Creating A Connected Organization for the 21st Century Ayelet Baron, Chief Instigator May 2014

1. Creating A Connected
Organization for the 21st
Century
Ayelet Baron, Chief Instigator
May 2014
Get in Touch:
ayelet27@gmail.com / ayelet@simplifyingwork.com
@ayeletb on Twitter

2. I. Setting the Stage

3. 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?

4. What is
Innovation?

5. 5
55
Knowing how to reinvent your business
may keep you in business

6. Test and Learn: Developing A Culture Of
Experimentation

7. “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

8. 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

9. 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

10. II. Welcome to the 21st Century

11. 20th Century World
SCARCITY
21st Century World
ABUNDANCE

12. 20th Century World
SCARCITY
Processed
Innovation with
A Pinch of Best
Practices
21st Century World
ABUNDANCE
Experimentation,
Failure, Disruption,
Innovation

13. 20th Century World
SCARCITY
Taking Market
Share From
Competitors
21st Century World
ABUNDANCE
Creating New
Markets

14. 20th Century World
SCARCITY
Top Down
Organization
21st Century World
ABUNDANCE
Connected and
Networked
Organization

15. 20th Century World
SCARCITY
Command and
Control
21st Century World
ABUNDANCE
Trusted
Relationships

16. 20th Century World
SCARCITY
Organization
Centric
21st Century World
ABUNDANCE
People Centric

17. 20th Century World
SCARCITY
Silo and
Function Based
Work
21st Century World
ABUNDANCE
Project-Based
Work

18. 20th Century World
SCARCITY
Work-Life
Balance Myth
21st Century World
ABUNDANCE
Life-Work.

19. III. Constant Change is Here

21. 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?

22. How we change

23. 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.

24. 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

25. 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?

26. 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.

27. 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

28. Building A Communication Plan
Engagement Worksheet
Leadership
Systems and Processes
Formal Media
60-70%
20-30%
10%

29. How We (Humans)
Change Behavior
Most people don’t
know how to
translate the
changes to their job,
role or project

30. 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

31. III. Building A Connected Networked
Organization

32. 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

33. “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

34. hUp://thisisindexed.com/
Source:
www.onlydeadfish.co.uk
@neilperkin

35. Who Do You Trust?
Who Trusts You?
Blue
Morpho
BuUerfly
And
A
Three-­‐Year-­‐Old
Girl
By
Luke
MacGregor

36. What Fosters Trust?
Cheetah
Cub
And
Her
Mother,
Kenya
By
Marco
Urso

37. Coley
Chris1ne
Catalano
Becoming A Connected Organization
Open Relationships
Dialogue
Mindset
Flow
+ Employees
+ Customers
+ Partners
+ Vendors
+ Community
Embedded DNA

38. Who is in Your Connected Network?

39. 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.

40. Let’s Talk
Speaker
Facilitator
Innovator
Disruptor
Ayelet
Baron
ayelet@simplifyingwork.com
http://simpligyingwork.com
http://www.huffingtonpost.com/ayelet-baron/
http://www.itbusiness.ca/author/ayeletb
@ayeletb on Twitter