Показаны сообщения с ярлыком reinvention. Показать все сообщения
Показаны сообщения с ярлыком reinvention. Показать все сообщения

пятница, 3 августа 2018 г.

Reinventing Organizations Map

The MAP that represents the consciousness level of an organization

and shows the strengths and areas with most growth potential



Invitation to the Atlas-Platform v1.0

The reason we created the map and the platform is to help organizations transform into more human workplaces. There are many names for this, humanizing the workplace, the Teal paradigm, Reinventing Organizations, the Future of Work and many others that all point to the same phenomenon, a workplace where people exercise their free will by working together toward some common vision that is aligned with their individual life purpose.
In order to move toward the human workplace, organizations need to work on many factors, the developmental lines on the map represent some of these aspects. The focal point of using the map is to create awareness for these factors and at the same time assess organizations so they know where they are and what is their next step.
The assessment process is currently manual and we are going to talk about it in the upcoming webinars that you can sign up at the top of the page. However, one part of the assessment process is already supported by the first release of the Atlas Platform. This is what I’d like to show you today.
In this first version we focused on two essential features:
  • The visual representation of the map
  • Simplifying translation
The images below show examples of what you can create with the platform:



We released the map under creative commons license, because we believe in the creative power of the community. The translations and the online survey, which we will talk about later, are the fruitful examples.

Thanks to the community we have the map translated into 6 languages that are all available on the platform:

  • English – core team
  • Hungarian – core team
  • Spanish – Israel Antezana R.& Martin Salias
  • Portuguese – Lucia Nader
  • Czech – Dáša Suissa
  • Danish – Vicky Miethe
Now, let’s look at the platform and what it can do for you.



http://www.reinvorgmap.com/

вторник, 21 февраля 2017 г.

From disrupted to disruptor: Reinventing your business by transforming the core


By Peter Dahlström, Liz Ericson, Somesh Khanna, and Jürgen Meffert

Companies must be open to radical reinvention to find new, significant, and sustainable sources of revenue.
When Madonna burst onto the scene in the early 1980s, there was little reason to suspect that she’d have more than her allotted 15 minutes of fame. But in the three decades since her debut album, she has managed to remain a media icon.
Her secret? “Madonna is the perfect example of reinvention,” Janice Dickinson, renowned talent agent, has said. Fittingly, the name of Madonna’s sixth concert tour was “Reinvention.”
Madonna may seem like an unlikely touchstone for modern businesses, but her ability to adapt to new trends and set some others offers a lesson for companies struggling with their own digital revolutions. That’s because the digital age rewards change and punishes stasis. Companies must be open to radical reinvention to find new, significant, and sustainable sources of revenue. Incremental adjustments or building something new outside of the core business can provide real benefits and, in many cases, are a crucial first step for a digital transformation. But if these initiatives don’t lead to more profound changes to the core business and avoid the real work of rearchitecting how the business makes money, the benefits can be fleeting and too insignificant to avert a steady march to oblivion.
Simply taking an existing product line and putting it on an e-commerce site or digitizing a customer experience is not a digital reinvention. Reinvention is a rethinking of the business itself. Companies need to ask fundamental questions, such as, “Are we a manufacturer, or are we a company that enables customers to perform tasks with our equipment wherever and whenever they need to?” If it’s the latter, then logistics and service operations may suddenly become more important than the factory line. Netflix’s evolution from a company that rented DVDs to a company that streams entertainment for a monthly subscription to one that now creates its own content is a well-known example of continuous reinvention.
Reinvention, as the term implies, requires a significant commitment. From our Digital Quotient® research, we know that digital success requires not only that investment be aligned closely with strategy but also that it be at sufficient scale. And digital leaders have a high threshold for risk and are willing to make bold decisions.1But companies don’t have to wait far in the future to realize those benefits. We’ve found that 60 to 80 percent of total improvement targets can be achieved within about three years while also laying the foundation for future growth.
For all the fundamental change that digital reinvention demands, it’s worth emphasizing that it doesn’t call for a “throw it all out” approach. An engine-parts company, for example, will still likely make engine parts after a digital reinvention, but may do so in a way that’s much more agile and analytically driven, or the company may open up new lines of business by leveraging existing assets. Apple, with its move from computer manufacturer to music and lifestyle brand through its iPhone and iTunes ecosystem, reinvented itself—even as it continued to build computers. John Deere created a whole series of online services for farmers even as it continued to sell tractors and farm equipment.
There are many elements to a transformation, from end-to-end journey redesign and embedding analytics into processes to open tech platforms. They require a myriad of capabilities, from artificial intelligence and agile operations to data lakes, cloud-based infrastructure, and new talent. Many of these elements have been written about extensively, and each can absorb a significant amount of executive time. What’s often missing, however, is a comprehensive view of how an organization sets the right ambition, how to architect the right elements for the transformation, then how to systematically and holistically undertake the change journey.

