.
Standard deliverable of an incubation is simple : people connected to the idea, knowledge used as insight for the design work (mostly images), concept evolution from the beginning, and a draft of a concrete solution (if it exists).
Our Lab is a tool to produces drafts of products & services, but also a way for the company to be a learning company. This is consistent as we are committed to innovation : both to the process of innovating, and its fruit.
Of course, best ideas and concept are plugged to the existing processes, and shown to people able to buy it. But our goal is clearly to change the companyâ€™s culture, and to be part of the innovative effort.