designing experiences for the the organization of the …€¦ · • build workspaces that attract...

CONFIDENTIAL&PROPRIETARY.LOGICALDESIGNSOLUTIONS©2017

D E S I G N I N G E X P E R I E N C E S F O R T H E

T H E O R G A N I Z A T I O N O F T H E F U T U R E

2 0 1 7 M I M I B R O O K S

@ L D S C o n s u l t i n gCONFIDENTIAL&PROPRIETARY


AGENDA• The 4th Industrial Revolution

• The Challenge

• Building the digital organization

• Designing the digital experience

• Design examples


The 4th Industrial

Revolution is upon us S E C T I O N 1



Its speed, velocity and impact are unlike anything we have experienced

3D Printing

Sensors

Virtual and Augmented Reality

Machine learning

Drones

AI/Cognitive Computing

Blockchain and cryptocurrencies

Machine-to-machine Communications

Beacons



Digital lowers barriers to entry,

strengthens competition, and

changes the rules governing how

business is done

+ Cross-border data flows are surging and connecting more countries

McKinsey Global Institute


But to be successful in the Digital Age…

... enterprises require far more profound change than merely investing in these latest digital technologies

Digital business models

Digital operating models

Digitally-literate leadership and a digitally-ready workforce

Resilient corporate culture that can deal with constant change


The new digital organization is more knowledge-intensive than capital- or labor- intensive

Digital businesses emerging characteristics

EFFICIENCYRESPONSIVENESS

HIERARCHIESNETWORKS

CONTROLLINGEMPOWERING

EXTRINSIC REWARDSINTRINSIC MOTIVATION

HUMAN WORK AND MACHINE WORK

HUMAN-MACHINE PARTNERSHIPS


MARKETPLACE

If the rate of change on the

outside

WORKPLACE=/

exceeds the rate of change on the inside

“

”the end is near- Jack Welch



More information can be found on the World Economic Forum site at digital.weforum.org

January 2016 32

World Economic Forum White Paper Digital Transformation of Industries: Digital Enterprise

Strategic recommendations

Attract and retain talent

Attracting and retaining talent starts by listening to what employees are saying about your firm, both externally and internally, and taking these sentiments into account. Organizations consequently need to ensure they monitor relevant discussions on social platforms such as Twitter, Facebook, LinkedIn and Glassdoor. Referred employees have a longer tenure and higher job performance.41

Organizations, therefore, should focus on incentivizing their employees to use online networks to refer potential employees. Creating an effective digital referral program, with the right incentives for internal employees to champion it, is vital to tap into this potential source of high-caliber workers.

To become the employer of choice for millennials, organizations need to:

• Formulate a multi-year workforce engagement strategy for millennials. Identify the places in your organization that will best suit their skills with digital technology and create adequate rotation programs.

• Jointly define your values by speaking with employees and taking on board their core aspirations and principles – do this throughout the ranks and preferably in person. “You don’t need to ask employees to publish their individual values on the company intranet … but you do need to convert these aspirations and values from implicit hints to explicit points.”42

• Empower and incentivize the workforce. For example, with employee stock-option plans, project leadership responsibilities or interesting training opportunities. Millennials cite development as one of their top priorities.43

• Build workspaces that attract digital talent. Employees appreciate customized work experiences, created through tailored design of physical workspaces or virtual workplace policies. Ricoh’s innovation team worked out of a collocation space in Santa Cruz for several months to observe how people work and where they hit pain points. Dynamic and flexible work environments encourage spontaneous collaboration and interaction in the workplace. Consider remote and flexible work options to mitigate the effect on recruitment and retention of being located in an undesirable location.

• Create polices that support collaboration and knowledge-sharing tools (e.g., Facebook@work, Salesforce Chatter, Slack, Yammer or Sprinklr among others) and hardware preferences (e.g., bring your own device) in the workplace to improve employee satisfaction.

Creating a workforce with digital skills

With the current and future talent shortages, organizations need to actively develop the skills they need in house by making training a critical component of their talent management strategy. Employers need to be ambitious in their efforts to train and develop their workforce. They need to:

• Develop required competencies within the workforce by assessing the skills that are currently needed and creating training strategies that are adapted to these. Do this through mapping out where the high-value work is in three years’ time versus today.

