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Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020

My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.

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Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020

  1. 1. PSEICT 2020 – chairman’s address Enabling Change in a World of Complexity @DT on Twitter | 24 November 2020 David Terrar | Founder & CXO - Agile Elephant | Director & Chair Cloud Industry Forum
  2. 2. 20th Century We live in Exponential times 2000-2019 2020
  3. 3. “Suddenly work was something you did, and not somewhere you went”
  4. 4. The Digital Enterprise Wave ride it or go under!
  5. 5. The Digital Enterprise Wave
  6. 6. The Digital Enterprise Tsunami tectonic shift / earthquake
  7. 7. 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
  8. 8. Evolution of Business Systems Before Now Next On-Premise Software, Hardware, Networks Software as a Service, Cloud infrastructure Marketplaces Ecosystems Public Data Services
  9. 9. 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
  10. 10. Mutable Business
  11. 11. Mutable Business - Technology
  12. 12. 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
  13. 13. 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?
  14. 14. 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
  15. 15. 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
  16. 16. think
  17. 17. When the wind of change blows, some build walls, while others build windmills.
  18. 18. Thank you!
  19. 19. 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
  20. 20. 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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