We all know that the world is changing quicker than ever before, and that businesses are always looking for new ways to create advantages for themselves. Cerys will explore the market dynamics that are combining to create a volatile, uncertain, complex and ambiguous operating environment for businesses and the new types of organisational risk that these are creating. Then, looking at some of the most innovative businesses in the world, highlight some of the new business models, organisational structures and ways of working that are coming together to help transform companies for the 21st century.

1. Headstart Morning Seminar | Transforming
Organisations for the 21st Century
June 2015
POST*SHIFT@CerysHearsey/@Postshift

2. Our core team has pioneered the use of
social technology inside large firms since
2002, and we now work with corporate
clients to assist in developing new forms
of organisational structure and practice
to help create agile, responsive and
adaptable 21st Century firms.
introductions…

3. whilst our technology and
business environment has
evolved exponentially, our
management thinking has
stood still for 100 years…

4. management practice is based on very old assumptions

5. post-C20th market dynamics are very different

6. barriers to entry no longer provide positional defence

7. conventional org structures are now holding us back

8. no startup today would recreate corporate structures

9. and much of what we regard as work produces no value

10. productivity: siloed to quantum

11. productivity: siloed to quantum

12. amazing things can happen

13. what are the conditions that
bought us to this point? what
does it mean for the
organisation?

14. digital transformation is changing everything…
‣ customer engagement
‣ products & services
‣ enterprise IT
‣ business models
‣the nature of the firm

15. social tools help, but cannot change the org on their own

16. SOCIAL
TECHNOLOGY
‣Social Business strategy
‣E2.0 / SocBiz platforms
‣Use cases / process surrounds
‣Adoption & awareness
social technology is part of a wider future of work
ORG
DESIGN
‣Agile / podular teams
‣Networks and communities
‣Open / data-driven working
‣Customer / market pull
SOCIAL
TECHNOLOGY
FUTURE
OF WORK
‣New roles and tasking
‣Network-centric leadership
‣Business model innovation
‣New business structures
ORG
DESIGN
SOCIAL
TECHNOLOGY

17. Structure
• Decentralised
• Resilient
• Adaptive & Emergent
• Networked
• Service-oriented
Culture
• Open
• Customer-centric
• Innovative
• Experience-led
• Passion & purpose
Practice
• Agile & Iterative
• Data-driven
• Collaborative
• Task-focused
• Podular
digital transformation needs new organisational attributes

18. Wider Market
changing market dynamics
ecosystem
organisation
Market composition
Customer behaviour
Technology
Products
‣ Cambrian explosion of startups
‣ Software-driven markets
‣ Rapid emergence of high scale markets
‣ Platforms and ecosystems
‣ Compatibility beats barriers
‣ Prosumption / collaborative consumption
‣ Everything as a service
‣ End customers have more power
‣ Customer trust
‣ Mass-customisation
‣ Diffusion of innovation is accelerating
‣ Ubiquitous collaboration technology
‣ Connectivity is a driver for advances in tech
‣ Design for hackability

19. Double click to edit...
19
the combinatorial effect of market dynamics

20. Double click to edit...
20
risk versus opportunity

21. Frameworkchanging organisation ecosystem to grow new org tissue
Internal
teams
Protected
space
Competitors/
Wider ecosystem
Internal Teams
Competitors -startups and others
1. Connected devices, IoT, data
and platforms
2. everything-as-a-service
3. customer creation and open
innovation
4. start up incubation and
ecosystem cultivation

22. new capabilities are possible
As a sales organisation, we need to
offer an integrated experience (not
front-ends to a set of separate silos
working apart), to grow key account
value.

23. Structure
• Decentralised
• Resilient
• Adaptive & Emergent
• Networked
• Service-oriented
Culture
• Open
• Customer-centric
• Innovative
• Experience-led
• Passion & purpose
Practice
• Agile & Iterative
• Data-driven
• Collaborative
• Task-focused
• Podular
what kind of org do we need to be for tomorrow?

24. social platforms create conditions for new org structures

25. new thinking on organisational structures / interfaces
Dual organisation Holacracy
Connected
company
New ad hoc
models and
combinations
Cell designCell design

26. some new models and theories of the organisation

27. Kyocera: de-centralised ‘amoeba management’

28. Morning Star: efficiency through self-management

29. WL Gore: lattice structure, ‘followership’ & the waterline

30. Valve: no management required

31. beyond one-size-fits-all: multi-dimensional structures

32. transformation vs “change”

33. crash diets (like change programmes) rarely sustain

34. ‘quantified self’ continual improvement works better

35. agile transformation is about small changes & iteration

36. always be capturing workforce ideas, problems, needs

37. define target capabilities in clear and testable terms
“As a sales organisation we need
to offer an integrated experience
(not front-ends to a set of
separate silos working apart)
to grow key account value”

38. then define relevant organisational health indicators

39. use internal social data to track ‘real-time’ progress

40. but use human sensor networks to determine success

41. Do > Observe > Think - gradual change becomes routine

42. more than any one specific
change, the challenge is how
to respond to change itself
- how to be agile

43. AUTHORS
Cerys Hearsey
CONTACT US
info@postshift.com
FIND US
Our blog: www.postshift.com/blog
SlideShare: http://www.slideshare.net/Postshift
Twitter: @Postshift
POST*SHIFT