For Companies who want to build agile networks, the Digital Team Platform delivers Digital Leadership Capabilities which enables dynamic value creation trough the collective intelligence of cross-boundary interactions and cooperation.
Membership Breakfast Club - Building the perfect digital teamEdo
The document discusses building a perfect digital team. It will cover recapping digital governance structures, members introducing challenges in their teams, and adjusting structures through planning rather than delivery. It also notes that Britain will need over 700,000 new digital workers in the next four years. When structuring teams, the document recommends focusing on strategic planning and commissioning work rather than internal delivery due to budget constraints. It suggests setting up an advisory board of specialists from different departments.
Whether you’re at home or on-the-go, intelligent assistants help you tackle your growing to-do list easily and efficiently -- from checking the weather to streaming your favorite songs. But it shouldn’t stop there. What if you could on-board an employee while ordering a latte? Have your new address updated by HR with a single text? Join us for a stimulating conversation on key trends shaping the Future of Work and learn practical advice on using AI to redefine the employee experience to be more exciting, engaging, and intelligent.
The document summarizes findings from a survey of 456 organizations on trends in digital workplaces and intranets in 2012. Key findings include: 1) Social collaboration initiatives are still primarily in experimentation or limited deployment rather than enterprise-wide. 2) Benefits of social initiatives remain anecdotal. 3) Concerns about information quality, security and business value persist. 4) Half of organizations plan to increase investment in social collaboration in 2012. 5) "Findability" of information remains a challenge, especially for non-leadership organizations.
The Digital Workplace - Redefining Productivity in the Information AgeElizabeth Lupfer
The document discusses the need for organizations to redefine how information work is done to increase productivity in the digital age. It notes that while information technology has advanced, work practices have not adapted and continue to rely on outdated industrial-era models. As a result, employees spend over an hour per day searching for information instead of being productive. The proposed solution is to create a "Digital Workplace" that integrates different work systems and is tailored to employees' specific roles and tasks. This could fundamentally change how work gets done and help organizations gain a competitive advantage through improved information work productivity.
During this session we will discuss how the new digital workplace can embrace new technologies from Microsoft Teams through to AI and Extended Reality. During this presentation we will discuss how these new technologies can enhance and support the "new way of working'.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
In this presentation I will take you through:
• The characteristics of the Modern Workplace
• What employees are looking for when using digital tools
• Four trends that is shaping the future of collaboration
• (Hopefully) A few new perspectives on new ways of working
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
The document discusses definitions of the digital workplace and examines whether it is hype or reality. It considers 6 different definitions of a digital workplace and evaluates them based on whether they are investable and involve communications. The document also looks at how an intranet and digital workplace can work together, providing examples of using a digital workplace for peer-to-peer knowledge sharing and revising company policies. Key components of an effective digital workplace framework include engagement, knowledge, content, and operations supported by communications, IT, and management.
This document discusses the digital workplace and employee engagement. It begins with an introduction to the author and her background researching digital workplaces. It then discusses key findings from her most recent survey of 314 organizations regarding employee engagement levels. Interviews are presented that provide perspectives on millennials in the workplace and how organizations can better support flexibility, transparency, and contribution-based work. The document outlines the evolution of the digital workplace from separate intranets and collaboration platforms to a more converged social model. It also analyzes differences between early adopters and the majority of organizations in areas like culture, strategic drivers, and support for virtual teams. Finally, it discusses how the digital workplace can help with customer service scenarios and the top challenges organizations face in
Intro presentation from the Enterprise 2.0 Summit 2013 in Paris that served as the basis for a discussion panel around approaches for the technology framework of a Digital Workplace and its challenges
How can we enable a more efficient and streamlined operational environment that enhances our employee experience? What needs to happen in order for us to succeed in our vision to create the best intelligent travel ecosystem? What role does AI, data and emerging technologies play across our organization? Learn how Finnair, a 95 year old airline, has been navigating towards a future proof working environment.
This document presents the Digital Workplace Maturity Model created by ClearBox Consulting. The model assesses digital workplaces across four dimensions: Communication & Information, Structure, Services, and Community & Collaboration. Each dimension has five levels of maturity ranging from Base to Excel. The model uses metaphors like a market, town, city, supermarket and mall to represent different patterns of maturity. The document provides examples and discusses how organizations can use the model to evaluate their current digital workplace and identify strategies to improve in areas that match their business goals.
