Keynote presentation for IOM Summit 2014 in Koln. About how the organisation needs to develop to become a successful Digital Workplace. I'll talk about those, but really I wanted to get across 3 things: 1. I want to make you step back and look at things we already know that are connected to the digital workplace and digital disruption and look at them with fresh eyes, and think about them differently. 2. I want to highlight a key issue around the organisation structure topic that a lot of the consultants and practitioners and book writers are talking about, but give you our viewpoint - which is different 3. And then leave you with some recommendations and a practical approach that you can apply to help change your business for the better!

1. How does the organisation need to
develop on the path to
the successful Digital Workplace?
David Terrar | Founder & CXO – Agile Elephant | @DT on Twitter
IOM SUMMIT 2014 | 25 September
Digital Workplace (R)Evolution

2. Agenda
• What is the Digital Workplace anyway?
• Business is changing - the Digital Enterprise Wave
• Why do we have to talk about organisational change?
• What are the concepts of the Future Organisation 2.0?
• What are the key actions to establishing the Digital
Workplace?
• Who should be involved?
• What are the key recommendations?

3. So what is the digital
workplace anyway?

7. You business model
is under threat!

8. The Digital Enterprise Wave
ride it
or go under!

9. Infrastructure
Connectivity
Internet
WiFi
3G & 4G
Human Factors
Entrepreneurship
Crowdsourcing
Millennials
Economic
Outsourcing
Offshoring
Low cost

12. The Digital Enterprise Wave

13. The Big Shift
Cloud Social Mobile

14. The Digital Enterprise Wave

15. Emerging Technologies
Big Data & Analytics
Internet of Things
3D Printing
Artificial Intelligence

16. The Digital Enterprise Wave

17. “Business as Usual” Thinking
Point Social Media Solutions
Siloed Communities
Lack of Integration
Legacy Systems of Record
Business as Usual

18. The Digital Enterprise Wave

19. We need “Digital” Thinking
Digital and Social inside and out
Business Model Innovation
Systems of Engagement
Design Thinking

20. McKinsey 7 “S” Model
Strategy
Skills
Structure
“Shared
Values”
Staff
Hard Systems
Systems
Style
Soft Systems
 Integrates “hard” and
“soft” business
systems in a
structured way
 “technology neutral”
 Includes employee
engagement
 Proven approach
 Especially useful for
lessons in managing
major change

21. The Digital Enterprise Wave

22. Why organisational change?
• The evidence is mounting – to make digital
truly work change is necessary
• The key is change of Mind-set and Culture
• I worry about some current thinking on
organisational structure….
• We need “Evolution not Revolution!”

25. A Team-Based, Flat Lattice Organization
• Fairness to each other and everyone with whom we come in
contact
• Freedom to encourage, help, and allow other associates to grow
in knowledge, skill, and scope of responsibility
• The ability to make one's own commitments and keep them
• Consultation with other associates before undertaking actions that
could impact the reputation of the company

26. checks and balances to ensure
accountability, transparency and honesty

27. Hierarchy - Wirearchy
taking responsibility individually and collectively
rather than relying on traditional hierarchical status
http://wirearchy.com/what-is-wirearchy/

28. Organisational Change
• It’s not about changing the org chart – many
structures will work
• It is about mind-set and values:
– accountability, transparency and honesty
– checks and balances
– fairness
– freedom to encourage, help, collaborate
– taking responsibility individually and collectively

29. Total Value
Created
Bottom line = value creation
Increase
Revenue
Average Sale £
Sales Volume
Reduce Costs
Churn
Operating Cost
• Deeper understanding of customer needs
• Conversation with customers increases
attachment to business
• Increased marketing penetration at lower
cost
• Faster lead generation & customer
onboarding
• Faster understanding of product and
customer problems
• Pro-active customer retention
• Fast information movement and higher
levels of collaboration drives efficiency
• Higher employee engagement drives
effectiveness
Close
link
Digital Business Value Creation
Depending on the business, the
impact of digital transformation
will vary – but will drive
significant value

