Links for this week (weekly)

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  • “This digital transformation framework calls for strategic leadership as the architect and is built on a foundation of strategic goals and objectives.The building blocks are tactical leadership, governance, digital competencies, education and training, and change management. An organization’s culture is the mortar that connects and binds everything together.”

    tags: digitaltransformation framework culture leadership governance skills training education changemanagement

    • Digital Era success requires leaders who recognize that digital engagement and transformation are worthwhile long-term investments and not just short-term tactical initiatives
    • An organization’s strategic goals and objectives are the foundation of any digital transformation effort and are therefore the foundation of the digital transformation framework
    • Whereas strategic leadership is the design component of the digital transformation framework, tactical leadership is the execution component.
    • As a core element of the digital transformation framework, governance includes things like roles and responsibilities, rules and guidelines, policies and procedures
    • opening up channels of communication and using more sophisticated technology to facilitate communication and collaboration creates the need for more, rather than less, control
    • digital competencies include digital literacy (or digital fluency), as well as digitally-focused management and leadership capabilities.
    • Digitally-focused management capabilities include the ability to address issues and challenges related to the development and implementation of social/digital engagement strategies and plans (including governance, risk, and human capital considerations), as well as the use of these technologies by individual employees.
    • For too long we’ve been operating with what I call a LIY (Learn It Yourself) approach to social and digital technologies. This ap
    • As important as good user design and user experience are, it’s unrealistic to expect that the standards of simplicity and intuitiveness we apply to consumer-oriented technologies can be completely extended to the tools we use for work.
    • Rather, there needs to be an emphasis on understanding the underlying logic behind new technologies (e.g., what is a discussion thread, what do hyperlink codes tell us) and developing transferable skills that can be used across a wide range of platforms (e.g., html basics).
    • Creating a roadmap for Digital Era success requires some very powerful shifts in mental models, individual and group behavior, and organizational processes –
    • Leaders must recognize that the “bigger wins” will come when they integrate social technologies throughout their operations, effectively becoming what is often referred to as a “social enterprise” or “social business.”
      • The key cultural drivers, in order of importance, are:

          

        • Performance values: operational efficiency, organizational effectiveness, financial performance
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        • Innovation values
        •  

        • Human capital and communication values
  • “To gain the desired results from a new direction, system or initiative, organizations need the benefit of change leadership along with change management.”

    tags: changemanagement changeleadership

  • “Les modèles d’affaire qui émergent aujourd’hui offrent l’image d’une hyperconcurrence. Dans l’économie numérique, il y a toujours mieux et moins cher ailleurs, et cette dynamique déborde aujourd’hui les frontières du Net. Comment une entreprise peut-elle survivre dans cette jungle, comment peut-elle se distinguer? De nouvelles logiques émergent, de nouvelles propositions de valeur qui pourraient devenir la clé du monde économique de demain.”

    tags: valueproposition digital collaborativeeconomy networkeffect innovation experience jobs

    • Le profil type des entreprises qui ont dominé cette période : une taille importante, une organisation pyramidale, des chaînes de production cadencées, cartographiées et standardisées suivant les principes de l’organisation scientifique du travail.
    • En effet, dans l’économie numérique, la ressource abondante et peu chère n’est plus le pétrole mais… les individus, et plus précisément des milliards d’individus de plus en plus éduqués, équipés et connectés
    • L’enjeu stratégique, pour une entreprise numérique, n’est plus seulement de s’assurer d’un accès privilégié au pétrole – ce fluide essentiel de l’économie de masse – mais de se ménager un accès privilégié à cette ressource nouvelle, essentielle et génératrice d’externalités positives : la multitude.
    • Toutes les entreprises qui sortent du lot aujourd’hui, toutes celles qui dominent leur marché, sont celles qui ont réussi à forger avec la multitude une alliance durable.
    • Amazon est une société de vente de biens physiques avant d’être une entreprise numérique. Mais elle a réussi à échapper à la lourdeur et au rendement décroissant de son cÅ“ur de métier, la logistique, en créant cette alliance avec la multitude.
    • Avis d’utilisateurs et algorithmes de recommandation créent des effets de réseau qui s’ajoutent aux économies d’échelle. Ainsi, le rendement de l’activité d’Amazon est devenu croissant et lui permet aujourd’hui de continuer à croître sans être emportée par son infrastructure logistique.
    • Dans l’économie numérique, ces effets de réseau sont longtemps restés marginaux. Mais aujourd’hui le numérique a introduit des effets de réseau dans toutes les filières. Dès la bulle spéculative des années 1990 les entreprises ont commencé à être valorisées en fonction du nombre de leurs utilisateurs.
    • les entreprises numériques ne peuvent pas devenir des prédateurs pour leurs clients. Elles doivent honorer les termes de l’alliance et continuer de bien servir leurs clients :
    • Les clients sont d’autant plus fidèles que l’offre change en permanence. Innover est un impératif.
    • Innover en permanence crée une boucle avec l’expression de la multitude, qui permet d’entretenir la relation et d’intégrer les critiques. La multitude sait apprécier les investissements destinés à améliorer son expérience
    • Les entreprises du numérique sont donc condamnées à l’innovation permanente. N’est-ce pas un exercice périlleux ? 

