Fjord Equinox: Living Business
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By Jackie Jones, Business Design Director, and Alex Jones, Group Business Design Director.
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Fjord Equinox: Living Business
- 1. BECOMING A LIVING BUSINESS A framework for human-centered transformation BECOMING A LIVING BUSINESS A framework for human-centered transformation Jackie Jones & Alex Jones
- 2. A new way to Think about Transformation Becoming a Living Business
- 3. We believe a Living Business is one that is wired for flexibility, and has the ability to shift and reshape as the external environment and expectations change. Becoming a Living Business 3
- 4. Personality The behaviors, beliefs, and values that shape the experience of your company. What’s the core purpose and mission that directs the whole organization's activities? A Living Business Balances Four Vital Signs Relationships Craft Instinct Personality Instinct The internal wiring of the organization that empowers people to operate and make decisions autonomously; this increases the speed of change and innovation. Craft The essence of what your business does, and what each person within the business contributes. It’s about the combination of skills that make its offering unique. Relationships The strength of the relationships within your business’s ecosystem; including each colleague, customer, partner, and wider society. Becoming a Living Business 5
- 5. Show The digital and physical experiences that manifest the brand purpose through everything the business does. A Living Business Recognizes Its Biases Relationships Craft InstinctPower Platforms, infrastructure, and capabilities required to implement, power, and maintain the desired target experience, purpose, and expectations. Tell Marketing, branding, and advertising strategies and campaigns that take the brand purpose to the world. Behave Cultural, operational, and processes that manifests the organization’s purpose through and every internal interaction. show tell power behave Becoming a Living Business Personality
- 6. Making a Living Business Real Relationships Craft Instinct show tell power behave DESIGN THINKING DIGITAL INNOVATION STORE EXPERIENCE BRANDING CONTENT STATEGY IMAGE & AWARNESS OPERATIONAL STRUCTURE OBJECTIVES & KPIS PLATFORMS CULTURAL VALUES TALENT SPACE DESIGN Becoming a Living Business Personality
- 7. Traditional organizational models are becoming irrelevant. VITALITY is the key to future performance. Our research proves it. 71% of surveyed global organizations said traditional approaches to reinventing themselves have become increasingly irrelevant — 26% Performed better on a profit/revenue scale, compared to organizations with low levels of vitality 29% Performed better on a scale that measured how prepared organizations are to survive future disruptions Note: Accenture research as based on a survey of 381 global organizations across the consumer goods, retail, and financial services industry. Accenture measured ‘vitality’ across 5 dimensions - Sustaining, Targeting, Designing, Building/Iterating, Connecting. Becoming a Living Business
- 8. 2 So… How do you get started? Becoming a Living Business
- 9. Globally, large organizations are attempting a transformation of their businesses. Often putting people- first and design at the heart. From these dozens of organizations and transformation programs we’ve experienced, we have identified some consistent and common observations. 8 Doors to a Living Business Spark Split Reflect IllustrateSprint Partner Nurture Infect LB Audit Human-Centered Transformation Becoming a Living Business
- 10. Becoming a living business Spark the Change What intervention will ignite a mix of excitement and fear and establish a cross-business commitment to change? —Pick a metric & ruthlessly pursue it —Run an immersive learning ‘field-trip’ —Select a key intervention —Pick a date for a launch – EOY results? Becoming a Living Business
- 11. Becoming a living business Split the Transformation Separate the two, distinct tracks of work required to transform your organization. THE HYGIENE: Doing the basics brilliantly —Infrastructural —Predictable —Mandatory THE FLAIR: Create new opportunities —Innovative —Unknown —Risky Becoming a Living Business
- 12. Becoming a living business Reflect from a People Perspective How do your customers, colleagues or partners experience your business? Are you really solving their problems? —Primary research – establish true empathy —Blend emotional qualitative and unequivocal quantitative findings —Visualize simply and holistically —Be brutally honest and provocative Becoming a Living Business
- 13. Becoming a living business Illustrate the Vision Boil your strategy or vision down into something memorable, visual and repeatable. It’s key to adoption. —Brand your transformation. —Start with ‘why’ —Make the vision memorable & repeatable —Target emotions + rationale Becoming a Living Business
- 14. Becoming a living business Sprint at Digital Pace Incubate a space within your organization that operates with new ways of working, to deliver on your vision at pace. 100 Days 10WEEKMVP —Incubate a new way of working and space —Prove or disprove hypotheses rapidly —Use clear objectives to focus the team —Bring experts and new-comers together Becoming a Living Business
