My talk from the Social Business Arena at CeBIT 2015 outlining how a Quantified Org methdology can help us manage and measure digital transformation, whilst achieving much more local involvement.

1. Measuring and Managing Digital
Transformation: Toward the
Quantified Organisation
CeBIT Social Business Arena, Hannover, March 2015
@LeeBryant

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.
POST*SHIFT
introductions…

3. How does digital transformation
impact on the organisation?
Can we find a better way to
manage ‘change’ in the org?
Big data + human sensors:
towards the Quantified Org
1
2
3

4. 1.
Digital Transformation is not just
about technology or customer
engagement. It also requires the
reform of corporate structures to
create more agile, responsive
organisations that can operate in
fast-changing, volatile markets.

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

6. changing well-established org design templates is hard

7. social platforms alone will not change the firm

8. many orgs are reaching a plateau of social tool adoption

9. “Communications tools
don't get socially interesting
until they get
technologically boring.”
Clay Shirky
but that is when real change becomes possible

10. social / collaborative tools make new structures possible

11. 2.
We need to unlearn our approach
to ‘change’. Bureaucratic
structures are getting in the way
of value creation. We need to
equip people with tools that let
them constantly improve the way
they work through small changes.

12. so how can we equip managers to operate differently?

13. relax … this is not another change management project!

14. crash diets (like change programmes) rarely sustain

15. ‘quantified self’ continual improvement works better

16. but how can we manage and measure transformation?

17. 3.
Big data plus the human sensor
network allow us to test the
effectiveness of org structures in
close to real-time. We should use
this to guide agile transformation
and ensure we create the new
capabilities needed to succeed.

18. agile transformation is about small changes, loosely joined

19. this needs ‘sense & respond’ not ‘predict & control’

20. there is no perfect ‘target operating model’ end-point

21. Wider Market
but we need to prepare for changing market dynamics
ecosystem
organisation
Market
composition
Customer
behaviour
Technology
Products
‣ Cambrian explosion of startups
‣ Software is eating the world
‣ Emergence of high scale markets
‣ Speed to scale is crucial
‣ Platforms and ecosystems
‣ Experience versus features
‣ Collaborative consumption
‣ Everything as a service
‣ Empowered customers
‣ Trust is the new brand
‣ Mass-customisation
‣ The attention economy
‣ Faster diffusion of innovation
‣ Ubiquitous collaboration
‣ Connectivity in everything
‣ Designing for hackability

22. and in some areas we will need new organisational tissue
Internal
Realm
Liminal
Spaces
Ecosystem
Internal Teams
External teams
new models:
‣ IoT, connected devices,
data and platforms
‣ everything as a service
‣ customer co-creation
and open innovation
‣ startup incubation and
ecosystem development

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
so how do we define and develop these new capabilities?
“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”

24. and how can we test them in close-to-real-time ?

25. we need better organisational health measures

26. human sensor networks and self-aware organisations

27. big data: towards the quantified org, not quantified serfs

28. people-powered organisational transformation

29. putting small-scale change on the weekly agenda

30. in summary: towards the quantified organisation

31. in summary: towards the quantified organisation
An outline for capability-driven digital transformation:
1. Understand the impact of changing market dynamics
2. What organisational capabilities do these require?
3. Express capabilities as ‘agile user stories’ for the org
4. Define what success looks like and find relevant measures
5. Give each manager, each team oversight of their structure
6. Separate ‘what’ and ‘how’ in targets - let teams decide ‘how’
7. Align E2.0 and change efforts to develop these capabilities
8. Involve everyone in organisational self-awareness / change
9. Develop your guiding coalition and align on purpose
10. Do -> observe -> think; sense and respond; rinse and repeat

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

33. https://www.flickr.com/photos/tsevis/14793153807
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image credits