Digital HR-Workshop discusses how to digitalize HR processes. The agenda includes topics like using data insights and social media to build influence. It outlines benefits like establishing HR as a strategic partner and process integration. Activities proposed are developing a vision, upgrading systems, and creating multiple engagement channels. The document also discusses how personal branding, social learning, cloud computing and mobile apps are changing HR practices.
GE created an enterprise-wide KM Strategy and began implementation in early 2016. In three years, they have designed and launched 160+ global communities for their engineering staff and others across GE businesses (with more than 130K members). Their focus is on tacit knowledge exchanges for GE’s engineering workforce. Within a year, they expect to grow to about 200 communities that engage about 175,000 employees in primary and supporting roles to our 55K+ engineers. In this session, see inside how GE is working within and across businesses to connect employees and drive business value, and experience a live tour of aspects of their digital workplace that showcases their Knowledge Management approach and user experience.
The average workday has become disjointed. While workers enjoy the “freedom” that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. The presentation discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams.
This document summarizes the key findings from the 9th annual survey on the digital workplace conducted by Jane McConnell. The survey gathered responses from 373 people from 280 organizations in 26 countries. It found that while digital workplace capabilities continue increasing, challenges related to organizational mindset have not improved over the last year. The document then examines three groups of organizations that reported 1) a strong, shared sense of organizational purpose, 2) openness to external influences, and 3) an enabled customer-facing workforce. For each group, it identifies correlations with other organizational characteristics and lower reported challenges. It concludes by providing recommendations for addressing common challenges.
The document discusses the digital workplace and how it can transform the employee experience. It defines the digital workplace as the integration of technologies that employees use for communication, collaboration and work, breaking down barriers and fostering innovation. Implementing a successful digital workplace strategy requires addressing governance, risk, compliance and having the right tools and technologies to meet business goals and employee needs.
Este documento presenta el perfil profesional y la experiencia laboral de Lucas Madrid Barbotto, un ingeniero mecánico con maestría en administración de empresas. Ha ocupado cargos directivos y gerenciales en varias empresas donde se ha desempeñado en áreas como proyectos, comercialización, administración y asesoría independiente. Actualmente ofrece sus servicios como asesor independiente a diferentes empresas.
Este documento lista los orígenes latinos de los nombres de varias bodegas y tipos de vino de España y Argentina. Proporciona la traducción al latín de cada nombre y la ubicación de la bodega. Ilustra cómo muchos nombres se derivan de topónimos latinos u otras palabras latinas relacionadas con el vino, la agricultura o la mitología.
Sports Geek Sports Social Media Rankings April 2013Sports Geek
Facebook and Twitter are key social media platforms for sports teams to engage sports fans, here is a tally of Facebook and Twitter numbers for sports leagues around the world
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres. Ahora, a medida que se levantan las restricciones, la recuperación económica será gradual a medida que los consumidores y las empresas se readaptan a la nueva normalidad.
El documento presenta la agenda semanal del 26 de mayo al 1 de junio de 2014, incluyendo eventos culturales, artísticos y recreativos como clases de tai chi, ferias culturales, conciertos, exposiciones y talleres que tendrán lugar en Asunción, Paraguay durante esa semana.
XI Grande Prémio Atletismo Vila Mozelosjamozelense
O documento anuncia o XI Grande Prémio de Atletismo da Vila de Mozelos a ser realizado em 27 de Junho. Fornece detalhes sobre as inscrições, horários, escalões, anos, distâncias das provas masculinas e femininas. Também menciona uma caminhada e a distribuição de prémios no final.
El documento proporciona información sobre cómo iniciar un negocio en la industria farmacéutica en Brasil. Explica los pasos para obtener las licencias y registros necesarios, incluidos los procesos de legalización para fabricantes, importadores y productos para la salud. También resume las características del mercado farmacéutico brasileño, incluidos los segmentos de soluciones parenterales y diálisis.
This document provides a summary of Murugan Mayavan's personal and employment history. It details his educational background, language skills, employment history spanning over 11 years working for companies like GE Energy Power Conversion, Converteam, and Ispat Industries Ltd. It also lists 18 power electronics projects he has executed from 2007 to 2015 involving drives upgrades, commissioning, testing and more. The document demonstrates Murugan's extensive experience in areas like power electronics design, medium voltage drives, PLCs, SCADA systems, maintenance and troubleshooting.