31. Establishing the Digital Workplace?
Strategy
Skills
Structure
“Shared
Values”
Staff
Hard Systems
Systems
Style
Soft Systems
 Integrates “hard” and
“soft” business
systems in a
structured way
 “technology neutral”
 Includes employee
engagement
 Proven approach
 Especially useful for
lessons in managing
major change

32. Strategy
© Simon Sinek - https://www.startwithwhy.com/

33. Structure
• Information flow must be fast and pervasive
• You must streamline decision making
• Faster time to market
• New teams, cross functional teams

34. • One of the largest bookmakers in the UK
• 80 year old company undergoing a major culture
shift
• Adopting a lean start up model
• Product teams include people who used to be in
marketing, IT, product management
• 4-6 week new product cycles
• Touch the customer within weeks – used to be 2
years

35. Systems
• Fast reaction time to important information
• Old processes & practices must be replaced
(and that’s not easy)
• New technology, but easy to deploy and use
• Digital and social at the heart of the business
process and creating value

36. Staff
• Must be on board
• Supported by management at all levels
Gallup State of the Global Workplace:
 Worldwide, actively disengaged employees
outnumber engaged employees by nearly 2-1

37. Skills
• Understand the new policies
• Know what’s expected of them
• Know how to operate the new systems

38. Style
Digital Taylorism Open, Good for All

39. Shared Values
• Go back and find your “why”
• Ask “what’s in it for me?” at all levels
• Focus on benefits for all

40. Who should be involved?
• Top Management, the C-Suite - essential
• Engaged employees – essential
• IT/the CIO – connect to the legacy
• Learning/proving by doing - essential
• Good outcomes for all - essential

41. with
Winners Of The 2014 Groundswell Awards
(Business-To-Employee Division)
Atos "Journey to Collaboration" / Zero emailTM program
• 76,000 employees now collaborating
• Sharing knowledge and expertise through 7,500 purpose built
communities
• 30% active users posting 10 collaborative notes per week/per
user
• Better knowledge sharing leads to faster response times and
more wins
• Reducing response time in some cases from 2 days to 45
minutes
• Operational efficiency gains by reducing internal e-mail overload
by an average of 60%
• Saving an average of 2 hours a day per employee

42. Key recommendations?

45. Key recommendations?
• Revisit your business model
• Revisit your value proposition
• Pilot, but in an area where there is
measurable business benefit
• Learn and adapt
• Roll out, bringing everyone with you
• Ensure everyone shares the benefits

46. References
http://www.zdnet.com/examining-the-digital-workplace-in-2014-7000026781/
http://www.digital-workplace-trends.com/your-digital-workplace-scorecard/
http://postshift.com/author/lee/
http://www.technologytransformation.com/High%20Perfomance%20Projects.htm
http://en.wikipedia.org/wiki/Valve_Corporation#mediaviewer/File:Valve_logo.svg
http://thenextweb.com/shareables/2012/04/21/valves-new-employee-handbook-is-as-insp
iring-as-the-games-it-makes/
http://www.gore.com/en_xx/aboutus/culture/
http://www.johnlewispartnership.co.uk/about/our-constitution.html
http://wirearchy.com/what-is-wirearchy/
http://socialbusinessjourney.com/2014/02/25/social-business-cookbook-soft-version-for-all
-culture-hackers/
https://www.startwithwhy.com/
http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx
http://www.businessmodelgeneration.com/canvas/bmc
https://strategyzer.com/value-proposition-design
Not for reading – just for reference

47. David Terrar
Agile Elephant | techUK | EuroCloud UK
p: +44 (0)1727 866309
m: +44 (0)7715 159423
e: david@theagileelephant.com
w: www.theagileelephant.com
skype: david_terrar
twitter: http://twittter.com/DT @DT
linkedin: http://www.linkedin.com/in/davidterrar
blog: http://biztwozero.com