Enabling sustainable transformation, Gary O'Brien, Global Advisory Lead, ThoughtWorks
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In this presentation Gary discussed why creating continuous relevance with the markets is becoming business-critical. He shared how companies can perpetually tune their strategy, structure and operations to perform effectively in a changing business environment. He also talked about the hurdles that must be overcome in order to become responsive and value-driven. Gary is Global Advisory Lead at ThoughtWorks and works with large enterprises to drive change to the culture, planning, governance, and structure to better align with customers’ needs. He has over 20 years of experience in helping teams to build humanistic organisations more capable of responding to the increasing pace of change.
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Enabling sustainable transformation, Gary O'Brien, Global Advisory Lead, ThoughtWorks
- 1. ENABLING SUSTAINABLE TRANSFORMATION GARY O’BRIEN Global Head of Advisory, ThoughtWorks
- 3. SPEED AND RESPONSIVENESS ARE THE NEW BATTLEGROUND
- 4. DISRUPTOR ADVANTAGE INNOVATION SCALE MONTHS YEARS MONTHS INNOVATION SCALE MONTHS YEARS MONTHS IDEA-MVP- FEEDBACK-FIT VALIDATED PRODUCT BRAND, RESOURCES, CUSTOMERS SUCCESSFUL PRODUCT IDEA-MVP- FEEDBACK-FIT VALIDATED PRODUCT BRAND, RESOURCES, CUSTOMERS SUCCESSFUL PRODUCT
- 5. LIMITING RESPONSIVENESS ● Rigid policies make it difficult to respond flexibly to customers ● Making the numbers takes precedence over investing in growth ● Individuals shape their opinions to fit the biases of managers ● Few individuals feel empowered to initiate change ● The need for certainty has slowed the pursuit of new opportunity
- 6. In a digital world tech is the enabler, the organisation is now the constraint. TECH AVAILABLE TO NEW DISRUPTORS ENTERPRISE’S ABILITY TO ABSORB TECH EVOLUTION THE INCREASED RATE OF CHANGE IN TECHNOLOGY INCREASES THE GAP This event will have live subtitling. Please sit where you can view the text clearly.
- 7. ● Align all work to maximising the delivery of value to customers. ● Apply measures that support this. CUSTOMER OUTCOMES REMOVE CONSTRAINTS LEVERAGE TECHNOLOGY SHIFTS ● Align the org to supporting the volume and frequency of value delivered. ● Use knowledge as the key decision criteria, not structure. ● Put technology at the core of your business, not as a separate cost centre. ● Platforms that support constant change and autonomous teams. BUILDING THE RESPONSIVE ORG.
- 8. OUTCOMES FOR CUSTOMERS Homes not Mortgages DEFINE YOUR OUTCOMES IDENTIFY THE MEASURE UNLEASH THE TALENT
- 9. ALIGN THE WORK Let people “feel” what it is like CREATE AN EXEMPLAR SLICE EMPOWER WORKFORCE TO DEAL WITH AMBIGUITY & COMPLEXITY MAKE BUSINESS DECISION OBVIOUS CAPTURE WEAKER SIGNALS
- 11. REMOVE THE CONSTRAINTS Let the work decide LET MEASURES DECIDE THE WORK LET WORK DECIDE THE PEOPLE SEPARATE BUDGETS FROM THE WORK A ‘CHANGE’ ARCHITECTURE FOR SMALLER CHUNKS
- 12. DIFFERENTIATE THE WORK EXPLORE EXPLOIT SUSTAIN RETIRE KILL (at any point)
- 13. LEVERAGE SEISMIC SHIFTS Digital means Tech@Core EXPOSE IMPACTS EXPLORE OPPORTUNITIES EMBED THE CAPABILITY
- 14. TECH AS A STRATEGIC DIFFERENTIATOR TECH@CORE 3RDINDUSTRIALREVOLUTION (Informationasaresource) 4THINDUSTRIALREVOLUTION (Technologyattheheartofvalue) BUSINESS SUPPORTING ROLE COLLABORATION TECH-LED DIFFERENTIATION Formal walls and moats Tech creates digital assets Tech / business boundaries blur Collaborative execution Tech pervades a digital business TECH
- 15. EVOLVING INTERACTIONS RISE OF THE PLATFORMS PHYSICAL. NOW DIGITAL. SECURITY, PRIVACY AND TRANSPARENCY HUMANITY AUGMENTED SEISMIC SHIFTS
- 16. A NEW KIND OF LEADERSHIP DEAL WITH AMBIGUITY THROUGH TRANSPARENCY STRONG COMMUNITY BUILDERS WHO FORM GREAT TEAMS ABLE TO LISTEN, STEWARD, MENTOR CLEAR THE PATH FOR PACE AND ADAPTABILITY PROVIDE OUTCOMES WITH A MINIMUM CONSTRAINTS RETURN PROBLEMS UNSOLVED
- 17. SO WHAT STOPS US?
- 18. 1 LOSING SIGHT OF THE CUSTOMER
- 23. LEARN HOW TO EVOLVE NOT TRANSFORM ● A simplified business model that optimises delivering value to customers ● An organisation aligned to maximise the flow of value ● A delivery approach that can respond to change, using smaller chunks ● The servant leadership that enables great culture to thrive
- 24. "Get rid of budgets and job titles; Work small, learn often; Gather people around a clear outcome; Measure success as something your customers get ...and watch what happens. Or at the very least, head in that direction!..." GARY O’BRIEN
- 25. THANK YOU For questions or suggestions: GARY O’BRIEN gobrien@ThoughtWorks.com
Notas do Editor
- Voiceover Themes: The rate at which tech is changing, even the most aggressive orgs struggle with new tech adoption Each change is a mindset, org dna, set of tools, components Give an example of their role and what they may be thinking about in tech adoption E.g., as a business enabler you think about optimization It’s impossible for the company to keep re-inventing so with time it becomes more difficult One main constraint is that legacy doesn’t go away, it’s now embedded in your dna Enterprise tax = legacy software tax + org disfunction tax + process disconnect + people capability tax What we are seeing is that these new org around either digital, customer, etc. are where the investments are being made - the convergence of business and tech Org structures are changing Questions / discussion: What are disrupters doing and what are you doing? (give examples here of what we know of their industry)
- STOP-ABILITY – shoot for the moon SHORTEN FEEDBACK LOOPS SMALLER COMMITMENTS KNOW WHEN ENOUGH IS ENOUGH
- Align work to measure – leading to lagging Incent to meet outcomes Learning over completion and numbers