- 15. Becoming a living business Partner with Open Arms How do your customers, colleagues or partners experience your business? Are you really solving their problems? —Shift from corporation to constellation —Partner to fuel your transformation —Technology, pace, authority and IP —Consider a Partnerships Lead to plan Becoming a Living Business
- 16. Becoming a living business Nurture an Engaged Culture Design thinking and design doing is not enough, you also need a design culture that is native to innovation. —Culture is not designed or installed – a ‘third way’ —Culture creates change momentum —Create security with empowerment & idiosyncrasies —A proactive and productive culture beats product Becoming a Living Business
- 17. Becoming a living business Infect the Organization It’s the responsibility of any transformation initiative to instill its values and methods into adjacent areas of the business. —Innovation Hubs don’t scale transformation —Transformation on the outside and inside —Digital + Physical + Human —Colleagues are customers too Becoming a Living Business
- 18. Becoming a living business Rather than a fixed, step-by-step process, we see these observations as ‘doors’ that can be accessed in any order. They are triggers to transformation in your organization. This story is rarely linear Spark Split Reflect IllustrateSprint Partner Nurture Infect LB Audit Human-Centered Transformation Becoming a Living Business
- 19. Becoming a living business Spark Split Reflect IllustrateSprint Partner Nurture Infect LB Audit Human-Centered Transformation The Infectious Spiral —Start small. Repeat and infect —Test in a risk-free environment —Audit once confidence has been established Becoming a Living Business
- 20. Becoming a living business Spark Split Reflect IllustrateSprint Partner Nurture Infect LB Audit Human-Centered Transformation —Start big. Consider corporate strategy —Organization- wide, inside and outside —Audit before you begin The Wholesale Rewire Becoming a Living Business
- 21. Becoming a living business LB Audit Human-Centered Transformation —Start anywhere. Follow the business currents —Nudge transformation one door at a time —Audit to provoke— seek change through commitment The Serendipitous LeapSpark Split Reflect IllustrateSprint Partner Nurture Infect Becoming a Living Business
- 22. We believe human-centric problem solving and design is the differentiator that sets apart those organizations that will not only survive, but thrive. 1. Check your vital signs and consider the balance in your organization 2. Consider your transformation path - it’s unique to your business 3. Open a door and kick start your journey
- 23. BECOMING A LIVING BUSINESS A framework for human-centered transformation BECOMING A LIVING BUSINESS A framework for human-centered transformation Thank you
Notas do Editor
- Personality: The behaviors, beliefs and values that shape the experience of interacting with your company – whether as a customer or a colleague. Much more than just brand, it’s everything you exhibit to the world. Instinct: How your company responds to difficult situations. If you empower and trust your colleagues to make decisions without needing to feed up through higher management each time, change will happen more nimbly. Craft: The essence of what your business does, and what each person within the business contributes. It’s about the combination of skills that make its offering unique – and impossible for your competitors to replicate. Relationships: Every relationship within the business’s ecosystem, including each colleague, customer, supplier and wider society. Great business has always been founded on great relationships – but now more than ever.
- Personality: The behaviors, beliefs and values that shape the experience of interacting with your company – whether as a customer or a colleague. Much more than just brand, it’s everything you exhibit to the world. Instinct: How your company responds to difficult situations. If you empower and trust your colleagues to make decisions without needing to feed up through higher management each time, change will happen more nimbly. Craft: The essence of what your business does, and what each person within the business contributes. It’s about the combination of skills that make its offering unique – and impossible for your competitors to replicate. Relationships: Every relationship within the business’s ecosystem, including each colleague, customer, supplier and wider society. Great business has always been founded on great relationships – but now more than ever.
- Personality: The behaviors, beliefs and values that shape the experience of interacting with your company – whether as a customer or a colleague. Much more than just brand, it’s everything you exhibit to the world. Instinct: How your company responds to difficult situations. If you empower and trust your colleagues to make decisions without needing to feed up through higher management each time, change will happen more nimbly. Craft: The essence of what your business does, and what each person within the business contributes. It’s about the combination of skills that make its offering unique – and impossible for your competitors to replicate. Relationships: Every relationship within the business’s ecosystem, including each colleague, customer, supplier and wider society. Great business has always been founded on great relationships – but now more than ever.