Change Management for Digital Transformation
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Keynote at Digital Workplace Conference 2016 on Change Management for Digital Transformation. I looked at examples of transformation around the world, and explored the direct and indirect effects across work practice, organisational structure, corporate culture, and business model.
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Change Management for Digital Transformation
- 1. Change Management for DigitalTransformation Michael Sampson The Michael Sampson Company michaelsampson.net
- 15. business transformation disruption digital transformation re-imagining effective work future of work
- 16. business transformation digital transformation re-imagining effective work future of work disruption
- 17. What is digital transformation?
- 18. What is digital transformation?-enabled change
- 19. NewTool or Approach Direct Indirect Indirect Indirect
- 20. Autonomous Vehicles Don’t have to drive to work Can work, read or sleep in your own vehicle Acceptance of death by robot Don’t have to own a car No street signs or car parks “Phonecar” Direct Indirect Indirect Indirect
- 21. Tesla PowerWall Not paying the electricity company every month Resilience and self- sufficiency Environment improves; Clean energy (wind, solar); No power lines Transmission network is no longer an asset Direct Indirect Indirect Indirect
- 22. Starbucks Mobile Order & Pay Order from phone, pay from Starbucks card Less time waiting in line (900,000 hours/year) Don’t have to pay each time Starbucks a financial services company Direct Indirect Indirect Indirect
- 23. Digital Tools Practices and Processes What Do Tasks Organisation Structure Where/When Get work Report Corporate Culture How Norms Attitudes Business Model Why Value given Value gained
- 24. Office 365 Less Email, More Yammer Discussions across departments Less “them” More “us” Where we hire talent, how we staff projects Direct Indirect Indirect Indirect
- 28. Challenge Lead people to effective use Digital Tools Practices and Processes
- 29. Digital Tools Practices and Processes From Purchased Make available To Engrained Make practical Get value
- 30. Approach Practices, processes, activities commonly done in daily work Digital Tools Practices and Processes
- 32. Scenarios to Explore Opportunity Co-authoring, Meetings, Discussions, Projects, Productive Thinking, Distributing Updates, etc. Digital Tools Practices and Processes
- 33. Adoption Framework Driving Effective Use of Office 365 Digital Tools Practices and Processes
- 34. Surrounding Context Drivers for Effective Use Developing Usage Competence Effective Use Extending Effective Use
- 35. Drivers for Effective Use Enables a Business Strategy Core to a Business Process Executive Mandate In-Group Social Expectation
- 36. Drivers for Effective Use Enables a Business Strategy Core to a Business Process Executive Mandate In-Group Social Expectation Strategy: International Expansion through Acquisition Requirement: Consistent Processes and Operational Blueprint Tool: SharePoint and Workflow
- 38. Self Study Materials Developing Usage Competence Classroom Training One-to-One Coaching Group Study Materials Example: Healthcare Firm What: Open clinic every Friday at 4pm Why: People can ask questions, seek guidance Tool: Yammer
- 40. Effective Use Core to Work Embedded Champions Community Managers Remove Alternatives Example: Landcare Research (New Zealand) What: SharePoint for HR Team How: Wednesday Bulk Loading Party
- 41. Extending Effective Use Exemplar Stories Internal User Group Train on Core Behaviours Train on Basic IT Skills
- 42. Extending Effective Use Exemplar Stories Internal User Group Train on Core Behaviours Train on Basic IT Skills Example: The Warehouse (New Zealand) What: OneNote How: Mike replaces thick paper folder with OneNote
- 43. CONCLUSION Leading people to effective use of new tools is the new fundamental skill set with Office 365.
- 46. Organisation Structure Question What is newly possible? DigitalTools Practices
- 48. Yammer at Westpac From – central communication From – no open feedback loop To – open communication across offices and regions To – GMs / front-line staff Organisation Structure DigitalTools Practices
- 49. Cisco SOAR Tech Sales Specialists From – Regionally-allocated To – Nationally-enabled Organisation Structure DigitalTools Practices
- 50. CONCLUSION New digital tools can create change in how we structure our organisations.
- 53. DigitalTools Practices Question How could this smell better? Structure Corporate Culture
- 54. Communication Feedback Decision-making Rights Risk and Reward Update Cycle DigitalTools Practices Hierarchical Perfectly formed Failure Closely held Individual Weeks/Months Structure Corporate Culture Collaborative Radically fresh Engagement Widely shared Collective Hours/Days
- 55. DigitalTools Practices Structure Corporate Culture Pivotal 10 minutes of meetings a day (all company, all team)
- 56. DigitalTools Practices Structure Corporate Culture Westpac Sharing across Australia and New Zealand on market observations, learnings, events
- 57. DigitalTools Practices Structure Corporate Culture ASB Bank North Wharf Building Physical and digital integration Collaborative working styles
- 58. DigitalTools Practices Structure Corporate Culture Key Strategy for Success Executive Mandate, Drive, Support, Modelling
- 59. CONCLUSION New digital tools can enable us to get rid of the things that stink in our firms.
- 62. Business Model DigitalTools Practices Structure Culture Question How can we change value exchange?
- 63. What is business transformation?
- 65. What are others doing in our market space that challenges the current business model? Business Model DigitalTools Practices Structure Culture
- 66. Business Model DigitalTools Practices Structure Culture What have others done in adjacent market spaces that could be leveraged in our business model? Example – Starbucks / Fin Services
- 67. Business Model DigitalTools Practices Structure Culture What could we do? What if? (creativity, imagination, blue-sky thinking)
- 68. Business Model DigitalTools Practices Structure Culture How else could we leverage our assets to improve business results? Example – Woolworths Australia as Full-Service Telecoms Firm
- 70. Get the relative-impact right. 1
- 71. Leaders need good technologists with great business acumen. 2 business > technology
- 72. Getting to effective use enables your firm to benefit from significant indirect changes. 3 transformation > tools