Periódico el Universitario del Chocó, órgano informativo de la Universidad Tecnológica del Chocó, edición No 15, con las noticias mas importantes en educación, investigación y extensión.
Director
Eduardo Antonio García Vega
Rector
Consejo Editorial
ELKIN MOISES CHAVERRA DURAN
Vicerrector Administrativo
GILBERTO PANESSO ARANGO
Vicerrectoría de Docencia Académica
JULIO CESAR HALABY GUERRERO
Vicerrector de Investigaciones
BERTHA CONTO GARCIA
Vicerrectora Extensión y Bienestar Univ.
Coordinación editorial
Gonzalo Díaz Cañadas
Coordinador Oficina de Comunicaciones y Prensa
Paula Ruiz Restrepo
Comunicadora Corporativa
Jhon Arley Mosquera Garrido
Fotografía
Dirección
Cra. 22 No 18B-10 B/ Nicolás Medrano - Ciudadela Universitaria
Quibdó-Chocó-Colombia
Línea gratuita nacional: 01 8000 93 8824
Tel cel. 3104892698 fax 0946 726565 ext. 1090
Página web :http://www.utch.edu.co
Redes sociales
Youtube :http://www.youtube.com/user/centroafro
Facebook: http://www.facebook.com/utch2012
twitter: @PrensaUTCH
Email :prensa@utch.edu.co
“Trabajando en Minga por la Acreditación Institucional”
To understand the impact of Flowing society as a macro force on the emergence of new product categories in India and the subsequent drivers and trends that have resulted in a shift in society.
Este documento resume diferentes temas relacionados con la administración de sistemas operativos. Explica los antecedentes de Internet y cómo evolucionó de una red militar estadounidense a una red global. También clasifica los diferentes tipos de redes como las redes de área personal, local, de campus y amplia. Además, describe los diferentes medios de transmisión guiados como pares trenzados, cable coaxial y fibra óptica, y los no guiados que usan ondas electromagnéticas.
El documento presenta información sobre la gestión del éxito de las empresas familiares a través de las generaciones. Aborda temas como mejorar el gobierno de la empresa familiar, el protocolo familiar, la sucesión y tipologías de empresas familiares. Explica las diferencias entre los sistemas familia y empresa, así como la importancia de mantener la unidad y confianza entre la familia para el éxito a largo plazo de la empresa familiar.
El documento presenta las opiniones de varios estudiantes extranjeros sobre sus ideas preconcebidas de España y cómo sus perspectivas cambiaron después de vivir en el país. Algunos tópicos que mencionan son que creían que las corridas de toros eran el deporte nacional, que todo el mundo bailaba flamenco y tomaba siestas, pero se dieron cuenta de que estas costumbres varían según la región. También pensaban que los españoles eran más religiosos, vagos y ruidosos de lo que realmente son.
Moje Bambino: Kreator dobrej przestrzeni edukacyjnejmojebambino
Jak tworzyć bezpieczną przestrzeń przyjazną rozwojowi dziecka? Jaka przestrzeń wspiera aktywność i zaangażowanie najmłodszych? Zapraszamy do zapoznania się z prezentacją Moje Bambino na temat tego, jak zmieniamy polskie realia w placówkach i do jakich standardów wyposażeniowych dążymy.
El documento describe la experiencia de realizar prácticas en la ciudad de Kotka, Finlandia. El autor vivió en un hostal llamado Villa Kärkisaari y trabajó en un instituto de formación profesional donde proporcionó información nutricional sobre los menús. También discute las características de los finlandeses, como su carácter reservado, y los desafíos de comunicarse debido a las diferencias de idioma.
The Internet is growing beyond imaginations and borders,
but IPv4 limits today's Internet growth. The "old" Internet Protocol originally was built to experimentally support a few dozen sites with a few hundred computers
This document discusses building efficient and adaptive digital teams and organizations. It outlines challenges companies face in a fast-changing environment and how digital leadership can balance efficiency and adaptability. Digital teams focus on customer opportunities and cross-functional use cases. The digital team lifecycle involves building and operating teams around customer opportunities and use cases. Primary and support activities are designed on a digital platform to manage the digital team of teams structure. Community integration empowered by cloud technology allows knowledge sharing across boundaries to create value through smart service networks and platforms. Digital teams are said to free up resources and drive improvements in business performance metrics like time reduction, efficiency, and growth.
