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Company ReBuilding : Moving into a new dimension of value creation (Compendium)

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Company ReBuilding : Moving into a new dimension of value creation (Compendium)

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About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.

It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com

About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.

It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com

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Company ReBuilding : Moving into a new dimension of value creation (Compendium)

  1. 1. 1 COMPANY REBUILDING Moving into a new dimension of value creation Version 1.0 – July 2018
  2. 2. 2 WHAT DO THESE COMPANIES HAVE IN COMMON...?
  3. 3. 3 Innovative & Creative Top Talents Robust & Agile Self-organizedScalable Outstanding growth Purpose Driven …THEY ARE THE NEW DIGITAL CHALLENGERS:
  4. 4. 4 A POPULAR MISUNDERSTANDING The Titanic is unsinkable.
  5. 5. 5 A POPULAR FALSE ASSUMPTION 640 KB should be enough for everybody.
  6. 6. 6 "In 2 to 3 years, many of today's accelerators and innovation labs will be closed due to lack of success." … lead to a layer of clay that suffocates every innovation by rules and processes. According to a study, 83% of all PMI processes fail. 90% of all start ups fail. … silt up after 3 years and must give way to the next initiative. Source: 90% Of Start-Ups Fail. Forbes, 16. Jan. 2015 Source: Detecon Transformation Analysis, 2015 Source: 83% of Mergers fail. Forbes, 27. Jan. 2015 Source: Capital Study „Digital Innovation Units“, 2017 Transformation initiatives Spin-off of digital business models Mergers Well-organized headquarters Digital Labs GREATEST MISUNDERSTANDINGS OF OUR TIME Source: Detecon Transformation Analysis, 2015
  7. 7. 7 Realization: Current strategies are jumping short!
  8. 8. 8 The company was split into 2.000 Microcompanies organized in a fluid network structure. Gore relies on a self- organized network instead of hierarchy 14 autonomous subsidiaries and control through principles at the meta level • Household appliances company • Employees: 70.000 • Founding year: 1984 • Chemical company • Employees: 9.500 • Founding year: 1958 • Financial service provider company • Employees: 1.000 • Founding year: 1999 COMPANIES THAT MANAGED THE CHANGE SUCCESSFULLY
  9. 9. 9 How can you manage this jump successfully?
  10. 10. 10 ECOSYSTEM OUR SOLUTION: COMPANY REBUILDING COMPANY Nucleus NEW WORK Partner Clients Freelancer
  11. 11. 11 Ecoystem COMPANY Nucleus NEW WORK Partner Clients Freelancer Our approach is based on the principle of cell division. The Company ReBuilding approach enables companies to be both dynamic and innovative. The focus is on the creation of new transformational products and the associated use of network effects. The implementation is split into 5 phases (Initiate, Create, Realize, Grow, Split). OUR SOLUTION: COMPANY REBUILDING
  12. 12. 12 INITIATE CREATE REALIZE INITIATE CREATE REALIZE GROW SPLIT OUR PROCEDURE MODEL
  13. 13. 13 INITIATE CREATE REALIZE INITIATE CREATE REALIZE GROW SPLIT INITIATE Through a detailed internal and external environment analysis, the status quo will be determined and the sense of urgency (especially at Top-management level) validated. Specific requirements (skills, potential, etc.) for a potential high-performing team were derived from the clearly defined task (new, digital business areas, etc.). Initial hypotheses and framework conditions for the design of the (digital) ecosystem have been defined. CREATE The members of the high-performing team will be selected (challenge/ platform). This creates the stem cell for the newly created ecosystem. The team has developed a clear vision that adds to a specific customer benefit (value). The team has defined a common set of values and rules for collaboration (platform) that avoids waste. In addition, criteria for the process of cell division were determined (nucleus DNA). A concrete New Work Blue print is available. With the first prototypes, which follow the principle of transformational products, the foundation for the market approach was created. THE 5 PHASES IN DETAIL