       

      Oui, d’autant plus qu’il est de plus en plus difficile d’ériger des barrières à l’entrée sur les marchés numériques. Il est malaisé, par exemple, de sécuriser la ressource qu’est la multitude.

    • Dans une part croissante de l’économie collaborative, les utilisateurs ne sont plus actifs gratuitement et mettent à disposition des ressources (leur temps, leur argent, leur créativité) en échange d’une quote-part de la valeur créée.
    • Rappelons-le : dans l’économie numérique, il y a toujours mieux et moins cher ailleurs. C’est pourquoi les entreprises dont la proposition de valeur est purement transactionnelle finissent par disparaître,
    • Mais si vous créez une expérience qui dépasse le transactionnel et s’étend à l’inspiration, à la recommandation, au service, à la valorisation, à l’interaction, alors vous avez une chance que vos clients ne regardent plus seulement le prix mais se posent une question beaucoup plus subtile : avec quelle entreprise suis-je le plus à l’aise?
    • L’économie numérique créera des emplois, majoritairement non qualifiés d’ailleurs, dès lors que nos institutions seront mises à niveau.
    • Notre protection sociale ne sait pas couvrir ces risques, qui n’existaient pas ou peu dans l’économie du 20e siècle. Tant qu’elle n’apprendra pas à les couvrir, l’économie numérique ne créera pas d’emplois.
    • La pire crise, nous y sommes déjà : c’est l’absence d’institutions qui permettent le développement de l’économie numérique. Au
    • Et aucun dirigeant aujourd’hui ne se soucie d’inventer les institutions qui seraient adaptées au nouveau paradigme.
    • peut-être y aura-t-il un jour un choc de la multitude ? Peut-être demandera-t-elle à être mieux rémunérée en échange de ses ressources et, alors, ce renchérissement brutal peut-être déréglera-t-il la mécanique de la création de valeur…
  • “it’s actually a different type of integration. In the wake of the omni-channel, the term companies use to describe an entirely linked suite of channels aspiring to provide a seamless service, humans are returning as a fundamental component to a successful service”

    tags: digitaltransformation customerexperience omnichannel

    • The omni-channel approach runs the risk of ditching humans for automated touch points, but for digital to triumph, these services must be re-humanized. Companies need to strategically consider which services are appropriate to manage via machines, and which require human interaction.
    • But here’s the catch: the key to great customer service in digital is not always digital; it’s the authentic human beings at the heart of their organization.
    • Why commoditize one of the most important opportunities to interact with your customer, or outsource it to people with little incentive to make the interaction great?
    • This revelation appears in the shift in language from “staff” and “operative” to “colleague,” emphasizing a sense of collective camaraderie and de-emphasizing a binary between employees and customers.
    • Emphasizing the valuable impact that workers have on the mission of a company is majorly motivating
    • Telstra in Australia announced a massive “digital first” initiative recently, but the mission of the initiative is actually to put humans first.
    • This means that they’re digitizing all the repetitive, administrative tasks in order to better empower their colleagues to focus on more meaningful interactions with their customers, whether it’s in stores, at home, or over the phone.
    •  

       This isn’t just about providing employees with an iPad-controlled dashboard with a glut of data. It is creating points of action instead of points of information.

