atmosphere ways of working part 3 the case for a culture of collaboration

WAYS OF WORKING / [email protected]

WAYS OF WORKING SERIES 3. THE CASE FOR A CULTURE OF COLLABORATIONBurke Turner We Are Atmosphere - 2016 weareatmosphere.com@weareatmosphere

Imagecredit:https://nathalik.wordpress.com/page/9/


PRESENTER

Burke Turner Digital Workplace Consultant We Are Atmospherehttps://uk.linkedin.com/in/burketurner

- Passionate about helping organisations unlock latent talent to achieve

heightened efficiencies, greater depths of creativity and true agility

- Designed & Delivered staff training in Australia & the UK for the fastest

growing retailer ever

- Digital workplace for click & mortar retail

- Team level adoption of digital transformation programs


WHY BOTHER?

Is our culture too slow to win?

Are we attractive and competitive in the (global) talent war?

Do we leverage technology for what our people want to do or is technology an IT remit?

Do we understand the business case for collaboration?


38% Average of employers around the world reporting talent shortages1

92% companies believe that redesigning

the organisation is very important or important2

39% UK employees that report positive employee engagement3

PREPARED?

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YOU ARE NOT ALONE


SERIES: WAYS OF WORKING


3. THE CASE FOR A CULTURE OF COLLABORATION


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Clearly silo’d • talent organised by function or division (budgets and fiefdoms) • heavier on reporting and meeting targets • ideas dependant on management to surface

Structural inertia • reduced agility to form and disband cross-functional teams • rigid mid to long term business planning • reporting/target focus

Corporate hierarchy dictates which initiatives or projects to tackle

Meeting-led culture, diaries always full

A degree of protectionism over informationSomewhatbleakperhaps,howevernotanunfairevaluation

A TYPICAL WORKPLACE CULTURE?


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LEADING A CULTURE OF COLLABORATION


+ 45% over budget + 7% over time - 56% less value than expected1

+ 200% cost + 70%2 schedule

IT problem = IT solution Shared ownership needed

DIGITAL = IT?

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The average large IT project

One in six IT projects


Customer Need

Cross Functional teams of talent

Agile development cyclesTested & repeated as needed

2 weeks - 3 monthsShip Product

Feedback&

Improve

DIGITAL = APPROACH!

Simplifiedworkflowofmanysoftwarebusinesses


Customer Need

Cross Functional teams of talent

Agile development cyclesTested & repeated as needed

2 weeks - 3 monthsShip Product

Feedback&

Improve

LEADERSHIP? PrioritisationResources

StakeholderBusiness wide activity

“Getting out of the way”

DIGITAL = APPROACH!


Technology is a tool to enable and empower - No longer ‘an IT problem’ - Supported by HR to select, embrace, and embed - Functions as a Strategic (human) competitive advantage

Digital is an approach - Customer needs drive activity - Talent decides - Leadership gets “out of the way”

A DIGITAL APPROACH TO THE WORKPLACE - 1

Imagecredit:https://www.flickr.com/photos/gilgongo/2255803718/


DIGITAL = APPROACH!

Imagecredits:https://www.groupon.co.uk/deals/uber-33https://transferwise.comhttps://www.wearedesignstudio.comhttp://lbbonline.com/news/this-new-giffgaff-campaign-is-bursting-with-unexpected-fun/


Silo’s broken down - Customer needs replace fiefdoms - Personification brings the customer to life - Leaders = mentors; available, supportive, facilitating - Team over individual

Organisational agility - Cross functional teams form and disband on a project basis

Ideas come from anywhere and are actively sought out from customers and employees




WouldyourCEOstandbehindthisstatement?Wouldyouremployeesagree?

CAN YOU AFFORD FOR THIS TO NOT BE THE CASE?


Technology is leveraged to facilitate

- Work/life blend, workplace flexibility

- Multi-channel, physically ambivalent communication

- Reduced burden of reporting

- Increased transparency - Reduced time to market

- Cultures of collaboration




“Workingoutloud”simplifiesreportingtoupdatesAllowsstakeholderstoobserveandintervenequicklyifneeded

TRANSPARENCY ENABLES EFFICACY & EFFICIENCY

Invitation to contribute

Ability to stop wayward activity

Agile and scrum methodologies - Cherry picked and applied to wider business


63% believe “a lack of collaboration hurts the ability to understand the impact of emerging risks on business strategy”1

What is the value of unlocking 5% productivity through an effective collaboration strategy?

350 * employees Avg wage 37k £647,500 value / year

A DIGITAL APPROACH TO THE WORKPLACE - FORMING A BUSINESS CASE

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SERIES: WAYS OF WORKINGREAD THE WHOLE SERIES AT SLIDESHARE.NET weareatmosphere.com

http://slideshare.net


We are a business futures practice

We provoke new thinking and inspire positive change; helping you succeed in the face of growing complexity and a more digitally connected world

Proven methodology delivering strategic programs of change

- Digital strategy & planning

- End-to-end digital transformation

- Innovation programs

- Workshops and programs of engagement

WE ARE ATMOSPHERE


Burke TurnerDigital Workplace Consultant

1st floor, c/o PrettyGreen48-50 Farringdon Rd, London, EC1M 4DG

t. 0208 2424 954 weareatmosphere.com

@weareatmosphere