LEF’s Dynamic Workplace workshop helps you identify and design the critical success factors you need to address in any change of working practice
Development Bank of Singapore (DBS): Using all the levers of DT to build the “world’s best bank”: 1. Be digital to the core. 2. Embed DBS in the customer journey. 3. Create a 27,000-person start-up. Source: LEF Research – A Tale of Two Missions: From IT Modernization to Business Transformation, May 2019
The term digital transformation is overused and misused, as evidenced by LEF research. This misrepresentation of organizational change highlights a missed opportunity for organizations. By getting clear on disruption, threats and points of inertia that inhibit change, leaders can pinpoint key areas of focus required to effect true digital transformation.
Successful organizations have a deep understanding of the level of disruption within their industry and apply appropriate plays that drive sustainable transformation. To address this challenge, LEF uses a model of change supplying both short- and long-term missions. Our work focuses on helping business and IT leaders choreograph change based on appreciating how disruption impacts the enterprise across different industries and highlights the importance of a balanced approach to IT modernization to remain competitive.
Understanding each of the three primary spaces is critical, however, the overlaps are equally important. Key characteristics of this model for change include:
But there’s a danger that these spaces become missions in their own right; going too fast, accruing technical debt or building walls of inertia between teams. Another common problem is organizations investing a lot of effort in the IT modernization space but not enough in the other two spaces, inviting the danger of being disrupted. To share a common example, tinkering with IT infrastructure is futile for any player in the entertainment industry, which has already been comprehensively disrupted. Similarly, manufacturers that make their existing business data-driven, but fail to see new tech such as drones, car sharing apps and the sharing economy, risk becoming dependent on legacy products.
Organizations wishing to evolve within their sector must both understand future disruptors and put their IT house in order. LEF helps you think deeply about your markets, in terms of physical infrastructure and product (‘atoms’) and information and data (‘bits’) to clarify where you’d like to play. For example, Philips shed its lighting businesses to focus on digital healthcare and gain greater returns. It’s the sequencing, or choreographing, of activities across the three spaces that presents the greatest challenge; this is where LEF makes a difference.
This workshop teases out thinking about future disruption by encouraging delegates to baseline their terminology, understand where they are and their context within an industry (or industries), and ultimately identify the plays to shift their game.
Workshop session
Outcome
Introductions & objectives
Set expectations
Set the scene Reconfirm outcomes desired, understand & align goals
Level set language & vocabulary; build confidence in approach
Agitate: digital transformation – situation paralysis Explore DT & three key types of change; identify disruptors & innovators in your sector
Situational awareness of where you are at within your industry in terms of disruption
Activate: identify your barriers to success Assess where you are, where you need to be & where to focus attention for the next six months
Review, refine & discuss true present position
Activate: which way forward? Explore options, existing commitments & identify likely resistance; confirm which actions will deliver best outcome
Identify & remove barriers; discuss options to move forward
Accelerate: accountability & commitment Evaluate if you have necessary executive buy-in; agree what else is needed
Debate & agree options; reboot action plan
Action: confirm what next Review outcomes, timescales & agree accountabilities to progress journey
Agreed action plan
Identify short to medium term challenges & opportunities of digital disruption in your sector Create a company-wide plan for change
Learn how to choreograph change across three spaces of disruption Balance priorities & keep the endgame in sight
