digital culture change workshop
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TextText@brilliantnoise brilliantnoise.com
Brilliant Noise July 2015
Workshop
Digital culture change
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
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
Quick self assessment
7
Area AttentionRate how focused you are on the followingon 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.
PersonalConsciously managing your use of digital - for collaboration, productivity, prioritisation and communication.
Change comes from all directions
9
Customer
Competitor Employees
Channels
Company
Technology & tools
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)
13
I can’t know everything.
I can know what will affect me. I can prioritise resources and attention around opportunities and threats.
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
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.
Leading oneself is harder than
ever.
18
Distraction.
Focus. Time.
Energy. Pace of change.
Digital tools. Information overload.
Email deluge.
19
Start with critical thinking about how you work - your skills, your digital tools and how you spend your attention.
20
Optimal state of working.
Immersed, focused. Challenged, not stressed.
Learning and excelling.
Flow
21
What conditions allow you to perform at your best?
What barriers prevent you from being more effective?
“...any company that embraces the status quo is on a collision course with time.” Howard Schulz, Starbucks
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
What lessons can we learn from Agile?
26
Minimum viable product (MVP).
Ship early, ship often.
Build - measure - iterate.
Fail fast, fail cheap.
Airbnb Uber Spotify GoogleAmazon
Google BBC Amex
Tesco FedEx Toyota Coca-cola
Ford Nestlé Sony P&G
MANUFACTURING
Access to global factories
DISTRIBUTION
Access to global supply chains
INFORMATION
Access to the web and cloud computing
CUSTOMER
Knowledge and empowerment
The age of the customer
28
Based on research by Forrester
A different approach…
31
“Insanity is doing the same things over and over and expecting different results.”
Albert Einstein
Theoretical physicist (and genius).
‘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
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
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
GROW
39
Goal Reality Options Will
What’s your goal?
Where are you now?
What are your
options?
What will you
do?
Quick self assessment
40
Area AttentionRate how focused you are on the followingon 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.
PersonalConsciously managing your use of digital - for collaboration, productivity, prioritisation and communication.
0
0.9
1.8
2.7
3.6
Context Customer Organisation Personal
Me My Organisation
Based on 18 results
Self assessment results
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
GROW
43
Goal Reality Options Will
What’s your goal?
Where are you now?
What are your
options?
What will you
do?
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
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
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
Thank youbrilliantnoise.com @brilliantnoise
belinda.gannaway@brilliantnoise.com
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