Earlier this week at the IOM Summit in Cologne, I gave a talk entitled ‘Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise...

1. Defining the Operating Model
for the Digital Enterprise
IOM Summit, Köln, September 2016
Lee Bryant POST*SHIFT

2. POST*SHIFT
ConsultingSoftwareResearch

3. SOCIAL
TECHNOLOGY
‣Social Business strategy
‣E2.0 / SocBiz platforms
‣Use cases / process surrounds
‣Adoption & awareness
Social technology is an enabler for the 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

4. Social tech in the workplace: necessary but not sufficient
http://www.margolis.co.uk/enterprise-social-networks-study

5. Progress happening, but internal structure still a blocker

6. The world is changing faster than our organisations

7. Connected products require a connected company

8. As products change, so must the organisation

9. Agility is now the number one change goal for large orgs
Source: Jon Husband's logo for Wirearchy

10. We have some great new
theories and models of
the organisation…

11. Circle-based structures (e.g. Medium)
SUB-CIRCLE:
Dedicated to a function
SUPER-CIRCLE:
Responsible for the overall purpose
ROLE:
A task related to a function

12. Tribes & Guilds Model (e.g. Spotify)
TRIBE
SQUADGUILD
CHAPTER

13. Autonomous Business Units model (e.g. Haier)
CUSTOMERS
VALUE CREATING FUNCTIONS: Marketing, R&D, Manufacturing etc.
SHARED SERVICES PLATFORM: IT, HR etc.
SERVANT LEADERSHIP: Execs, Management

14. But in large firms, any new model hits major barriers
• leadership culture & hierarchy
• central departments & bureaucracy
• top-down approach to change
• digital skills & employee culture
• poor / centralised tech
• competing owners of topics
• focus on tech, not the org & people

15. But in large firms, any new model hits major barriers
• leadership culture & hierarchy
• central departments & bureaucracy
• top-down approach to change
• digital skills & employee culture
• poor / centralised tech
• competing owners of topics
• focus on tech, not the org & people

16. Here’s how I think you
can overcome the
biggest barriers…

17. … by helping create the
two key foundations of
the adaptive enterprise…

18. 1An Organisational
Operating System
that embodies
core services in a
shared platform
2A distributed
Operating Model
that enables
evolutionary
improvement

19. 1A new Organisational
Operating System

20. (why organisations should
be more like software)

21. FrameworkFrom vertical integration to pace layering, services, APIs

22. Platforms and a service-oriented architecture

23. Platforms and a service-oriented architecture

24. Iterative & agile approaches beat central planning

25. Connected software: more value from human interaction

26. Amazon: great example of ‘business as a platform’

27. But this is not just confined to tech firms

28. But this is not just confined to tech firms

29. Platforms are the most viable alternative to hierarchy

30. Digital Enterprise needs a better way to coordinate work

31. From puppets to actors…

32. Platforms: the stage on which people & teams can shine

33. SHARED SERVICE PLATFORM
A service-oriented architecture for the organisation

34. Platform services as a base for app-like user experiences

35. Platforms enable new management methods

36. Platforms enable new management methods

37. Rules, processes, directives can be embedded in software

38. AI needs connected data and service platforms to work

39. Platforms for people and things to work together

40. ESNs, intranets, data and
collaboration systems are a
good starting point for
creating the service layers
required by the platform

41. 2A new distributed
Operating Model

42. 38
Market
V U C AVolatility: unexpected
and unstable market
conditions
Uncertainty: lack of
information to foresee
changes
Complexity: many
interconnected parts
and variables
Ambiguity: casual
relationships are
unclear or unknown
A VUCA future needs constant adaptation / evolution

43. How can we use our
existing ESNs & intranets to
become more adaptive?

44. A human sensor network for distributed transformation
Sheeren mosaic 2 by Paul Wells

45. Existing adoption metrics alone don't tell us very much

46. 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
© Postshift LLP, 2014
Target organisational capabilities, not adoption metrics

47. ‘Quantified self’ continual improvement for the organisation

48. Some practical small steps for
owners of internal platforms

49. Gather and share stories of change
Princess and the Frog by Joana Coccarelli

50. Recruit and animate an internal change agent network

51. Consider scale & intimacy: networks / communities / teams

52. Ask the org what new capabilities it needs at each level

53. Always be capturing ideas, pain points, needs & data

54. Write agile user stories for new organisational capabilities

55. Coordinate & measure change actions that target them

56. Do > Observe > Think: distributed, agile transformation

57. We need to go beyond simple
communication use cases for
internal systems and make the
case that they should become
part of the platform for a new
organisational operating system

58. thank you for listening :)
{ }Please continue the
conversation with us:
• @leebryant / @postshift
• lee@postshift.com
• www.postshift.com
POST*SHIFT

59. Additional image credits and references
https://flic.kr/p/foH23g
https://flic.kr/p/6ukbKf
https://www.flickr.com/photos/davegray/6865783407/
https://www.flickr.com/photos/davegray/8614115016/
https://www.flickr.com/photos/mattpaish/8110496706/
https://developmentofwindows.files.wordpress.com/2014/09/windows3.jpg
http://www.engadget.com/2015/10/04/daimler-self-driving-truck-test/
https://www.flickr.com/photos/peasap/655111542/sizes/l/
https://www.flickr.com/photos/81133120@N06/14911009117
https://www.flickr.com/photos/tinkerszone/3948664111/
https://www.flickr.com/photos/89850576@N08/8164065982/
https://www.flickr.com/photos/dplanet/94442623/
http://www.slideshare.net/RachelDavies/spa-conference-implications-of-conways-law
https://www.flickr.com/photos/330thbg/14303493780/
https://www.flickr.com/photos/nate2009/12436753284/
https://www.flickr.com/photos/fabolous/15728923718
http://mergy.org/wp-content/uploads/wpid-IMG_20131030_082022.jpg
http://intenseminimalism.com/2010/the-dot-loop-the-simplest-process-possible/
https://www.flickr.com/photos/blakespot/3029273217/
http://www.telegraph.co.uk/sponsored/china-watch/business/12006363/zhang-ruimin-haier-group.html
http://www.mckinsey.com/business-functions/business-technology/our-insights/the-digital-tipping-point-mckinsey-
global-survey-results
http://news.nationalgeographic.com/2016/05/financial-times-meet-the-cobots-humans-robots-factories/