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Bringing the dots together for enabling change in a world of complexity

Here is my presentation that closed the Digital Work Disruption virtual conference on 26 August 2020. I was asked to "join the dots" of all the topics covered at the conference, as well as suggest what's next. It covered the shift from linear thinking to exponential thinking. It covered the massive disruption and the shift to working from home that we have all just experienced. I give my perspective on the technology backdrop that has got us to today's complex fourth industrial revolution. We need a new kind of leadership, and a more distributed and networked approach to the way our organisations work. we discussed the importance of community, and how we need to reteach the lessons of the last 15 years of enterprise collaboration. Above all we need to focus on why we do what we do, and get better at telling our stories.

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Bringing the dots together for enabling change in a world of complexity

  1. 1. Bringing the Dots Together For Enabling Change in a World of Complexity @DT & @BloorResearch on Twitter | | 26 August 2020 David Terrar | Founder & CXO - Agile Elephant | Sales & Marketing Director – Bloor Research
  2. 2. Bringing the Dots Together For Enabling Change in a World of Complexity @DT & @BloorResearch on Twitter | | 26 August 2020 David Terrar | Founder & CXO - Agile Elephant | Sales & Marketing Director – Bloor Research
  3. 3. 20th Century We live in Exponential times 2000-2019 2020
  4. 4. “Suddenly work was something you did, and not somewhere you went”
  5. 5. The Digital Enterprise Wave ride it or go under!
  6. 6. The Digital Enterprise Wave
  7. 7. The Digital Enterprise Tsunami tectonic shift / earthquake
  8. 8. We live in a time of converging ideas • Disintermediation – digital cuts out the middle man person • Disaggregation – breaking and opening up closed value chains • Dematerialization – physical to virtual, atoms to bits • Products -> platforms – products have features, platforms have communities • Everything as a Service • “In 2000 you needed a Website, in 2010 you needed a mobile app, in 2020 you will need an API” – John Musser, founder of Programmableweb.com • Design and SEO for your website -> conversational commerce – Hey Google, Alexa, Siri
  9. 9. Evolution of Business Systems Before Now Next On-Premise Software, Hardware, Networks Software as a Service, Cloud infrastructure Marketplaces Ecosystems Public Data Services
  10. 10. We live in Exponential times • 200,000 years of linear thinking • From Complicated to Complex • Small changes make disproportionate impact • You can’t plan but you can prepare • We should have listened to Bill Gates
  11. 11. Mutable Business
  12. 12. Mutable Business - People
  13. 13. Future of Work – a frame of reference
  14. 14. Doing things right Efficiency Doing the right things Adaptability
  15. 15. © GettyImages - John Kirk
  16. 16. Strategy © Simon Sinek - https://www.startwithwhy.com/
  17. 17. Business as Usual Characteristics Mutable Business / Exponential Thinking Characteristics Top-down, Command and Control, Hierarchical Flatter org chart, Team of Teams, Connected, Empowered employees Departmental and Divisional silos Cross-functional teams, Collaboration culture, Social tools over email Driven by financial outcomes, Quarterly reporting, KPIs Understand their “why”, Purpose oriented, Dashboards, OKRs (Objectives and Key Results) Focus on shareholder value Improving the state of the world, Customer centric, Driving stakeholder value Linear, Closed, Sequential thinking Experimentation, Autonomy, Open, Exponential thinking Innovation primarily from within, R&D based innovation Design Thinking, Innovation at all levels, Partnerships, Collaboration, Crowdsourcing Strategic planning based on history, Long term cyclic planning Agile thinking, Agile management, Iterative, Short throws, Continuous improvement Risk intolerance Experimentation, Fail Fast mentality, Startup Mentality Process Inflexibility Autonomy, Experimentation, Responsive, Agile Owns or controls its own assets Focus on core, Outsource non-core, Leveraged assets More FTEs, In-house resources Less FTEs, More Outsourcing, Automation, Algorithms, Gig Economy, Workers on demand Business as Usual Characteristics Mutable Business / Exponential Thinking Characteristics Top-down, Command and Control, Hierarchical Flatter org chart, Team of Teams, Connected, Empowered employees