    • At its most basic level, a company needs to provide better information to its employees. This doesn’t mean complicated dashboards and frivolous executive-ware, but rather actionable, contextually relevant information that colleagues need to do meaningful work.
    • Companies should also consider how colleagues could easily share information on their experience with their peers so they could learn how to enrich the customer experience.
    • But these people aren’t robots; they’re the liaison between customers and the brand. They should be measured not just on their speed, but on the quality of the interaction with the customer. The customer’s problem should be solved efficiently, but with a warm, humanized tone.
    • We’re increasingly getting more quantified measurements for our labor, but what would the qualification of our work look like?
  • “Dans ce second billet nous allons décrire les quatre premiers des 7 points cardinaux de cette transformation. Pour chacun, nous allons proposer des principes, des exemples, des anti-patterns et des questions vous permettant d’évaluer votre stratégie. Ces sept points sont les suivants :

    la relation client
    les produits et services
    les processus
    les outils”

    tags: digitaltransformation customerrelationship services process technology

    • La transformation digitale c’est avant tout une profonde transformation de la relation client ou plutôt, si on le voit depuis l’autre perspective, une expérience utilisateur complètement intégrée.
    • Le client a acquis ce que les anglo-saxons appellent une digital literacy, une culture digitale des outils mais aussi des pratiques.
    • Fini les plans quinquennaux : on profite de la radicalité d’internet (la masse de clientèle potentielle, les tests en temps réels) pour tester très rapidement une hypothèse et pour ajuster rapidement
    • : les processus sont conçus du client (qui représente une obsession) au client (qui est celui qui paye l’entreprise). Ils se concentrent sur les deux éléments structurants de la satisfaction client : la qualité (i.e l’adéquation entre ce qui est livré et ce qui est attendu par le client) et la rapidité.
    • Nous parlons là d’outils légers et fluides incarnés par trois tendances lourdes : mobile, social et cloud.
  • “on a parfois du mal à se représenter à quoi cela correspond et à imaginer par quel bout prendre le sujet. Qu’entend-on par cette expression ? Quels sont les enjeux que cette transformation implique ?”

    tags: digitaltransformation

    • le qualificatif digital est approprié en français,
    • Ludovic Cinquin, DG Octo France, en apporte une définition fulgurante : la transformation digitale c’est l’exploitation radicale des possibilités d’internet.
      • le temps : avec la notion de temps-réel, internet abolit le temps
      •  

      • l’espace : avec l’ubiquité qu’offre la mobilité
      •  

      • l’universalité : avec l’accès à la multitude, internet abolit les limites au potentiel d’audience
    • les fausses idées que nous nous faisons au sein de l’entreprise au sujet de nos clients, de nos processus, de notre logistique, de la valeur de nos produits etc … sont une source incommensurable de gaspillages et de coûts pour l’organisation.
    • dans un contexte incertain et imprévisible, l’approche expérimentale est le mode de fonctionnement le plus résilient qui soit.
    • construire et ajuster en permanence, le plus rapidement possible :

       

      1/ une connaissance validée de la réalité du marché, d’aujourd’hui,

       

      2/ les produits et services les plus adaptés pour y répondre
       

       

      3/ l’organisation nous permettant d’y arriver

  • “Pur produit du numérique, Lubomira Rochet mène à bien la transformation digitale de L’Oréal. Plutôt qu’une brutale mutation en start-up de l’imposant groupe, elle prône une méthode progressive impliquant toute l’entreprise et mise sur la preuve par l’exemple. “

    tags: l’oreal chiefdigitalofficer lubomirarochet management digitaltransformation

    • Passer du produit beauté au service beauté

       

        Elle voit son rôle comme celui d’un catalyseur pour atteindre deux objectifs : accélérer de façon rationnelle et optimisée les actions en cours en soutenant les équipes, d’une part, et inventer les services de la e-beauté, en imaginant de nouveaux modèles, d’autre part

    • Démythifier le numérique

       

        Pour Lubomira Rochet, il ne faut surtout pas essayer d’imposer le numérique, sous peine d’échec. Elle veut donc infuser tranquillement la culture digitale dans le groupe, démythifier le sujet, le recontextualiser plutôt que de l’opposer aux méthodes traditionnelles

    • Convaincre individuellement

       

        Mais cela n’exclut pas la formation, loin de là. La CDO veut accroître les compétences de chacun. Et pour ce faire, elle et son équipe vont par exemple créer un centre d’expertises phares du digital : e-commerce, data, données de consommation, expérience utilisateurs, CRM, médias sociaux