• Mine your own organization for hidden talent by regularly assessing employees’ competencies and match these with in-demand skills. Use digital tools such as Rexx systems to quickly and easily enter, retrieve and validate your employees’ skills.

• Bring new skills into the organization by hiring digital leaders and digital natives. Quickly tap into skills from outside the company for ‘just-in-time’ competencies by running employee exchange schemes with other digital

Source: Accenture

Develop employees’ competencies to meet digital transformation

demands or acquire talent via M&ADigital workforcetransformation

Company’s strategic reorientation toward

digital

Employees’ new needs and expectations

Market transformation and shift of customer

expectationsMarket

TransformationCompany

Transformation

Evaluate the evolution of existing jobs

Define future skills required for existing jobs

Define skills required for future digital

jobs

Assess current competencies of

employees

Digital competency framework

Identify jobs that will appear

or disappear

Higher priority is needed to build

the digital organization if

we are to reach our digitalization

goals

WEF White Paper: Digital Enterprise Jan. 2016CONFIDENTIAL&PROPRIETARY.LOGICALDESIGNSOLUTIONS©2017


To win in the marketplace, we need to be digital in the workplace

GROWTH MINDSET

PEOPLE-CENTRICITY

CULTURE OF

INNOVATION

PURPOSE-DRIVEN

ORGANIZATION

EXPERIMENT & ITERATE

SENSE & INTERPRET DISRUPTION

SOCIALLY-CONSCIOUS

BEST IDEAS WIN

DATA-CENTRIC DECISIONING


Why are we lagging behind in our digitalization of the organization?


The challengeS E C T I O N 2



The obstacle to digital

transformation is organizational, not

technological

SOURCE: Harvard Business Review Analytic Services Survey, December 2016

54

52

38

18



We see four fundamental challenges to building the digital organization

Building:

• Aligned leadership

• The right organizational capabilities

• A mechanism for organizational agility

• The right culture


For most CEOs, digital transformation is a longer-term challenge that will play out over the next decade, not an urgent risk to competitiveness in the next 1–2 years.The Conference Board CEO Challenge® 2017 survey

Leadership must collectively tackle the digital imperative today

Why?

• Short-term focus dominates

• Relevant pain points not viewed in context of digital strategy

• Digital seen as evolutionary

• Lack of clarity on how to move forward

• Lack of leadership consensus / operating as silos


Companies must identify their critical organizational capabilities and determine how they will build them

Emerging capabilities Elements that constitute organizational capabilities

What is critical to strategy? How to build them?

• Customer experience management• Product and service design• Human development• Digital asset management• Business model agility• Experimentation and innovation• Digital-first leadership• Knowledge identification, creation and sharing• Market evaluation and sense-making• Risk and business resiliency• Sustainability management• Systematic learning and exploration• Technology integration into work


Organizational agility and culture are two halves of

the same coin

Responding to an open-ended question about digital threats, 3,700 business leaders globally cited as a top concern the lack of agility and cultural complacency

MIT Sloan aligning the Organization to its Digital Future


Digital agility is a new

animal

• Companies are:

• Still adapting organizationally by old ways of organizational planning

• Going digital at the edges – no enterprise perspective

• Focused on efficiency and effectiveness

• Cost of digital transformation cannot be easily assigned to cost centers

• Technology is prioritized as digital strategy

A new dynamic approach to organizational design is needed



Dimension Traditional Culture Digital Culture

Strategic• Is product and finance focused• Has a rigid planning mindset

• Is customer obsessed• Disrupts effectively by introducing external insights and

rethinking assumptions

Operational• Expects clear definition of process and

roles• Pursues incremental improvements

• Is comfortable with ambiguity, disruption and continuous change

• Drives innovation (work design)

Practices

• “Plays it safe”• Wants to “solve problems myself”• Seeks out perspectives “like my own”• Has unconscious people biases

• Is curious and transparent• Seeks diversity of insight / unique perspectives• Actively participates in knowledge creation and sharing• Recognizes, rewards and promotes based on performance• Best ideas win

Human Development

• Expects explicit and defined career paths, job training and leadership development programs

• Sees feedback as discrete, reflective

• Embraces idea of the “learning worker”• Takes ownership for one’s career• Sees feedback as continuous and integral to work• Has a people development mindset

Organizational culture must shift


Building the digital

organizationS E C T I O N 3



What is the digital organization?The hallmark of a digital organization is digital dexterity – the capability to dynamically deploy and reconfigure human and capital resources apace with rapidly changing technology and market conditions.