  14. 14. 14 INITIATE CREATE REALIZE INITIATE CREATE REALIZE GROW SPLIT REALIZE The first steps of market-oriented, operational implementation are initiated and implemented. Based on the vision, a business model is designed together with customers and partners and evaluated by the customer (Lean Startup). The value-added processes were established together with partners and in co- creation with customers and optimized on an ongoing basis. A value-based management model was implemented and used to identify growth potential and limits. These form the basis for deciding whether the business model can be scaled sustainably. GROW Based on relevant market changes, the business model and vision were continuously adjusted to the specific value contribution to customers and employees. All processes that do not contribute value have been rejected. On the basis of a comprehensive evaluation, necessary resource adjustments were made (in particular resource development). The cell division rules formulated in phase 2 have been concretized. A concrete cell division blue print is available. SPLIT The time of cell division has been reached and the cell has been split (e.g. due to a size rule (Dunbar) or due to a specific, new customer requirement). All information generated in the ecosystem is processed in the form of lessons learned and made available to the stem cell (self-learning organization). THE 5 PHASES IN DETAIL
  15. 15. 15 SPLIT Analysis generated Information GROW Resources Check Market change analysis Trend analysis Target group analysis INITIATE Business Model analysis Risk analysis Generation of hypotheses Derivation of the need to change Target group analysis Market analysis Trend analysis CREATE Vision development Nucleus & Team- Forming New Work Blue-Print Prototyping REALIZE Resources Check Validation of business model Improvement of value creation Potential assessment DIVIDING THE PHASES INTO STEPS (OVERVIEW)
  16. 16. 16 …as it is the starting point for the first promising products and business models. Focus on the NUCLEUS-TEAM… …of the rest of the organization to promote optimal results from the nucleus. Protection from the IMMUNE SYSTEM … according to the Motto: “Execution of scalable ideas matters.“ Focus on EXECUTION… …as the basis for every other cell in the ecosystem. NEW WORK in the core… … stands for generating benefits for employees and customers. If this is not the case = consistently abolish. The DOUBLE HELIX… …for other value creation partners, such as customers, talents and top experts. VISION as a magnet… … means to distribute tasks (e.g. recruiting, commercial topics) as roles among the employees. Zero OVERHEAD… …ensure that all cells are easy to organize & have the same values. CLEAR RULES instead of Chaos… COMPANY REBUILDING – THE PATH TO SUCCESS
  17. 17. 17 BUSINESS MODEL / BUSINESS ECOSYSTEM NEW WORK VALUE MANAGEMENT ACADEMY DESIGN THINKING AGILE COMPANY BUILDING CUSTOMER EXCELLENCE FUTURE COMMUNI- CATION FUTURE TRENDS COMPANY REBUILDING – CONNECTING THE DOTS …
  18. 18. 18 NEW WORK Members The Approach Subject Areas Our approach is based on the dimensions "People, Places, Tools", which are equally relevant & must be designed as a unit. A congruent overall picture that fits the company, its current situation and strategy. This framework must be defined, designed and accordingly defined in the 4th dimension (Principles & Regulations). The aim is to re- build the organization in the direction of a new culture that enables change & promotes working across silos. • Integrated transformation support (development and implementation of a comprehensive change and communication framework) • Development of a vision for future work in the company, development of use cases and personas, survey of needs analysis • Preparation of sample company agreements, guidelines for IT equipment, room layout • Development & implementation of New Work formats for cultural change COMMUNITIES OF PRACTICE AT A GLANCE
  19. 19. 19 FUTURE TRENDS Members The Approach Topics Company ReBuilding can and will be different for every company. But a lot of trends influence and change almost every industry – from Industry 4.0 to New Work or Artificial Intelligence. No customer can reinvent the wheel over and over again by himself. This makes it essential to deal with these trends in a systematic way. Companies can build on our extensive Detecon knowledge and learn from other industries, who have come a longer way along the digital transformation. Our asset: We combine methodical knowledge with unique content from global trend scouts with a modern, easy to use, tool. • Trend Workshop: We are helping our clients to systematicly understand and prioritize new trends as well as deduct concrete measures. • Trendradar: With our Trend Radar, our clients are gaining access to over 400 trends and countless inspirations. • Telco-Radar: We aggregate the 1000 most important Start Ups for Telcos in a easy-to-use structure – with our data being constantly actualized. (Live!) • Start-Up-Scouting For almost every problem, there is a Start-up dealing with it – we find it for our customers. OVERVIEW OVER THE COMMUNITIES OF PRACTICE
