Most organisations optimise for cost control over value creation but in our connected world we are only ever one smart competitor away from trouble. Can you optimise your IT organisation and business around innovation and still keep costs down? In this talk we will explore some of the forces that act on business to stifle innovation and explore some ways that teams, IT divisions and businesses can organise to take advantage of the new opportunities our online world offers.
This is a talk about Lean, Organisational Design and the perils of matrix management (its 45 minutes of free consultancy, don't tell everyone or they'll all want to come...)
23. it turns out that
organisational health
is a competitive
advantage
24. • “Organizations that focused on performance AND health
simultaneously
• were nearly twice as successful as those that focused on
health alone,
• and nearly three times as successful as those that
focused on performance alone.”
Beyond Performance: How Great Organizations Build Ultimate
Competitive Advantage, Scott Keller & Colin Price (McKinsey
& Co.)
25. Surveys: 600,000 respondents, 500 companies
6,800 CEO’s & senior executives
Reviews: 900 books & academic journals
Personal interviews: 30 CEO’s
Data from: >100 McKinsey clients
Beyond Performance: How Great Organizations Build Ultimate
Competitive Advantage, Scott Keller & Colin Price (McKinsey
& Co.)
41. established corp, founded 1955
IT is a cost centre
One developer is much the same as
another and one language is much the
50 years on... same as another
Standardisation and cost-control are
key factors
X
44. newandcool.com, founded 2012
-Operating procedures adapt to suit
demand
-Finding and keeping the best developers
offers a competitive advantage
-Anything that gives faster time to
market at high quality is worth doing
-Innovation and value-delivery are the
key factors
X
85. failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
1992 2000
86. failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
87. failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
88. failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
89. failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
90. failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
91. “Why have we been a successful company?If you want a
very simple answer, it is getting the balance right between
innovation and execution” Jorma Ollila, Nokia CEO
failing logistics
EU’s highest
rubber failure led to
market
boots stock price
capitalisation
manufacture cut in half
96. “Those are the only two choices. Win by being more
ordinary, more standard, and cheaper. Or win by
being faster, more remarkable, and more human.”
--Godin, Seth. (2010). Linchpin: Are You Indispensable?
99. • What type of organisation are you?
• exploring?
• exploiting?
100. • What type of organisation are you?
• exploring?
• exploiting?
• Focussing on health as well as performance is crucial
in our global marketplace
101. • What type of organisation are you?
• exploring?
• exploiting?
• Focussing on health as well as performance is crucial
in our global marketplace
• Be careful what you measure, because that is what
you will get
102. • What type of organisation are you?
• exploring?
• exploiting?
• Focussing on health as well as performance is crucial
in our global marketplace
• Be careful what you measure, because that is what
you will get
• for knowledge work, maybe high commitment HR
can help