    • Il faut une posture de leadership frugal, où l’on ne compte pas ses armées mais ses disciples !
  • “To gain the most business benefits from today’s digital technology, it pays to question key managerial assumptions.”

    tags: digitaltransformation management customerservice automation businessprocess processautomation centralization decentralization data

    • For larger companies in more traditional industries, it’s easy to think that digital transformation can wait and that a follower strategy is a safer route than trying to be a pioneer. That kind of thinking, while tempting, is wrong.
    • We found that in every industry we studied, companies are doing exciting things with digital technology and getting impressive business benefits
    • For managers in traditional industries, this can be a tall order. Many assumptions about what is possible and impossible, based on experience with last century’s technologies, are no longer valid in the digital world.
    • Assumption 1: Our customers really value the human touch. Humans have their place in customer interactions. But not all interactions with humans are actually valuable to customers.
    • In fact, some customers today favor self-service over personal interaction
    • Assumption 2: We’ve reached the limit of how far we can automate our operational processes. In the past, automation worked best for standardized, repetitive tasks.
    • IBM Watson, the Google self-driving car, and new flexible robots are redrawing the boundaries about what kinds of work can be automated.
    • However, technology doesn’t just do away with routine work. It also allows you to radically redesign the way your company operates.
    • Assumption 3: Working as an integrated company will slow us down and stifle innovation. Pre-digital wisdom held that centralized companies, while slower to innovate, can be more efficient than decentralized ones. The same thinking argued that decentralized companies can be more responsive to local markets, even if they have a harder time optimizing performance or sharing innovations across units.
    • However, once they create standard core processes, companies gain the option to build local variations on top of the standard platform, while maintaining the efficiency and integrated data that standardization provides.
    • Decentralized companies can have integration where it counts, while centralized systems can also allow companies to be locally responsive.
    • Integrated systems and centralized processes offer benefits that go beyond efficiency and quality improvement. They can also be useful platforms for innovation.
    • Assumption 4: The strategic assets that brought us success in the physical world will also be valuable in the digital environment. Transitioning to the new digital world does not necessarily require you to completely discard the old in favor of the new
    • The exponential growth of digital information, combined with increasingly sophisticated analytics capabilities, means that data should be considered an asset class in its own right.
    • As digital technology reaches into every corner of the business world, it is creating a new playing field with new rules.
    • Our research indicates that large traditional companies can outcompete fast-moving digital startups if they embrace the digital environment and find ways to make it theirs.
  • tags: workplace digitalworkplace intranet

  • “GM is among companies ranging from General Electric Co. to Tesla Motors Inc. that are building custom software for products and internal use. They believe it is the best way to differentiate themselves and respond as rapidly as possible to customer preferences. “

    tags: GM casestudies customerexperience sales digitization digitaltransformation

    • Because we brought the [information technology] work back in-house, we can take the lid off of what is possible,”
    • The new focus on custom, internally-built software poses a potential challenge to technology outsourcing companies such as H-P and Dell Inc., as well as providers of off-the-shelf business software,
    • But the technology has led to significant changes in the way the company operates and goes to market, and it has helped open up new sales sources of revenue such as capturing online shoppers.
    • So far, about 1,800 of GM’s 4,300 dealers have agreed to participate in the program,
    • Dealers electronically send their inventory data to GM daily
    • However, none of the information collected from a customer is kept by GM.
    • auto maker is in the early stages of leveraging its new computer and software capability
  • “Here’s the good news: wearables have the potential to deliver huge corporate benefits. According to a study by PricewaterhouseCoopers (PwC), 77% of respondents think that one of the most important benefits of wearable technology is its potential to make employees more efficient and productive at work.”

    tags: wearable productivity wearabledevices

    • wearables could help them access information more quickly (60%), track their work schedule (54%), log personal health information (52%) and track personal calendars (51%).
    • 86% of respondents think wearables would make them more vulnerable to data security breaches. 
    • It’s important to determine if your existing BYOD policies can support wearable devices
    • the time is now to revisit existing BYOD or mobile content management and security strategy with wearables in mind,
  • “In a digital business, digital technology must be at the heart of what the business is doing and how it generates revenue, seizes competitive advantage and produces value. A true digital business will have a profound impact on the way individuals work and the way companies do business in the future.”

