Creating A Connected Organization for the 21 st Century Ayelet Baron, Chief Instigator May 2014 Get in Touch: [email protected] / [email protected] @ayeletb on Twitter
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Creating A Connected
Organization for the 21st Century
Ayelet Baron, Chief Instigator May 2014 Get in Touch:
[email protected] / [email protected] @ayeletb on Twitter
I. Setting the Stage
IMAGINE … JUST IMAGINE Imagine that everyone in your organiza1on could see into the future Imagine that you had the ability to paint the future in dis1nct colors Imagine that those colors would be the colors of your organiza4on’s future state and you would exceed your goals Imagine that everyone across the company had the same vision and translated it to their day-‐to-‐day job: • Would the vision become a reality? • What would we be doing differently as a
result?
What is Innovation?
5 5 5
Knowing how to reinvent your business may keep you in business
Test and Learn: Developing A Culture Of Experimentation
“Looking outside your own industry for inspira1on is as useful as it’s ever been, but you need people who can think laterally enough to apply an unfamiliar idea to their
own situa1on.”
The Importance of Fresh Perspectives: The Art of Listening
GeHng pa1ents from surgery to ICU in Great Ormond Street Hospital Learning from Formula One Sped Up and Reduced Mistakes by 50%
From my connected network Source: www.onlydeadfish.co.uk @neilperkin
Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him. −Former U.S. General and President Dwight D. Eisenhower
What will disrupt your business?
© 2013 Simplifying Work. Ayelet Baron
Industry Lines Are Blurring: What Business Are You In? Do You Know?
Source: hUp://www.globaltrends.com/knowledge-‐center/features/expanding-‐areas-‐of-‐compe11on/60-‐test-‐feature-‐g
II. Welcome to the 21st Century
20th Century World
SCARCITY
21st Century World
ABUNDANCE
20th Century World
SCARCITY
Processed Innovation with A Pinch of Best
Practices
21st Century World
ABUNDANCE
Experimentation, Failure, Disruption,
Innovation
20th Century World
SCARCITY
Taking Market Share From Competitors
21st Century World
ABUNDANCE
Creating New Markets
20th Century World
SCARCITY
Top Down Organization
21st Century World
ABUNDANCE
Connected and Networked
Organization
20th Century World
SCARCITY
Command and Control
21st Century World
ABUNDANCE
Trusted Relationships
20th Century World
SCARCITY
Silo and Function Based
Work
21st Century World
ABUNDANCE
Project-Based Work
20th Century World
SCARCITY
Silo and Function Based
Work
21st Century World
ABUNDANCE
Project Based Work
20th Century World
SCARCITY
Silo and Function Based
Work
21st Century World
ABUNDANCE
Project Based Work
20th Century World
SCARCITY
Work-Life Balance Myth
21st Century World
ABUNDANCE
Life-Work.
III. Constant Change is Here
Understanding Change Change happens every time our expectations are disrupted
Is it a major or minor change for
her? What is the level of disruption in
her expectations?
How we change
Leadership Alignment? Change is Hard When Words Don’t Match Actions
Which way should I go? I am not confident in where she is going so I’ll just stay here and wait.
Cultural DNA is Key
Source: Cute “Mini Lion” KiUen By Ben Torode
Organizations that embed practices, technologies and values in their DNA are more agile, flexible and achieve results.
There is no way I can do that. That’s
not how we roll here
20th Century Skill Sets Don’t Always Work in the 21st Century
I read the email but I have no idea what they want me to do
If I just keep blowing bubbles,
will anyone notice?
I am just going
through the motions.
They won’t notice.
Resistance is Alive and Well
I have no idea where we are
headed so I am just going to
keep doing what I know.
I’ve already seen this movie. It won’t work
here.
So How Do People Change Behavior?
60-‐70% Leadership “Say/Do” Peer-‐to-‐Peer
10% Media/Channels Tradi1onal Communica1on
20-‐30% Messages sent via Systems/Processes
Building A Communication Plan Engagement Worksheet
Leadership
Systems and Processes
Formal Media
60-70%
20-30%
10%
How We (Humans) Change Behavior
Most people don’t know how to translate the changes to their job, role or project
The Only Constant is Change: We Need Resilience Not More Ambassador Programs
Key Needs • Clear urgency of future
state • shared vision and execution • Time to think, create, fail
and innovate • Leadership support and
engagement • Skills development • Embedded DNA • Collaboration and dialogue
III. Building A Connected Networked Organization
hUp://www.flickr.com/photos/104810962@N02/10826694396/
“A large organisa1on is almost nothing but a massive knot of pre-‐exis1ng rela1onships.”
Ma; Edgar
hUp://www.quora.com/Innova1on/Why-‐dont-‐big-‐companies-‐innovate-‐more/answer/MaU-‐Edgar?srid=pJZn&share=1
Sticky Organisations
Source: www.onlydeadfish.co.uk @neilperkin
“When people join groups where change seems possible, the poten1al for that change to occur becomes more real.”
You Are Who You Choose to Spend Time With
Source: www.onlydeadfish.co.uk @neilperkin
hUp://thisisindexed.com/ Source: www.onlydeadfish.co.uk @neilperkin
Who Do You Trust? Who Trusts You?
Blue Morpho BuUerfly And A Three-‐Year-‐Old Girl By Luke MacGregor
What Fosters Trust?
Cheetah Cub And Her Mother, Kenya By Marco Urso
Coley Chris1ne Catalano
Becoming A Connected Organization
Open
Relationships
Dialogue
Mindset
Flow + Employees + Customers + Partners + Vendors + Community
Embedded DNA
Who is in Your Connected Network?
hUps://www.flickr.com/photos/bonste/
We Need More Leaders in the Edges Go out to your edges. Explore the possibilities. Because you will find more opportunity in the edges, where you will be able to imagine, invent and thrive.
Let’s Talk
Speaker Facilitator Innovator Disruptor
Ayelet Baron
http://simpligyingwork.com
http://www.huffingtonpost.com/ayelet-baron/
http://www.itbusiness.ca/author/ayeletb
@ayeletb on Twitter
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