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In this presentation Gary discussed why creating continuous relevance with the markets is becoming business-critical. He shared how companies can perpetually tune their strategy, structure and operations to perform effectively in a changing business environment. He also talked about the hurdles that must be overcome in order to become responsive and value-driven.
Gary is Global Advisory Lead at ThoughtWorks and works with large enterprises to drive change to the culture, planning, governance, and structure to better align with customers’ needs. He has over 20 years of experience in helping teams to build humanistic organisations more capable of responding to the increasing pace of change.
Voiceover Themes: The rate at which tech is changing, even the most aggressive orgs struggle with new tech adoption Each change is a mindset, org dna, set of tools, components Give an example of their role and what they may be thinking about in tech adoption E.g., as a business enabler you think about optimization It’s impossible for the company to keep re-inventing so with time it becomes more difficult One main constraint is that legacy doesn’t go away, it’s now embedded in your dna Enterprise tax = legacy software tax + org disfunction tax + process disconnect + people capability tax What we are seeing is that these new org around either digital, customer, etc. are where the investments are being made - the convergence of business and tech Org structures are changing Questions / discussion: What are disrupters doing and what are you doing? (give examples here of what we know of their industry)
STOP-ABILITY – shoot for the moon SHORTEN FEEDBACK LOOPS SMALLER COMMITMENTS KNOW WHEN ENOUGH IS ENOUGH
Align work to measure – leading to lagging Incent to meet outcomes Learning over completion and numbers
Enabling sustainable transformation, Gary O'Brien, Global Advisory Lead, ThoughtWorks
Global Head of Advisory, ThoughtWorks
● Rigid policies make it difficult to respond flexibly to customers
● Making the numbers takes precedence over investing in growth
● Individuals shape their opinions to fit the biases of managers
● Few individuals feel empowered to initiate change
● The need for certainty has slowed the pursuit of new opportunity
In a digital world tech is the
enabler, the organisation
is now the constraint.
TECH AVAILABLE TO
ABILITY TO ABSORB
THE INCREASED RATE OF
CHANGE IN TECHNOLOGY
INCREASES THE GAP
This event will have live subtitling. Please sit where you can view the text clearly.
● Align all work to maximising
the delivery of value to
● Apply measures that
● Align the org to supporting
the volume and frequency
of value delivered.
● Use knowledge as the key
decision criteria, not
● Put technology at the core
of your business, not as a
separate cost centre.
● Platforms that support
constant change and
BUILDING THE RESPONSIVE ORG.
OUTCOMES FOR CUSTOMERS
Homes not Mortgages
ALIGN THE WORK
Let people “feel” what it is like
TO DEAL WITH
REMOVE THE CONSTRAINTS
Let the work decide
DIFFERENTIATE THE WORK
EXPLORE EXPLOIT SUSTAIN RETIRE
(at any point)
LEVERAGE SEISMIC SHIFTS
Digital means Tech@Core
TECH AS A STRATEGIC DIFFERENTIATOR
SUPPORTING ROLE COLLABORATION
Tech / business
Tech pervades a
RISE OF THE
A NEW KIND OF LEADERSHIP
BUILDERS WHO FORM
ABLE TO LISTEN,
CLEAR THE PATH FOR
PACE AND ADAPTABILITY
WITH A MINIMUM
LEARN HOW TO EVOLVE
● A simplified business model that optimises delivering value to customers
● An organisation aligned to maximise the flow of value
● A delivery approach that can respond to change, using smaller chunks
● The servant leadership that enables great culture to thrive
"Get rid of budgets and job titles;
Work small, learn often;
Gather people around a clear outcome;
Measure success as something your customers get
...and watch what happens.
Or at the very least, head in that direction!..."
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