Presentation given on April 25th to TrueU in Indianapolis, IN. This is a new presentation focused on how to close the knowledge divide through speed, access and analytics and what it takes to build the business of the future.
7. THE ORGANIZATIONS OF THE FUTURE
The rules are crusty and old.
OLD RULES
Organized for efficiency and effectiveness
Company viewed as a hierarchy, with decision rights, structure, and leadership progression
Structure based on business function with functional leaders and global functional groups
People “become leaders” through promotion
Lead by direction
Culture ruled by fear of failure and perceptions of others
Roles and job titles clearly defined
Deloitte University Press | dupress.deloitte.com
13. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
Individuals
Technology
Highest Performing Teams
and Businesses
Typical Businesses
14. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
Individuals
Technology
Highest Performing Teams
and Businesses
Typical Businesses
KNOWLEDGE
DIVIDE
15. KNOWLEDGE DIVIDE: the gap
between those who can find, create,
manage, process and disseminate
information and those who are
impaired in the process.
25. EMPOWERING CHANGE
Old way vs the New way
OLD WAY
Company viewed as a
hierarchy, with decision
rights, structure, and
leadership progression
NEW WAY
Company viewed as an agile
network, empowered by
team leaders and fueled by
collaboration and
knowledge-sharing.
27. Summary of Freedom & Responsibility
◦ As We Grow, Minimize Rules
◦ Inhibit Chaos with Ever More
High Performance People
◦ Flexibility is More Important
then Efficiency in the Long Term
31. VENMO GROWTH CONTINUES TO CLIMB
Total payment volume over time (2013-2016)
In Q116 alone,
Venmo processed
3.2 billion, a
154% increase
from Q1 2015
34. RULES AROUND SPEED
Change is happening. It’s just a matter of how fast.
Embrace the speed of change: How do you speed up the slower traditional
operating model? Understand how strategy, connectedness, customers, and talent
pools are all changing as part of the digital transformation. (Deloitte)
Make MVP a core value: Share before you are ready. Your customers are your best
sales people. Build in processes to support simplicity in product design.
Examine new communication tools: Consider technologies like Workplace, Slack,
Base- camp, Asana, Trello, Workboard, and others. (Deloitte)
38. When you need
it now
Type to search
Google Search I’m Feeling Lucky
39. JUST-IN-TIME: denoting a
manufacturing system in which
materials or components are delivered
immediately before they are required
in order to minimize inventory costs.
40. AMAZON IS PURE GENIUS
Anticipatory shipping.
“Amazon says it may box and ship
products it expects customers in a specific
area will want—based on previous orders
and other factors…”
43. ACCESS TO LEADERSHIP
Open the lines of communication and transparency
In 2007, Dorsey started sending out a
weekly email to everyone at ExactTarget
called “My Friday Note.” Typically, it
included a variety of personal notes and
photos from his travels, as well as reflections
on the previous week, key company metrics
(nothing was off limits), and important
changes to growth strategy.
44. ACCESS TO LEADERSHIP
Open the lines of communication and transparency
In five years, Scott never missed a
weekly email — even if he was on
vacation, or dealing with the rigors of
fundraising and scale — and that had a
hugely positive impact on employee
engagement.
46. “We all have beliefs, tendencies, and
desires that are formed and sustained—not
by data—but by some combination of our
past and our pride. When we deem any one
of these beliefs, tendencies, or desires to be
incontrovertibly true, the result is dogma.”
— Max Yoder
47. “We must move from numbers
keeping score to numbers that
drive better actions.”
— David Walmsley
48. METRICS THAT MATTER
Data helps the company focus.
Quantitative Qualitative
• Churn Analysis
• Sales & Marketing KPIs
• Win/Loss Reviews
• Customer Surveys
• Employee Surveys
• Product Usage Stats
52. We believe providing (individual)
with this (service) will result in
this (outcome).
We will know this when we see
(measureable result).
@JimKalbach
- Jim Kalbach
53. THE ORGANIZATIONS OF THE FUTURE
Old vs New
Old rules New Rules
Organized for efficiency and effectiveness
Company viewed as a hierarchy, with decision rights,
structure, and leadership progression
Structure based on business function with functional leaders
and global functional groups
People “become leaders” through promotion
Lead by direction
Culture ruled by fear of failure and perceptions of others
Roles and job titles clearly defined
Deloitte University Press | dupress.deloitte.com
54. THE ORGANIZATIONS OF THE FUTURE
Old vs New
Old rules New Rules
Organized for efficiency and effectiveness Organized for learning, innovation and customer impact
Company viewed as a hierarchy, with decision rights,
structure, and leadership progression
Company viewed as an agile network, empowered by team
leaders and fueled by collaboration and knowledge-sharing.
Structure based on business function with functional leaders
and global functional groups
Structure based on work and projects, with teams focused on
products, customers, and services
People “become leaders” through promotion People “create followers” to grow in influence and authority
Lead by direction Lead by orchestration
Culture ruled by fear of failure and perceptions of others Culture of safety, abundance, and importance of risk- taking
and innovation
Roles and job titles clearly defined Teams and responsibilities clearly defined, but roles and job
titles change regularly
Deloitte University Press | dupress.deloitte.com
55. The company is viewed as an agile
network, empowered by team
leaders and fueled by collaboration
and knowledge-sharing.