  20. 20. 20 VALUE MEASUREMENT & STEERING LOGIC Members The Approach Subject Areas When is a nucleus successful? How can you tell whether you have chosen the right path, invested in the right topics? Which indicators can be combined and how to make the development and value creation of an agile reorganization visible individually and precisely? Where and how do control and impulses have the right effect? For these questions we develop and combine solutions for our customers - from all relevant perspectives, along the life cycle of a nucleus. • Minimum Viable Steering - as much impulse as possible, as little control as necessary • Multidimensional approaches and Metrics for Measuring value and success in the nucleus : • Qualitative and quantitative • Short-term and long-term • Internal and in the Nucleus-Network • People and product oriented • Combination of the right indicators, depending on the re-building phase COMMUNITIES OF PRACTICE AT A GLANCE
  21. 21. 21 DESIGN THINKING Members The Approach Subject Areas Design Thinking is user-centered & focuses on people. Therefore the process & the (creative) methods are based on empathy & changes of perspective. Design Thinking can be used for product & service innovation and for the development of (digital) business models. It requires & promotes a New Work mindset: curiosity, openness to results, freedom of hierarchy & experiments are encouraged in the process & lead to a further development of the innovation culture. • User & Stakeholder Mapping, User Research Planning, Creative Reframing, Circles of Influence • Qualitative User Research, Empathy Mapping, Cultural Probes, Guerilla Observation, Analogue Worlds, Shadowing, Persona, Customer Journey Mapping • Ideation, Brainstorming Techniques, Learning from other Brands, Rapid Prototyping, Storyboarding, Mock-Ups, Business Model/Value Proposition Canvas • Golden Circle • Digital Prototyping, UX Design COMMUNITIES OF PRACTICE AT A GLANCE
  22. 22. 22 AGILE Members The Approach Subject Areas 1. Analyze: Inventory analysis along agile values & principles. Identification of strengths and weaknesses and initial prioritization of agile options for action 2. Individualize: Adapts the agile approach to the specific company & takes aspects such as corporate culture, markets, products or goals into account 3. Accompany: Agile trainings as impulse generator & agile coaching in transformation • Nurture Agile Methods • Enabling continuous learning • Providing the right work environment • Providing agile coaching • Supporting communication and collaboration tools • Employee Take along • Promoting flat hierarchies COMMUNITIES OF PRACTICE AT A GLANCE
  23. 23. 23 ACADEMY Members The Approach Subject Areas We are convinced that the ability to learn for companies is more than ever the key driver for sustainable growth. The Academy sees itself as an enabler of modern and sustainable learning approaches that promote lifelong learning and create a sustainable learning culture in companies. • New Work • Ambidextrous • Design Thinking • Agile Working • Future Communication • Digital Detox COMMUNITIES OF PRACTICE AT A GLANCE
  24. 24. 24 FUTURE COMMUNICATION Members Communication has never been easier: an abundance of platforms, apps & hands-on opportunities ensure that anyone can communicate with anyone at any time. It is becoming increasingly difficult for organizations to get their messages through to the recipient. We think that communication must become more participatory and democratic. Communicative tasks and skills have to be spread across many shoulders. Stories must be told by people, directly, digitally and authentically. • Digital Media Strategies (Content, Medium, Platform) • Employee Advocacy Program • Change Communications • Personal & Executive Branding • Social Media & Speaker Coaching • Development Media Skills (Text, Build, Video, SEO) • Storytelling • Working out Loud • Platforms (Social Intranet, Collaboration) • Cultural Change Program The Approach Subject Areas COMMUNITIES OF PRACTICE AT A GLANCE
  25. 25. 25 ENTREPRENEUR- SHIP Members The Approach Subject Areas According to the principle of cell division, entrepreneurship always comes into play when it comes to founding a new nucleus. The prerequisite for this is to anchor the topic in the company DNA & to have the right people on board right from the start. In order to spread an entrepreneurial mindset sustainably throughout the organization, it is important to provide the workforce with the right tools & methods & also to build up a network beyond the company boundaries. • Development and care of Entrepreneurship Initiatives • Startup and VC Network • Acceleration and Incubation • Pitch Training • Story lining • Business Casing • Company Building COMMUNITIES OF PRACTICE AT A GLANCE