    tags: digitalbusiness digitalenterprise digitaltransformation agility

    • However, it has become apparent that organisations are still not clear on a definition of digital enterprise, let alone a road map to become one.
    • Analyst firm McKinsey believes the best place to start in the digital enterprise transformation is for an organisation to understand the value that it can bring and then decide on priorities.
    • ‘Firstly, they need to understand, really, where is the value of digital. Is it in marketing? Is it in sales? Is it in automating operations or a combination of all of those? Secondly, they need to prioritise.
    • Overall, McKinsey believes the value of becoming a digital enterprise should be in reducing costs by replacing labour-intensive activity with software-supported activity, either through full automation or through improving the productivity of individual workers in their jobs.
    • The key to achieving this is by eliminating the waste of unnecessary paperwork and overly complicated processes by digitising and automating the way we collaborate at work.
    • A true digital enterprise will integrate information, processes, work and people so that the entire organisation can collaborate more efficiently and effectively, and therefore produce more valuable products and services. 
    • In a digital business, digital technology must be at the heart of what the business does and how it generates revenue, seizes competitive advantage and produces value.
  • “Convincing business executives to wisely invest in digital transformation by advocating solutions around cloud, business intelligence, big data analytics, the Internet of Things — or even Everything — has proven to be counterproductive in too many cases. IT-focused people cherish these concepts because we feel that abstraction is needed to stress their vast potential.

    But selling promises and proof of concept often only serves to irritate people who, year after year, spent money like water on them.”

    tags: c-suite digitaltransformation

    • in every business case we should start by confronting the contextual web of facts (what actually has been and will be achieved) with the aspired web of thoughts (what we wish to and may be able to achieve). On that basis each time we should have a thorough, sensible and sharp discussion.
    • More and more, business people, product designers, marketeers and CIOs mix and match digital business bricks to increase product quality, service flexibility and customer intimacy
  • “In a recent MIT CISR poll, 42% of our respondents said they expected to gain competitive advantage from social, mobile, analytics, cloud, and internet of things (SMACIT) technologies.

    But guess what? That’s not going to happen. The most notable characteristic of those technologies is their accessibility — to customers, employees, partners, and competitors. Because they are so accessible, it is very difficult to generate competitive advantage from any of them. That doesn’t mean you can ignore them. But the truth is that, for the most part, they redefine minimum requirements for operating in a given industry — not advantages.”

    tags: digitaltransformation casestudies nordstrom experience customerexperience

    • to provide a fabulous customer experience by empowering customers and the employees who serve them.
    • This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes.
    • Don’t worry about developing a strategy for social, mobile, cloud, or any other technology. Develop a strategy for succeeding in the digital economy—a purpose that leverages your unique capabilities and responds to market opportunities.
  • “The Epic Shift: Away from “Talent” and now focus on “People.” Talent scarcity is still a problem, but engagement, empowerment, and environment are now the real issues companies face.”

    tags: humanresources peoplemanagement talentmanagement

  • ““We want Zappos to function more like a city and less like a top-down bureaucratic organization,” Hsieh tells Quartz, saying that when cities double in size they become 15% more productive, but when companies double in size, productivity declines. “Look at companies that existed 50 years ago in the Fortune 500—most don’t exist today. Companies tend to die and cities don’t.””

    tags: casestudies zappos holacracy management compensation

    • In a Holacratic organization, the company is divided into a collection of circles that are encompassed by the largest internal circle (called the “General Company Circle,” or GCC) and then the board of directors. The system is designed so that circles can be created and disbanded at any time. The vision is for employees to hold multiple roles and move fluidly throughout circles, making it easier to efficiently and frequently reorganize the company
    • Although the system is designed to more evenly distribute power, it’s difficult to ignore longstanding power structures. Many managers are now lead links of circles, tasked with guiding meetings and workflow. But under Holacracy they technically can’t tell employees how to complete that work.
    • Many see the system, criticized for being too rigid and dogmatic, as a hindrance to getting work done—especially when it comes to the structure of meetings, which are filled with protocols and don’t allow for small talk.
    • HolacracyOne, the consultancy that works with companies to implement the system, provides a basic framework but has left big questions unanswered, like compensation and hiring/firing.
    • Hsieh’s vision for Zappos’ call center operating like on-demand car service Uber will only work if he gets employees’ buy-in.
    • While that led to some honest discussions about management, many difficult conversations never took place,
    • Things are going to get slower before they get faster,”
    • 1

       

      In many cases, Holacracy served as the tipping point for departures.