For Businesses who want become a Smart Services Leader, TMG provides a Digital Improvement Program which drives dynamic value creation through the alignment of business models, organization, talents and infrastructure
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
A Digital Enterprise is one that leverages customer, contextual and enterprise data and use new-age technologies to drive exponential business impact. To facilitate digital transformation, enterprises are increasingly setting up Digital Labs/Hubs in geographies with rich product capabilities, such as the Bay Area (US) and Bangalore (India).
This document discusses how a Digital Cooperation Platform provided by TMG can help companies meet cross-country performance requirements by simplifying complex work. The platform moves companies from linear processes to networked organizations and enables cross-functional, cross-country cooperation to achieve business goals. It provides structure, processes and systems on a technology layer while allowing for autonomy and cooperation. Examples show how the platform can be used to enable interactions between marketing and sales to achieve collective objectives.
This document discusses the development of a Digital Readiness Level (DRL) model by the H S S M I institute. The DRL aims to provide a consistent measure of digital preparedness for UK manufacturers. It identifies six key capabilities (business case, technical, data, leadership, people, integration) and competencies within each. The DRL will be structured similar to other readiness levels and provide a concise assessment. HSSMI is working with industry partners to further develop and test the DRL model and capabilities.
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
The document discusses the platform organization approach for simplifying complex work in business environments. A platform organization leverages existing digital technologies to create growth through simplifying complex work across countries. It establishes communities to enable cooperation and collective creativity for meeting performance requirements globally with local responsiveness. The platform organization transitions companies from linear processes to networks by allowing users to do value-creating work and leveraging the company ecosystem.
Delivering successful innovation depends on diversity. The document discusses how diversity is crucial to innovation and outlines IBM's innovation programs and approaches used with clients, including case studies. It emphasizes that diversity of thoughts and perspectives within teams is important for innovation. It also discusses IBM's global research capabilities and tools used to define and implement innovative ideas with clients.
Digital Asset Management (DAM) latest trends, value proposition and ROIMukul Krishna
A quick look into the continued evolution of the Digital Asset Management (DAM) space and its critical capability of enabling content workflows across any vertical
Industry 4.0: Smart Service with InsideOut EcosystemDr. Paul Gromball
This document discusses building effective inside-out ecosystems to disrupt existing markets and create new ones. It proposes an approach called the InsideOut Ecosystem that integrates digital business models, organization, and infrastructure to drive value creation through collaboration. The approach involves designing the digital business model, building a smart service organization with dual management structures, providing a digital team platform infrastructure, and accelerating ecosystems. The goal is to leverage existing engineering strengths in Germany to transition to more digital and platform-based business models focused on smart services in order to better compete internationally and preempt new digital competition.
This document provides an overview of DavidCutler.net, which offers marketing, business development, technology, and media services. It focuses on innovation delivery through systems thinking, design thinking, and code thinking. It lists clients and partners and provides examples of digital transformation projects involving technology due diligence, user research, prototyping, and product development. The document emphasizes an agile approach to ideation, design, development, and scaling of solutions to drive business results for clients.
This document provides information about DavidCutler.net, a marketing, business development, and technology consulting firm. It summarizes the firm's services such as strategic thinking, design thinking, agile development, and data analytics. It also lists clients, partners, case studies and testimonials about projects involving digital transformation, product development, and data-driven marketing and innovation programs.
Initial steps taken include division-level "digital days" to increase awareness and prioritize initiatives. A digital governance model is needed to coordinate initiatives at division and group levels. A digital services team now provides tools, services, and support to realize digital marketing strategies and roll out the common web platform to over 50% of the group by end 2015.
Digital strategies require cross-functional teams to maximize business benefits from data and technology. They involve understanding customers, competitors, innovation, data, and partnerships. Customers can provide competence and shape personalized experiences. Competitors may redefine industries or transform products to platforms. Data is an asset when converted to meaningful information and visualizations to guide decisions. Innovation starts by discovering customer needs and testing minimum viable products.