What the ‘core’ is and why it needs to change

“Think of your core muscles as the sturdy central link in a chain connecting your upper and lower body.”2That was the guidance from Harvard Medical School on how to stay in shape. The authors defined the core as the central set of muscles that helps a body maintain its power, balance, and overall health.
That’s the essence of what we mean when we talk about changing the core of the business—the set of capabilities that allows the entire business to run effectively. A company’s core is the value proposition of its business grounded in strategy as enabled by its people, processes, and technology. These elements are so intrinsic that any transformation that doesn’t address them will ultimately underwhelm and fizzle because the legacy organization will inevitably exert a gravitational pull back to established practices.
Value proposition: Any digital reinvention must address the value the company provides to customers (whether existing or new) through its products and/or services. Inevitably this is based on a clear strategy that articulates where value is being created, shifted, or destroyed. Crucial to getting this right is identifying and evaluating existing assets that are most important and understanding what customers actually want or need. This can be surprisingly difficult to do in practice. The value that Amazon originally provided, for example, wasn’t selling books online but rather providing convenience and unheard-of selection. Understanding the real source of its value allowed Amazon to expand exponentially beyond books.
People: Of course talent is important, but a reinvention needs to involve more than just hiring a CDO or a few designers. Talent priorities should be based on a clear understanding of the skills needed at all levels of the business. This requires investing in building relevant digital capabilities that fit with the strategy and keep pace with customers as they change the way they consider and make purchases. At the same time, targeted hiring should be tied to those capabilities that actually drive financial performance. (For more on talent, please read “Raising your Digital Quotient.”)
Enabling that talent to thrive requires a digital culture, i.e., one that is customer centric and project based, with a bias for speed and continuous learning. In fact, cultural and organizational issues can lead to the squandering of up to 85 percent of the value at stake.3Making sure the new culture sticks requires rebuilding programs that reward and encourage new behaviors, such as performance management, promotion criteria, and incentive systems.
Processes: Rewiring the mechanisms for making decisions and getting things done is what enables the digital machine to run. Digitizing or automating supply chains and information-intensive processes as well as building new capabilities like robotic process automation or advanced analytics, for example, can rapidly increase the business’s clock speed and cut costs by up to 90 percent.4
One temptation is to focus on simply digitizing existing processes rather than really rethinking them. Often, the most productive way to tackle this issue is to identify the customer journeys that matter most to the business and then map out the touchpoints, processes, and capabilities required to deliver on them—without regard to what is already in place. Rearchitecting processes requires establishing governance and decision rights to provide clarity and accountability, as well as embedding advanced analytics, automation, and machine-learning capabilities. (For more, please read “Accelerating the digitization of business processes.”)
Technology: While digital reinvention is more than just a technology overhaul, technology is crucial to it. Leaders need to ensure that each IT investment responds to clear and robust business needs, and does not devolve into “tech for tech’s sake.” They also need to identify how best to work within an ecosystem of partners and vendors, and assess which legacy systems to keep, which to mothball, and—critically—determine how to help legacy technology work in a digital world.

Reinvention requires a proven, systematic approach

Because of the complexity involved, most reinventions fall short of their original goals. In our experience, extracting the full value from digital requires a carefully coordinated approach across four “Ds”: Discover what your digital ambition is (based on where the value is); Design programs that target profitable customer experience journeys; Deliver the change through an ecosystem of partners; and De-risk the process by thoughtfully sequencing steps (exhibit).
Companies can both rise and fall with astonishing speed as new customer needs are uncovered and new ways of meeting them are developed. We strongly believe that companies that are able to adapt, learn, and find new solutions quickly can do more than just retain market position; they can thrive, whatever disruptions come their way. As Madonna once said: “You have to reinvent to stay in the game.”