“Business, organization and culture change are hot topics in the corporate world today. However, they often remain conceptual thinking: implementation is seen as difficult. We know companies have to connect with their internal and external stakeholders, we understand a collaborative culture is now key to success, we may even realize that social technologies are not sufficient to ignite collaboration. So, where to start?”
They change people, update operating procedures, replace the equipment, shift market focus, or hire a strategy consultant. And the problems are still there. Why? Because this is a systemic issue, which requires a systemic transformation.
“Digital business transformation is one of the hottest board room topics in this yearâ€™s strategy planning cycles. Organizations around the world believe that they must begin the transformation process but many remain uncertain how or where to begin. Early efforts to create a Chief Digital Officer role works for media, advertising, and entertainment. Inside other industries, early findings show Chief Information Officers and Chief Technology Officers assuming this role. Regardless of role, digital business transformation requires a broad bench of digitally proficient leaders.
Seven rules emerge from Constellationâ€™s latest engagements and interactions with the Digital CXO Research Board members. Lessons learned should serve as a catalyst to move from the discussion phase to the planning phase.”
“EVERY so often a company emerges from the herd to be lauded as the embodiment of leading-edge management thinking. Think of Toyota and its lean manufacturing system, say, or GE and Six Sigma excellence. The latest candidate for apotheosis is Zappos, an online vendor of shoes and clothes (owned by Amazon), which believes that happy workers breed happy customers. Tony Hsieh, its boss, said last year that he will turn the firm into a â€œholacracyâ€, replacing its hierarchy with a more democratic system of overlapping, self-organising teams. Until Zappos embraced it, no big company had taken holacracy seriously. Indeed, not all of Zapposâ€™ 1,500-strong workforce are convinced that it can work.”
In a similar spirit, Mr Robertson says that the whole that is a firm should consist of overlapping â€œcirclesâ€, each a team of employees who have come together spontaneously around a specific task.
there are now 180 circles, and when the roll-out is completed at the end of the year there will be around 400. Each employee will typically be in two or more circles. Their role, and the mission of a circle, can change frequently, to reflect the evolving needs of the firm.
â€œNine-tenths of the approximately 100 branded management ideas Iâ€™ve studied lost their popularity within a decade or so,
IBM is experimenting with â€œagile managementâ€, in which self-governing teams have regular â€œscrumsâ€ to decide the next â€œsprintâ€, or stage, of the project
GE is rolling out FastWorks, a system inspired by Silicon Valleyâ€™s â€œlean startupâ€ movement, itself inspired by agile management.
Haier, a Chinese appliance-maker, last year split its workforce into 2,000 self-managed teams that perform many different roles.
A system to empower employees to create their own development projects, it was pioneered in the early 1990s by Oticon, a Danish hearing-aid maker. But it fell out of fashion when much of the innovation it produced proved wasteful and workers bemoaned the lack of understandable career paths.
holacracy is a â€œgood fit for Zappos, which has already shown a pronounced proclivity to go its own way.â€ However, he is less confident about its suitability for more conventional firms.
“Given the potential of digital business transformation to drive improvement, I thought it would be interesting to pull together stats on business performance related to digital transformation. Here is what I located and hope you find it useful.”
“In a great IT industry irony, enterprise social networking (ESN) software, designed to boost interaction and collaboration, is often ignored by users and ends up forgotten like the proverbial ghost town with rolling tumbleweeds.”
Gartner predicts that through 2015, 80 percent of social business efforts will not achieve their intended benefits due to inadequate leadership and an overemphasis on technology, she said.
The participation of managers, informal team leaders and top level executives is also crucial, because average workers will take their cue from them.
â€œItâ€™s great for breaking down geographical barriers and harnessing collective action,â€ said Rob Koplowitz, a Forrester Research analyst. â€œTheir value can be astronomical.â€
Carol Rozwell, a Gartner analyst, estimates that between 70 percent and 80 percent of companies she talks to about their ESN deployments are struggling with it.
Employees may resist having to spend time monitoring and tending to another â€œinboxâ€ of sorts, when they are barely able to keep email under control
The experts say that there has to be a business goal behind the implementation of an ESN suite,
Experts also say it helps when the ESN software is integrated at a technology level with the other tools employees use on a daily basis to do their jobs,
A key is to have a â€œpurpose-drivenâ€ ESN
â€œIf an ESN is not integrated with tools like file-sharing, CRM, marketing automation, support tracking or project management, then it becomes just another tool, and that is where adoption issues begin,â€
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