Digital Value Creation for Portfolio CompaniesBjoernRoeber
Private Equity Funds can unlock substantial value creation with the digital transformation of their portfolio companies. The briefing, prepared together with my colleague Giovanni Calia, shows how we support digital value creation in three areas:
i) eCommerce - Even laggard industries see (B2B) eCommerce gain traction
ii) Process Automation - There is on average 20-40% attainable efficiency potential
iii) New Products & Services: Especially, value-added digital services represent a major growth driver
Most portfolio companies lack internal capabilities to identify and address this potential. goetzpartners applies sound diagnostics including our digital maturity survey, internal belief audits, and external market sounding to create full transparency on the digital value creation potential of portfolio companies. In an expedite second project phase the north star strategy and a roadmap with prioritized quick wins is developed jointly with the management of the companies. The subsequent implementation of initiatives is supported by applying agile methods, leading technology partners, effective tracking with a P&L link, and a hands-on enabling approach.
goetzpartners is a trusted partner of private equity clients with a strong track record of more than 450 projects. For our digital value creation work, we leverage the experience from various digital transformation and performance improvement programs with hundreds of implemented digitalization initiatives. We bring to the table a unique network of highly regarded digitalization experts and technology partners to assure that every recommendation and planned action is set up for success.
As always, feel free to let me know if you would like to discuss how this applies to your situation.
Workers as Revolutionaries - Reflections on the Digital Agenda and Workforce ...Camden
A short presentation on digital strategy, revolutionary changes happening in the workforce and reflections on how to CIO's and IT organisations can rise to the challenge
This document discusses digital transformation strategies for businesses. It covers several topics:
1. It outlines BCG's four-phase approach to digital transformation: education, clarification, acceleration, and scaling up projects. This helps companies integrate new technologies and prepare for future innovations.
2. It also discusses an IBM study that found customer experience should be the central focus of digital transformation, not just products or processes. Data and cognitive processes can be used to better understand customers and adapt interactions accordingly.
3. IBM's pillars for supporting digital transformation are also summarized: design thinking, platforms, academies, and factories to experiment, innovate and industrialize digital changes.
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
CAPACITY BUILDING:HOW TO GROW YOUR INFLUENCE, INCOME & IMPACTTochi22
Don't wish for less problems but for more capacity.
In this slideshare, you will discover the importance of capacity and different critical areas you must build to achieve your dream life.
To get the recording of this seminar, join our community on Clubhouse @ High Impact Makers
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
2. Digital Team Platform
2
For Companies who want to build agile networks,
the Digital Team Platform delivers Digital
Leadership Capabilities which enables dynamic
value creation trough the collective intelligence of
cross-boundary interactions and cooperation.
3. Situation:
The Evolution of the Digital Business creates two different Value Segments
3
Smart Products Smart ServicesCustomer
Hardware
Software/
User Interface
Networking/Data/AI
+
The emerging Digital Business Architecture
Key Factor of Success:
Efficiency
Key Factor of Success:
Adaptability
Smart Products Smart Services
4. 4
Challenge:
The “proliferation” of Smart Products reduces profits which shifts the
fundamental constraint for growth to the Smart Service “production”
Source:Kim, Chan et al: Blue Ocean Strategy, Harvard Business School, 2015
Base: 150 global companies in 30 industries
Initiatives
Revenue Impact
The Profit and growth consequences of Smart Service Bottleneck
Profit Impact
Smart Product Initiatives Smart Service Initiatives
86 % 14 %
62 % 38 %
39 % 61 %
Bottleneck
5. 5
Solution:
Companies need an efficient & adaptive Organization to meet the
challenges of Smart Products and Smart Services
3
Build an efficient & adaptive Organization
Fast changing and
inter-connected market environment
Business Sphere of Activity
Smart Products Smart ServicesCustomer1 2
Reshape
the portfolio
Sustain innovation
in R&D
Key Factor of Success:
Efficiency
Key Factor of Success:
Adaptability
6. 6