  26. 26. 26 BUSINESS ECOSYSTEMS Members The Approach Subject Areas At the heart of each cell is a customer requirement. Often, however, this can only be provided with the help of other cells & partners. At the same time, the latter can also create valuable offers for specific customer needs. This not only creates value-added networks, but also ecosystems that inspire and successfully retain customers. Both the overall strategy and the development of individual business models are tasks in the context of "Business Ecosystems". • Digital Business Strategy • Ecosystem Design • Market- & Competitor Analysis • Value Proposition Design • Business Model Innovation • Partnering Strategy • Business Casing • Product Strategy • Go-to-Market Planning COMMUNITIES OF PRACTICE AT A GLANCE
  27. 27. 27 CUSTOMER EXCELLENCE Members The Approach Subject Areas Competition in almost all industries has developed into a battle for customers. In order to differentiate themselves in the market, companies today must place the customer at the center of their value creation. Customer Excellence means aligning organization, strategy & processes holistically to excellent, specified customer experiences. The customer is the starting point of all business activities. • Development and implementation of customer excellence strategies • Next Level Digital Customer Excellence: Maturity-Analysis and Optimization • Customer Journey (Re-)Design and Mapping • Omni Channel Strategy and Implementation • Digitization of customer-centric marketing • Loyalty and Retention Management COMMUNITIES OF PRACTICE AT A GLANCE
  28. 28. 28 Sustainable corporate growth You play out your resource advantages over lively start-ups and develop your personal growth blue print. Efficient value creation structures You free yourself from the clay layer of agility killers and control your value creation via agile platforms. Increased competitiveness You increase your ability to innovate and develop products and business models that offer concrete added value and really reach the customer. YOUR POTENTIALS
  29. 29. 29 Performance Management in the Deutsche Telekom Group takes place via various systems, platforms and formats. To prepare for a sustainable solution, the status the performance management framework was first identified. In a next step, based on the results of the analysis, options for an overall solution were developed and will be successively rolled out for all employee groups. The new framework “Lead2Win” was designed to better comply with today’s fast-paced, dynamic business and to a collaborative feedback culture. Deutsche Telekom AG “Performance Management” Buildup of our very own internal entrepreneurship program. We encouraged colleagues to work on internal challenges given by our top management in a structured approach to help bring our own organization forward. We also provided a platform for one of our colleagues who wanted to accelerate his business idea, nowadays known as ‘Airgreets’. Airgreets “PitchIT” / “airgreets” OUR REFERENCES (SELECTION) PaketChef is one of UQBATE‘s scholars, providing software to make last mile parcel logistics efficient, customer centric, and ecological. Detecon supported PaketChef in marketing, business development, business casing and concrete spin-off preparation activities. Jointly, we prepared and evaluated several partnering and spin-off scenarios to support the growth path of the corporate start-up. PaketChef “Coaching & Spin-off preparation”
  30. 30. 30 UQBATE is DTAG’s 3-months Accelerator and Corporate Entrepreneurship Program empowering Telekom’s employees to realize their idea. Open to all employees, the program offers workshops, networking events and coaching. The program is designed to act truly entrepreneurial, move fast and take decisions along customers’ needs. Detecon is an active member of UQBATE network, supports on running the batches and developing the program further. Deutsche Telekom AG “UQBATE” In a one-year process, the project developed principles, guidelines and an integrated concept for the cross-brand implementation of innovative working environments and methods throughout the Volkswagen Group. This is oriented towards the dimensions of People, Places, Tools and is to be applied equally in all 12 brands of the Volkswagen Group, in part adaptable. Volkswagen AG “New Workplaces” To maintain Daimler’s competitive momentum Daimler has to become more agile, attractive, and faster in certain areas of the organization. This will lead to better anticipation of customer needs and to faster market times. Swarm-intelligence is an important competitive factor Daimler “Swarm Organization” OUR REFERENCES (SELECTION)