Departmental and Divisional silos Cross-functional teams, Collaboration culture, Social tools over email Driven by financial outcomes, Quarterly reporting, KPIs Understand their “why”, Purpose oriented, Dashboards, OKRs (Objectives and Key Results) Focus on shareholder value Improving the state of the world, Customer centric, Driving stakeholder value Linear, Closed, Sequential thinking Experimentation, Autonomy, Open, Exponential thinking Innovation primarily from within, R&D based innovation Design Thinking, Innovation at all levels, Partnerships, Collaboration, Crowdsourcing Strategic planning based on history, Long term cyclic planning Agile thinking, Agile management, Iterative, Short throws, Continuous improvement Risk intolerance Experimentation, Fail Fast mentality, Startup Mentality Process Inflexibility Autonomy, Experimentation, Responsive, Agile Owns or controls its own assets Focus on core, Outsource non-core, Leveraged assets More FTEs, In-house resources Less FTEs, More Outsourcing, Automation, Algorithms, Gig Economy, Workers on demand Mutable Business™ - Bloor Research
  18. 18. What happens next? • How long till it gets back to normal? • How long will we have to social distance? • What happens to our offices and call centres? • How do we future proof our business? • Will there be fundamental change?
  19. 19. What do we do next?
  20. 20. Global Working Culture and Social Business are all about getting more out of the work we already do. It is about executing faster and better than we do today. It is about taking full advantage of our collective know-how. It is about engaging with the world around us to move ourselves and our business forward. Internal and external social business are two equally important ‘must- win’ battles for Grundfos.
  21. 21. Agile thinking and management Tell me and I forget. Teach me and I remember. Involve me and I learn. - Benjamin Franklin AGILE LEAN DESIGN THINKING FAIL FAST TIME TO MARKET INNOVATION RAPID ITERATION ABILITY TO ADAPT
  22. 22. Change policy like Siemens “The coronavirus crisis has triggered a surge in digitalization. We’ve always had mobile working at Siemens, but now we’re taking it a step further. The basis for this forward- looking working model is further development our corporate culture. These changes will also be associated with a different leadership style, one that focuses on outcomes rather than on time spent at the office. We trust our employees and empower them to shape their work themselves so that they can achieve the best possible results. With the new way of working, we’re motivating our employees while improving the company’s performance capabilities and sharpening Siemens’ profile as a flexible and attractive employer.” Roland Busch, Deputy CEO and Labor Director of Siemens AG https://press.siemens.com/global/en/pressrelease/siemens-establish-mobile-working-core-component-new-normal
  23. 23. think
  24. 24. #ADNLeadership
  25. 25. https://www.comingsoon.com Share our expertise and experience
  26. 26. Leadership mindset, teamwork, vision, purpose, openness, sharing
  27. 27. Leadership needs to communicate the big idea https://www.khanacademy.org/partner-content/pixar/storytelling The key skill - story telling!
  28. 28. When the wind of change blows, some build walls, while others build windmills.
  29. 29. Thank you!
  30. 30. References https://www.bloorresearch.com/2020/08/changing-location-and-travel-patterns-for-future-of-work/ https://marketoonist.com/2020/04/digital-transformation-2.html https://marketoonist.com/2020/04/transformationclarity.html https://www.zdnet.com/article/effective-strategies-and-tools-for-remote-work-during-coronavirus/ https://www.startwithwhy.com/ https://www.constellationr.com/blog-news/blueprint-post-pandemic-cio-playbook https://www.perlego.com/book/778801/abundance-pdf https://www.bloorresearch.com/2020/04/we-need-to-shift-from-linear-thinking-to-mutable-thinking/ Mutable Business™ - Bloor Research https://press.siemens.com/global/en/pressrelease/siemens-establish-mobile-working-core-component-new-normal
  31. 31. David Terrar Agile Elephant | Bloor Research m: +44 (0)7715 159423 e: dt@d2c.org.uk & dterrar@bloorresearch.com w: http://theagileelephant.com & https://impossiblethings.fyi w: https://BloorResearch.com skype: david_terrar twitter: http://twittter.com/DT @DT linkedin: http://www.linkedin.com/in/davidterrar blog: http://theagileelephant.com/blog & https://www.bloorresearch.com/blog/bloor-blogs/

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