Digital Leadership Framework
Digital Leadership balances Efficiency with Adaptability
Management-
driven hierarchy
Digital Team Platform
Leadership driven network
Smart Products Smart Services
Mastering the
Slide Control
Digital Leadership
as…
Typical Digital Team areas:
• High degree of creative work
• Global business areas
• Cross-boundary work
• Large basic processes
• Areas with knowledge gaps
Efficiency & Excellence Adaptability & Innovation
7. 7
The Digital Team Activity Sphere
Customer Opportunities and cross-functional Use Cases are
the focus of Digital Team Value-Creation
A) Customers with opportunities B) Cross-functional Use Cases
Project
Management
Innovation
Management
Business
Process
Management
Topic –
specific
Networks
Expert
Networks
Information
Management
Stakeholder
Management
Management
& Reporting
Councils,
Boards,
Committees
Smart
Products
Smart
Services
Customer
Reshape
the portfolio
• sustaining Leadership
• building competitive Position
• exploring strategic Options
Sustain innovation
in R&D
• Strengthen Pipeline
• R&D 2.0 Model
• R&D Collaborations
8. The Digital Team Live Cycle
Building the Digital Team Organization in Waves
8
Customer Opportunities
& Use Cases
Building
& Operating
9. The Leadership Model of Digital Teams
Basis: Haufe Quadrant
Selecting Digital Team Initatives
OrganizationDesignSelf-Organized
Doer:
Duplication
Creator:
Innovation
Role of the employee
Social accountability
High trust Management / Staff
Clear goals and transparency
Joint consciousness
Empowered Execution
Clear routine processes
Efficient execution
Predefined workflows
Employees follow instructions
Top-down organizational structure
Controlled
Self-organization of employees
Clear instructions are missing
Unclear objectives
Exceedances of planning
Employees feel overloaded
High momentum of employees
Employees follow own agenda
Limited transparency
Limited co-decision
Functional teams with rigid project planning
Management-
driven hierarchy
Digital Teams
Leadership driven network
Strained Organization
Shadow Organization
10. 10
The Digital Team Building Blocks
The three Building Blocks for the Digital Team
Periphery
Matchmaking
Tasks
Digital Team
Job-to-be-done Global Talent Pool
Center
Scope of Initiative1
2 3
Work Graph
Talent
11. Deploying the Digital Team Platform
The Value Ecosystem
11
Job
Sub-Jobs
Workstreams
Tasks
Community
Integrator
On-boarding
Launch
Adapt
Optimize
DIGITAL TEAM
PLATFORM
Designing Primary Activities Managing Support Activities
Team of Teams
12. Primary Activities of Digital Team : Agile Networking
12
The Digital Team of Teams Structure
1) Job-to-be-done Sphere
2) Sub-Job
3)WorkStream
4)Task
Digital
Team
Lead Link
Rep Link
DIGITAL DESIGN PLATFORM
Roles
13. Support Activities for Digital Teams: Governance
13
The Digital Team of Teams Governance
Governance:
Weekly
Activation
Sessions
Doing Work
in clear
roles
Sensing
Tension
as Challenges
or opportunities
I) Empowered
Execution
to act on tensions
II) Joint Consciousness
on achieving the goals
Job-to-be-done
DIGITAL DESIGN PLATFORM
Tension drives progress
Community
Integrator
14. Community Integration is empowered by the Cloud
14
Community Integration as a Service
DIGITAL PLATFORM
Online-Learning Phase 1: Tuning-in
PLAYBOOKS
Phase 2: Primary Activities Phase 3: Support Activities
Community: Digital Team of Teams
Repository of repeatable best practices and re-usable components
Community
Integrator
15. 15
Digital Teams take Friction out of Smart Service Co-Creation
The Smart Service Network: The Platform
• High adaptability/agility for Customer Signals
• Joint Consciousness of pet owners need
• Mastering Complexity of dynamic value creation
• Network Effects are key growth driver
• Controlled Platform Access for Firm & Customer
• Knowledge/Benchmark Exchange is enabled
• Unity-of-Effort across boundaries
• Global BI synergies for local but common themes
Digitally
Engage Customers
Value Creation: Periphery Value Creation: CustomerValue Creation: Center
Enabling the
Periphery Teams
Smart Talents: Community Integrator
Phase I Phase II
Transformed Value Creation: The Platform Business Model
Digital Team Platform
VALUE UNIT
Touch Points
Enabling the
Center Team
VALUE UNIT
Services
Company Company
Patient
16. 16
The Digital Team Difference
Freeing Resources for value-creating Activities and Growth
Resources
(costs,emailtime..)
Cooperation
Structured Organization
Digital Teams
The Effect on Business Performance
Digital
Transformation
Time-Reduction
30 -50%
Speed
Fast Responses
Reduction of
non-value added expenses
25 -30%
Efficiency
Work Productivity
Additional Value-Creation
by Cooperation between “Boxes”
20 -25%
Growth
Collective Creativity
Limits of Growth: Knowledge Resources
Growth Effect
Source: Morieux, Yves: Six Simple Rules