The digital revolution is changing everything. To succeed in this rapidly changing world, businesses face the dual challenge of transforming their organisations whilst staying ahead of the competition.
Brilliant Noise help organisations create the strategy and embed the mindset and behaviours needed to lead and succeed in a digital world.
In this deck we cover:
- The imperative for transformation
- Good and bad examples of change leadership
- Simple diagnostic and evaluation models
- Culture change planning
- Actionable tools and approaches
2. 2
“Virtually every firm in every industry
is being shaken up by the digital
revolution. No chief executive can
ignore the onslaught of mobile
computing, big data, artificial
intelligence and the like. These new
technologies offer the promise of
huge efficiency gains, but also the
threat of being walloped by some
upstart from Silicon Valley.”
2
The Economist | The World in 2015
3. Digital disruption
3
5 years old
600 employees
$20 billion valuation
owns a marketplace
92 years old
77,000 employees
$10 billion valuation
owns resorts, airlines, rooms
7. Quick self assessment
7
Area Attention
Rate how focused you are on the following
on a scale of 1 (very poor) to 5 (brilliant)
Me My
organisation
Context
Analysing and acting on digital trends affecting your
business.
Customer
Being customer centric. Utilising data to understand
and respond to their rapidly evolving needs
Organisation
Working in an agile and responsive way across
teams, functions and hierarchies.
Personal
Consciously managing your use of digital - for
collaboration, productivity, prioritisation and
communication.
9. Change comes from all directions
9
Customer
Competitor Employees
Channels
Company
Technology
& tools
10. Exponential growth
10
Moore’s law
The number of transistors on integrated
circuits doubles every two years.
This effectively means that the internet
doubles in size every two years.”
Carver Mead (Caltech)
16. 16
“It is the individual,
operating at the
peak of his or her
powers, who will
revive our
organizations, by
reinventing both self
and them.”
Warren Bennis
Leadership studies pioneer and
professor at USC
17. Leadership is an action
17
Leading yourself
- Develop a digital mindset.
- Create an example of change.
Leading others
- Spread mindset.
- Collaborate.
Leading organisations
- Clear vision and communications.
- A culture that is flexible and open to change.
18. Leading oneself
is harder than
ever.
18
Distraction.
Focus.
Time.
Energy.
Pace of change.
Digital tools.
Information overload.
Email deluge.
19. 19
Start with critical thinking
about how you work -
your skills, your digital
tools and how you spend
your attention.
20. 20
Optimal state of working.
Immersed, focused.
Challenged, not stressed.
Learning and excelling.
Flow
21. 21
What conditions allow you to
perform at your best?
What barriers prevent you from
being more effective?
24. Think like a
disruptor
24
ATTACK
DISRUPTORINCUMBENT
LEAN PRODUCT CANVAS
MINIMUM HIERACHY
REALTIME
USER TESTING
DEFEND
FAIL LESS
OUR OFFER
DATA IS FOR MEASURING PERFORMANCE
HISTORY
CUSTOMER-OBSESSED
MINIMUM VIABLE PRODUCT
PURPOSE
LISTENING, LEARNING
CUSTOMER IS AN ABSTRACT
PERSONA/DEMOGRAPHIC
DETAILED BUSINESS CASE
ORGANISATIONAL STRUCTURE
REPORTING
FOCUS GROUP
DATA FOR INSIGHT & DECISION-MAKING
NOW & NEAR
FAIL FASTER
CUSTOMER PROBLEMS
COPYING OTHER INDUSTRIES
PRODUCT LAUNCH
VISION
BEST PRACTICE & CASE STUDIES
MARKET RESEARCH
31. A different approach…
31
“Insanity is doing the
same things over
and over and
expecting different
results.”
Albert Einstein
Theoretical physicist (and genius).
33. ‘Think like a disruptor’ - Exercise brief
In your small groups spend a few minutes considering the customer scenario
provided. Then brainstorm all of the ideas you have in answer to your groups
question.
- Write down one idea per post-it note
- Aim to be as specific as you can
- Be bold - there is no such thing as a bad idea!
- Once you have written down your ideas stick them onto your flip chart.
- After ten minutes begin grouping and organising your ideas.
Prioritise one or two that you will share with the group.
33
34. Exercise discussion
How did you find the exercise?
What did you notice when trying to ‘think like a disruptor’? Was anything
particularly easy or challenging for you?
What insights did you have that you can take back to your own organisation?
34
36. Why coach?
36
22% increase in profit
39% increase in customer service
67% increase in teamwork
61% increase in job satisfaction
71% increase in manager relationship
77% improvement in relationship
with direct reports
86% productivity increase when
coaching is added to training
Source: McGovern, Lindemann, Vergara, Murphy, Barker &
Warrenfeltz
40. Quick self assessment
40
Area Attention
Rate how focused you are on the following
on a scale of 1 (very poor) to 5 (brilliant)
Me My
organisation
Context
Analysing and acting on digital trends affecting your
business.
Customer
Being customer centric. Utilising data to understand
and respond to their rapidly evolving needs
Organisation
Working in an agile and responsive way across
teams, functions and hierarchies.
Personal
Consciously managing your use of digital - for
collaboration, productivity, prioritisation and
communication.
42. Coaching exercise
Identify a key personal or organisational challenge.
Take that into a paired coaching conversation.
Commit to a personal objective/action as an outcome.
42
46. Nurture agile teams…
46
… helping your teams work collaboratively,
innovate at speed and rapidly scale success by:
- Prioritising the digital trends that matter the most
- Championing ways of working that grow digital
culture across the organisation
47. Create a
bias for action.
47
UIHD.
Active language.
Prototypes not proposals.
48. Collaborative networks…
48
…helping networks transmit ideas, embed
technology and realise opportunities by:
- Identifying and embedding key drivers of
collaboration
- Improving relationships and information flow
across teams and functions
- Reducing unnecessary controls on decision-
making
- Identifying initiatives to pilot and scale
50. Leadership in the digital age…
50
Helping your leaders to prioritise trends and
make rapid decisions despite uncertainty by:
- Learning how other leaders are succeeding
- Streamlining decision-making and creating a ‘bias
for action’
- Empowering people to improve the customer
experience