Change Management for Digital Transformation
•
10 gefällt mir•2,969 views
Keynote at Digital Workplace Conference 2016 on Change Management for Digital Transformation. I looked at examples of transformation around the world, and explored the direct and indirect effects across work practice, organisational structure, corporate culture, and business model.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Change Management for Digital Transformation
Ähnlich wie Change Management for Digital Transformation (20)
Mehr von Michael Sampson
Mehr von Michael Sampson (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Change Management for Digital Transformation
- 1. Change Management for DigitalTransformation Michael Sampson The Michael Sampson Company michaelsampson.net
- 15. business transformation disruption digital transformation re-imagining effective work future of work
- 16. business transformation digital transformation re-imagining effective work future of work disruption
- 17. What is digital transformation?
- 18. What is digital transformation?-enabled change
- 19. NewTool or Approach Direct Indirect Indirect Indirect
- 20. Autonomous Vehicles Don’t have to drive to work Can work, read or sleep in your own vehicle Acceptance of death by robot Don’t have to own a car No street signs or car parks “Phonecar” Direct Indirect Indirect Indirect
- 21. Tesla PowerWall Not paying the electricity company every month Resilience and self- sufficiency Environment improves; Clean energy (wind, solar); No power lines Transmission network is no longer an asset Direct Indirect Indirect Indirect
- 22. Starbucks Mobile Order & Pay Order from phone, pay from Starbucks card Less time waiting in line (900,000 hours/year) Don’t have to pay each time Starbucks a financial services company Direct Indirect Indirect Indirect
- 23. Digital Tools Practices and Processes What Do Tasks Organisation Structure Where/When Get work Report Corporate Culture How Norms Attitudes Business Model Why Value given Value gained
- 24. Office 365 Less Email, More Yammer Discussions across departments Less “them” More “us” Where we hire talent, how we staff projects Direct Indirect Indirect Indirect
- 28. Challenge Lead people to effective use Digital Tools Practices and Processes
- 29. Digital Tools Practices and Processes From Purchased Make available To Engrained Make practical Get value
- 30. Approach Practices, processes, activities commonly done in daily work Digital Tools Practices and Processes
- 32. Scenarios to Explore Opportunity Co-authoring, Meetings, Discussions, Projects, Productive Thinking, Distributing Updates, etc. Digital Tools Practices and Processes
- 33. Adoption Framework Driving Effective Use of Office 365 Digital Tools Practices and Processes
- 34. Surrounding Context Drivers for Effective Use Developing Usage Competence Effective Use Extending Effective Use
- 35. Drivers for Effective Use Enables a Business Strategy Core to a Business Process Executive Mandate In-Group Social Expectation
- 36. Drivers for Effective Use Enables a Business Strategy Core to a Business Process Executive Mandate In-Group Social Expectation Strategy: International Expansion through Acquisition Requirement: Consistent Processes and Operational Blueprint Tool: SharePoint and Workflow
- 38. Self Study Materials Developing Usage Competence Classroom Training One-to-One Coaching Group Study Materials Example: Healthcare Firm What: Open clinic every Friday at 4pm Why: People can ask questions, seek guidance Tool: Yammer
- 40. Effective Use Core to Work Embedded Champions Community Managers Remove Alternatives Example: Landcare Research (New Zealand) What: SharePoint for HR Team How: Wednesday Bulk Loading Party
- 41. Extending Effective Use Exemplar Stories Internal User Group Train on Core Behaviours Train on Basic IT Skills
- 42. Extending Effective Use Exemplar Stories Internal User Group Train on Core Behaviours Train on Basic IT Skills Example: The Warehouse (New Zealand) What: OneNote How: Mike replaces thick paper folder with OneNote
- 43. CONCLUSION Leading people to effective use of new tools is the new fundamental skill set with Office 365.
- 46. Organisation Structure Question What is newly possible? DigitalTools Practices
- 48. Yammer at Westpac From – central communication From – no open feedback loop To – open communication across offices and regions To – GMs / front-line staff Organisation Structure DigitalTools Practices
- 49. Cisco SOAR Tech Sales Specialists From – Regionally-allocated To – Nationally-enabled Organisation Structure DigitalTools Practices
- 50. CONCLUSION New digital tools can create change in how we structure our organisations.
- 53. DigitalTools Practices Question How could this smell better? Structure Corporate Culture
- 54. Communication Feedback Decision-making Rights Risk and Reward Update Cycle DigitalTools Practices Hierarchical Perfectly formed Failure Closely held Individual Weeks/Months Structure Corporate Culture Collaborative Radically fresh Engagement Widely shared Collective Hours/Days
- 55. DigitalTools Practices Structure Corporate Culture Pivotal 10 minutes of meetings a day (all company, all team)
- 56. DigitalTools Practices Structure Corporate Culture Westpac Sharing across Australia and New Zealand on market observations, learnings, events
- 57. DigitalTools Practices Structure Corporate Culture ASB Bank North Wharf Building Physical and digital integration Collaborative working styles
- 58. DigitalTools Practices Structure Corporate Culture Key Strategy for Success Executive Mandate, Drive, Support, Modelling
- 59. CONCLUSION New digital tools can enable us to get rid of the things that stink in our firms.
- 62. Business Model DigitalTools Practices Structure Culture Question How can we change value exchange?
- 63. What is business transformation?
- 65. What are others doing in our market space that challenges the current business model? Business Model DigitalTools Practices Structure Culture
- 66. Business Model DigitalTools Practices Structure Culture What have others done in adjacent market spaces that could be leveraged in our business model? Example – Starbucks / Fin Services
- 67. Business Model DigitalTools Practices Structure Culture What could we do? What if? (creativity, imagination, blue-sky thinking)
- 68. Business Model DigitalTools Practices Structure Culture How else could we leverage our assets to improve business results? Example – Woolworths Australia as Full-Service Telecoms Firm
- 70. Get the relative-impact right. 1
- 71. Leaders need good technologists with great business acumen. 2 business > technology
- 72. Getting to effective use enables your firm to benefit from significant indirect changes. 3 transformation > tools