    • The No. 1 reason is that people don’t understand the strategy for Zappos. What’s the strategy? Part of the strategy is self-organization.”
    • Ultimately, it’s not about whether Holacracy is the answer but instead what problem you’re trying to solve.
    • Holacracy replaces that [traditional] structure with a structuring process, at least for particularly frequent kinds of conflicts, to resolve conflicts in a potentially less-hierarchical, more self-organized, and more adaptive fashion.”
    • Asking employees to all speak the same language in the name of giving them a voice raises a red flag. Does Holacracy ultimately push employees into groupthink?
    • It doesn’t matter if we’re doing all these experiments as long as we make our financial plan,
  • tags: skills digitaltransformation work

  • “Les entreprises qui veulent aller plus vite font l’impasse sur les arbitrages. Pour ne pas mettre en danger leur transformation numérique, leurs responsables sécurité doivent donc radicalement changer d’attitude. “

    tags: digitaltransformation security governance saas

    • La meilleure sécurité est celle qui ne se voit pas. D’où l’importance de la mettre en place dès le début du projet.
    • Ce n’est pas la technologie qui compte, mais l’intérêt que les hackers peuvent trouver dans la démolition de votre produit.
    • Le problème est que le RSSI est trop souvent identifié comme l’homme qui dit non. Il est vu comme celui qui interdit, celui qui verrouille,
    • Car, lorsque l’on entend que des acteurs comme Orange ou TF1 ont tout récemment été victimes d’attaques, il faut savoir que ce sont désormais leurs prestataires qui ont laissé partir leurs données. Dans de telles conditions et sans intervention en amont, le RSSI ne peut alors plus rien faire pour court-circuiter une attaque. 
    • Les entreprises ne peuvent plus se permettre de garder des personnes qui font de la sécurité informatique comme au XXème siècle, des empêcheurs de tourner en rond. Il faut s’adapter ou, malheureusement, disparaître.
    • Trop de projets ont échoués car les responsables informatiques décidaient dans leur tour d’ivoire de proposer de nouveaux moyens de travailler, très sécurisés sur le papier, mais qui ne correspondaient pas aux besoins des utilisateurs
    • La fonction du RSSI agile consiste à se demander quel intérêt un hacker pourrait trouver dans les nouveaux usages de l’entreprise.
    • Exiger des fournisseurs qu’ils implémentent dans leurs solutions des règles de sécurité dignes d’une banque ou d’une centrale nucléaire n’a plus lieu d’être
  • “It is said that competition is the mother of innovation. And faced with competition not only from other hotels, but also from disruptive players like Airbnb, some hotels have taken meaningful steps to differentiate their guest experiences by adopting innovations in technology.”

    tags: hotels experience customerexperience connectedobjects robots sensors

    • If you are staying at Aloft Cupertino, a boutique hotel near Apple’s headquarters, and order room service, you may get it delivered from their newest employee, A.L.O., a three-foot tall Botlr robot.
    • At New York City-based hotel Yotel, you’ll find a robotic concierge that will store your luggage if your room isn’t available yet, or if you are checking out and need a place to store your luggage
    • Each of its rooms comes tricked out with an infrared sensor that detects body heat. If the sensor shows up on the door panel, hotel staff moves on and checks back later, ensuring that guests are never disturbed.
    • RFID provides a way for the hotel to offer its guests a customized experience — think walking up to the elevator and the elevator instantly responding to pick you up and take you to the floor where your room is located.
    • And Nine Zero Hotel in Boston uses a retinal scanning device that provides even more accuracy and security than fingerprint identification.
  • “I was never totally happy with the 7S model even when I first started working with it whilst still fairly new early on in my career (I remember McKinsey were promoting the recently published In Search of Excellence at the milk round careers fairs I attended.) But it’s now feeling very old and tired.

    Even McKinsey, if they were redoing the model for today (and were still interested in the activities in the 7S rather than the outcomes making up Organisation Health) would I am sure come up with an additional S today – which would of course be Social Relationships…”

    tags: mckinsey 7S organization models management

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