MIT Initiative on the Digital Economy (2016)


To be dexterous, digital organizations

require: A digital-first mindset

Aligned to management systems

Digital-age work practices

A digitally-enabled workforce… all shaped by

technology tools, experiences, and

resources



A “digital first” mindset is more than technology

“Digital first” is multi-faceted:

• Embracing all forms of digital wherever possible

• Customer and employee digital experiences prioritized

• Innovation, product development, service delivery, etc. realized through digital

• Behavior and expectations shaped through technology

• Digital experiences deployed that attract and enable talent

• Development of new digital abilities and mindsets in employees prioritized and enabled digitally

An instinctive, positive, and proactive attitude toward digital possibilities



Established management

systems are a powerful

opportunity for digital

enablement• Priority organizational capabilities

• Key common enablers of work

• Opportunities for innovation and optimization in the digital experience

Enterprise“horizontals”

Methodology and practices of:• R&D• Human development• Strategic change management• Information technology• Operations

Business Areas

• Business strategies• Key business goals• Major initiatives• Critical enablers



• Roles, relationships• Process / activities• Required abilities• Tools, assets• Structure, staff levels• Enabling technology

Creating new work practices requires a deep exploration of new work design and human behavior … and an iterative approach

WorkPractices

Actual People Behaviors

New Work Design

(Digital) culture

• Abilities• Mindset• Knowledge

Discrete, observable actions or activities taken by individuals, shaped by:


Vital new work practices emerge at the fusion of human and machine

HarvardBusinessReviewAnalyticServicesSurvey



ABOUTME

Moving people is tremendously difficult, particularly in legacy businesses

Building the digital workforce requires substantial new skills

s


Companies don’t become digital overnight – they evolve

Digitally-equippedDrivenbyTechnology

Digitally-capableDrivenbytheBusiness

Digitally-modifiedDrivenbyStrategy


Designing the digital

experienceS E C T I O N 4



The Employee Experience emerges from strategy and business design

Driving behaviors• Transparency

• Risk-taking

• Empowerment

• Customer-centric

• Design thinking

• Knowledge sharing

• Networked / connected

• Experimentative

• Multi-disciplinary

Business Strategy

Business Design

WorkDesign

Experience Design

LeadersManagersTeamsIndividuals


The Employee

Experience models the

digital organization



A compelling experience enacts new work practices and makes culture actionable

Contextualizes my

relationships to my digital

counterparts

Helps me to “be digital” intuitively

Learns from me and with

me

Employee Experience

Knows me, and

responds and adapts

to me

Alerts me to action

Provides critical

support to my reasoning


Design for shaping culture

Designing the digital experience



Culture needs to be designed into the experience

“CULTURE IN ACTION”Me as a member, common language, mission and value proposition

Growth MindsetShared purpose, bold ideas, support for leadership behaviors, managerial courage,

pursuit of diverse perspectives

People SituationsDesign addresses common people situations –providing context and relevant intelligence that “live out” the cultural commitments of the organization in these scenarios

PracticesDesign makes sense of concepts; educating and reinforcing ideas, behaviors, language in the context of work practices, concepts such as:

EmpathyLeadership momentsCustomer-centricityDiversity of teams and ideasShared approaches / behaviors

InitiativesDesign creates awareness and promotes engagement and personal develop-ment opportunities where culture is present, such as:

Programs of recognitionCulture of Health Culture of InclusionGlobal citizenshipAmbassadorship

Shared ResourcesArtifacts of commitment, paths to engagement, cultural resources, manager/leader toolkits,

process and program “maps” and collateral

Experience Attributes (outcomes)Part of a community, engaged, connected, motivated, empowered, aligned


Assimilate early, reinforce in action

Shaping Culture



Build a culture of continuous

learning

Shaping Culture



Demonstrate the value of

journeys

Shaping Culture



Promote bold ideas and elevate innovation

Shaping Culture



Encourage connectivity & personal branding

Shaping Culture



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