TextText@brilliantnoise brilliantnoise.com

Brilliant Noise July 2015

Workshop

Digital culture change

2

“Virtually every firm in every industry

is being shaken up by the digital

revolution. No chief executive can

ignore the onslaught of mobile

computing, big data, artificial

intelligence and the like. These new

technologies offer the promise of

huge efficiency gains, but also the

threat of being walloped by some

upstart from Silicon Valley.”

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The Economist | The World in 2015

Digital disruption

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5 years old

600 employees

$20 billion valuation

owns a marketplace

92 years old

77,000 employees

$10 billion valuation

owns resorts, airlines, rooms

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Digital is the context for change

5

Digital business. Digital mindset.

Digital mindset

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Quick self assessment

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Area AttentionRate how focused you are on the followingon a scale of 1 (very poor) to 5 (brilliant)

Me My organisation

Context Analysing and acting on digital trends affecting your business.

Customer Being customer centric.  Utilising data to understand and respond to their rapidly evolving needs

Organisation Working in an agile and responsive way across teams, functions and hierarchies.

PersonalConsciously managing your use of digital - for collaboration, productivity, prioritisation and communication.

Context Personal

Organisation Customer

Change comes from all directions

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Customer

Competitor Employees

Channels

Company

Technology & tools

Exponential growth

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Moore’s law

The number of transistors on integrated circuits doubles every two years.

This effectively means that the internet doubles in size every two years.” Carver Mead (Caltech)

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32% growth y/y of sensors. 8 Billion+ sensors a year distributed via multiple devices

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I can’t know everything.

I can know what will affect me. I can prioritise resources and attention around opportunities and threats.

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What trend needs action right now? What will have the biggest impact?

Context Personal

Organisation Customer

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“It is the individual, operating at the peak of his or her powers, who will revive our organizations, by reinventing both self and them.”

Warren Bennis

Leadership studies pioneer and professor at USC

Leadership is an action

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Leading yourself

- Develop a digital mindset.- Create an example of change.

Leading others

- Spread mindset.- Collaborate.

Leading organisations

- Clear vision and communications. - A culture that is flexible and open to change.

Leading oneself is harder than

ever.

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Distraction.

Focus. Time.

Energy. Pace of change.

Digital tools. Information overload.

Email deluge.

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Start with critical thinking about how you work - your skills, your digital tools and how you spend your attention.

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Optimal state of working.

Immersed, focused. Challenged, not stressed.

Learning and excelling.

Flow

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What conditions allow you to perform at your best?

What barriers prevent you from being more effective?

Context Personal

Organisation Customer

“...any company that embraces the status quo is on a collision course with time.” Howard Schulz, Starbucks

Think like a disruptor

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ATTACK

DISRUPTORINCUMBENT

LEAN PRODUCT CANVAS

MINIMUM HIERACHY

REALTIME

USER TESTING

DEFEND

FAIL LESS

OUR OFFER

DATA IS FOR MEASURING PERFORMANCE

HISTORY

CUSTOMER-OBSESSED

MINIMUM VIABLE PRODUCT

PURPOSE

LISTENING, LEARNING

CUSTOMER IS AN ABSTRACT PERSONA/DEMOGRAPHIC

DETAILED BUSINESS CASE

ORGANISATIONAL STRUCTURE

REPORTING

FOCUS GROUP

DATA FOR INSIGHT & DECISION-MAKING

NOW & NEAR

FAIL FASTER

CUSTOMER PROBLEMS

COPYING OTHER INDUSTRIES

PRODUCT LAUNCH

VISION

BEST PRACTICE & CASE STUDIES

MARKET RESEARCH

Keeping agile start-up culture alive at Facebook

What lessons can we learn from Agile?

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Minimum viable product (MVP).

Ship early, ship often.

Build - measure - iterate.

Fail fast, fail cheap.

Context Personal

Organisation Customer

Airbnb Uber Spotify GoogleAmazon

Google BBC Amex

Tesco FedEx Toyota Coca-cola

Ford Nestlé Sony P&G

MANUFACTURING

Access to global factories

DISTRIBUTION

Access to global supply chains

INFORMATION

Access to the web and cloud computing

CUSTOMER

Knowledge and empowerment

The age of the customer

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Based on research by Forrester

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“An all out innovation arms race is on between the world’s largest hotel groups”

Culture change exercise

A different approach…

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“Insanity is doing the same things over and over and expecting different results.”

Albert Einstein

Theoretical physicist (and genius).

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Design thinking

‘Think like a disruptor’ - Exercise brief

In your small groups spend a few minutes considering the customer scenario

provided. Then brainstorm all of the ideas you have in answer to your groups

question.

- Write down one idea per post-it note

- Aim to be as specific as you can

- Be bold - there is no such thing as a bad idea!

- Once you have written down your ideas stick them onto your flip chart.

- After ten minutes begin grouping and organising your ideas.

Prioritise one or two that you will share with the group.

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Exercise discussion

How did you find the exercise?

What did you notice when trying to ‘think like a disruptor’? Was anything

particularly easy or challenging for you?

What insights did you have that you can take back to your own organisation?

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Personal challenge coaching exercise

Why coach?

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22% increase in profit

39% increase in customer service

67% increase in teamwork

61% increase in job satisfaction

71% increase in manager relationship

77% improvement in relationship with direct reports

86% productivity increase when

coaching is added to training

Source: McGovern, Lindemann, Vergara, Murphy, Barker &

Warrenfeltz

Google: Project Oxygen

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Sprint coaching

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Fewer words.

In the moment.

60 seconds.

Empowering others.

GROW

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Goal Reality Options Will

What’s your goal?

Where are you now?

What are your

options?

What will you

do?

Quick self assessment

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Area AttentionRate how focused you are on the followingon a scale of 1 (very poor) to 5 (brilliant)

Me My organisation

Context Analysing and acting on digital trends affecting your business.

Customer Being customer centric.  Utilising data to understand and respond to their rapidly evolving needs

Organisation Working in an agile and responsive way across teams, functions and hierarchies.

PersonalConsciously managing your use of digital - for collaboration, productivity, prioritisation and communication.

0

0.9

1.8

2.7

3.6

Context Customer Organisation Personal

Me My Organisation

Based on 18 results

Self assessment results

Coaching exercise

Identify a key personal or organisational challenge.

Take that into a paired coaching conversation.

Commit to a personal objective/action as an outcome.

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GROW

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Goal Reality Options Will

What’s your goal?

Where are you now?

What are your

options?

What will you

do?

Effecting Culture change

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Fast change Collaboration Leadership

Nurture agile teams…

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… helping your teams work collaboratively, innovate at speed and rapidly scale success by:

- Prioritising the digital trends that matter the most

- Championing ways of working that grow digital culture across the organisation

Create a bias for action.

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UIHD. Active language.

Prototypes not proposals.

Collaborative networks…

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…helping networks transmit ideas, embed technology and realise opportunities by:

- Identifying and embedding key drivers of collaboration

- Improving relationships and information flow across teams and functions

- Reducing unnecessary controls on decision-making

- Identifying initiatives to pilot and scale

Planning around the customer

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Leadership in the digital age…

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Helping your leaders to prioritise trends and make rapid decisions despite uncertainty by:

- Learning how other leaders are succeeding

- Streamlining decision-making and creating a ‘bias for action’

- Empowering people to improve the customer experience

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Next steps

Thank youbrilliantnoise.com @brilliantnoise

belinda.gannaway@brilliantnoise.com