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The world is not static, and new innovations – products, technologies, and services – threaten to replace any company that fails to keep up.
The goal of many companies in response to this environment is an attempt to become both more responsive and more proactive. In other words, to become more dynamic.
In this presentation, I combine information from a number of theories and business practices - Lean, Lean Startup, dynamic capabilities, self-determination theory, social business, and service-dominant logic - to form the building blocks of a dynamic organization.
Ingredients for success now and in the future
Building blocks of a
• New innovations – products, technologies, and services – threaten to
replace any organization that fails to keep up.
• It is one thing to build a successful company, and quite another to build a
company that is able to retain its success over the years...
• There are successful turnarounds…
• But is it really necessary to go through this cycle of success and failure?
Could a company reinvent itself constantly and not fall victim to
Why should I build a dynamic organization?
• Service: What is it that the organization does for its customers?
“People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.”
• System: Processes, structures, and partnerships that are used to provide
• Individuals: How the people in the organization are motivated,
empowered, and coached in order to continuously improve their own
skills, the system, and the service provided.
How an organization addresses these determines how dynamic it is.
The three building blocks of an organization
• It is the dawn of a new era, one where companies realize that they do not
create value, but only help their customers create value.
Value is subjective and determined by the beneficiary
Our awe at our newfound ability to produce things at
scale overwhelmed the nuisance that these things
were not an exact match to any of the customers…
Companies now need to understand
each of their customers more deeply
again, just like a cobbler or tailor of
old, only this time this deep
understanding can be combined
with having millions of customers
• Not fail fast, fail often!
• Plan, do, study, adjust – and do it faster than others!
Improving service: rapid experimentation
• Technology does not create dialogue, but it can be an essential tool in
enabling it and in drawing insights from it
Improving service: establish dialogue
• Recognize the networks of actors and institutions that provide service to
your customers, and be proactive in innovating reorganization of these
networks – and you can carve a place for yourself.
Improving service: reorganize networks
• Look at what you do and try to find the link between that and what the
• Then, try to figure out how to do things so that they are more in line with
what the customer needs and thus provide the service faster, with better
quality, and as a result, also cheaper.
Improving the system: connect what you do and
what the customer needs
• To improve rapidly, distribute the responsibility for problem-solving
throughout the organization.
• Support and coach each employee to become a better problem-solver –
each manager needs to be able to give such support
Improving the system: everyone is a problem-solver
• Use social collaboration tools to build networks within the company,
between a network of companies, and directly with customers.
• This enables more connections, more ideas, and serendipity.
Improving the system: everyone is connected
The individual: intrinsic motivation
•Control over your own life -> ability to make decisions at work
•Becoming better at what you do -> training, coaching, challenges
•Connection with other people -> building one big family, culture
•Being part of something greater -> vision and purpose of the company
• Prevent silos from forming by encouraging horizontal career moves,
creating a culture of togetherness
• Most innovations happen when existing knowledge from different fields
is combined in new ways
The individual: fostering generalists
• Improvement is a never-ending cycle – the moment you stop improving,
you start to get worse
• Coach people on continuous improvement and give them sufficiently
challenging tasks to help maintain a sense of urgency
The individual: coaching and challenging