  31. 31. 31 In a one-year process, the project developed principles, guidelines and an integrated concept for the cross-brand implementation of innovative working environments and methods throughout the Volkswagen Group. This is oriented towards the dimensions of People, Places, Tools and is to be applied equally in all 12 brands of the Volkswagen Group, in part adaptable. T-Systems International GmbH “Design Thinking (Pain Point) Campus” The IT Roadmap Office was founded 1.5 years ago and there was still a lack of clarity about the most important and value-adding tasks for the diverse group of stakeholders. Furthermore, the view of the department is partly negative due to a role that demands a lot of reporting. The goal was to identify the most important user needs and develop good solutions to fulfill them so that all stakeholders and the department itself see the clear value. Deutsche Telekom IT GmbH “Design Thinking Campus IT Roadmap Office” The task of Digital & Innovations is to redefine and strengthen the Deutsche Telekom Group's understanding of transformation, to establish a culture of innovation, and to drive forward digitization, especially in the HR area. Important tasks are the testing and introduction of HR innovations as well as the conception and piloting of suitable formats and methods (e.g. Leadership Formats, Design Thinking, Enterprise 2.0 Methods). Deutsche Telekom AG “HR Digital & Innovation” OUR REFERENCES (SELECTION)
  32. 32. 32 Facing the challenge of huge changes in skill requirements as well as staff reductions and increases due to digitization and a strategic reorientation to become leading European telco, Deutsche Telekom introduced a Skill Management approach. The approach had to be designed, tested and implemented. It includes an appropriate IT Tool, a group-wide skill catalogue, as well as the interconnection with HRD processes such as Qualification Management and Recruiting. Deutsche Telekom AG “Skill Management” Daimler is currently transforming from a traditional car company to a mobility provider: New mobility concepts, new business models and new competitors are challenging Daimler in completely new ways. Connected products need a connected company. With the introduction of the new Social Intranet they create the technological basis for effective internal communication and collaboration, in order to foster and develop a new corporate culture. Daimler “Social Intranet” OUR REFERENCES (SELECTION) … and many more …
  33. 33. 33 OUR COOPERATION PARTNER
  34. 34. 34 Lars Attmer Mobile +49 171 5563358 Lars.Attmer@detecon.com Karla Blanke Mobile +49 175 7643276 Karle.Blanke@detecon.com Christian Hinrichsen Mobile +49 171 4910565 Christian.Hinrichsen@detecon.com Volker Rieger Mobile +49 160 7131031 Volker.Rieger@detecon.com Michael Spiller Mobile +49 160 97508245 Michael.Spiller@detecon.com Verena Vinke Mobile +49 151 11856948 Verena.Vinke@detecon.com Marc Wagner Mobile +49 175 2206049 Marc.Wagner@detecon.com Philipp Schett Mobile +1 415 3163389 Philipp.Schett@detecon.com PRACTICE COUNCIL
  35. 35. 35 Andreas Penkert Mobile +49 171 4809337 Andreas.Penkert@detecon.com Benjamin Weis Mobile +49 175 9700113 Benjamin.Weis@detecon.com Joachim Hauk Mobile +49 160 97265729 Joachim.Hauk@detecon.com Daniela Drube Mobile +49 160 96230766 Daniela.Drube@detecon.com FUTURE TRENDS Philipp Bodenbenner Mobile +49 160 90981486 Philipp.Bodenbenner@detecon.com BUSINESS ECOSYSTEMS & CUSTOMER EXCELLENCE Jan Pfeifer Mobile +49 151 64838264 Jan.Pfeifer@detecon.com NEW WORK Roman Klesper Mobile +49 151 46759132 Roman.Klesper@detecon.com Eva Hoffmann Mobile +49 160 5300485 Eva.Hoffmann@detecon.com VALUE MEASUREMENT & STEERING LOGIC CONTACT PERSONS OF THE COMMUNITIES OF PRACTICE (COP)
  36. 36. 36 Sarah Süß Mobile +49 171 1286715 Sarah.Suess@detecon.com FUTURE COMMUNICATIONS Margarita Korockina Mobile +49 175 1599 784 Margarita.Korockina@detecon.com ENTREPRENEURSHIP Florian Kraus Mobile +49 151 23444516 Florian.Kraus@detecon.com AGILE THINKING Maike Küper Mobile +49 151 52579948 Maike.Kueper@detecon.com Ruben Urbann Mobile Ruben.Urbann@detecon.com Jaqueline Engels Mobile +49 151 15912019 Jaqueline.Engels@detecon.com Malte von Hofe Mobile +49 151 61130748 Malte.vonHofe@detecon.com ACADEMY CONTACT PERSONS OF THE COMMUNITIES OF PRACTICE (COP)
  37. 37. 37 MEMBERS OF THE PRACTICE
  38. 38. 38

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