Organization of the future: Rewriting new rules for organization design

Posted by Don Miller on October 31, 2017.

Don Miller, a managing director in the Human Capital practice of Deloitte Consulting LLP, explains how organizations are redesigning themselves to be both efficient and adaptable to disrupt and compete in the fourth industrial revolution – the digital age. It’s not just about using technology—it’s about a fundamental mind-set shift in how organizations are rewriting new rules for organization design to purposefully break down traditional hierarchies in favor of dynamic, team-centric, flexible structures. Watch and learn about four ways to get started redesigning your organization for the digital age.

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Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
and
Carlos Larracilla
on October 20, 2017.

Like it or not, digital is here, and in a few years, “being digital” will likely no longer be a competitive advantage for companies, but necessary for survival. With the dropping costs and rising adoption of AI, cognitive computing, and robotics, companies could easily be faced with applying these technologies everywhere, regardless of industry, function, or even company size. And that takes digital talent. But what does that mean? Who are these people? Where do we find them? They may not be who you think they are: digital talent is not strictly about “techies” and people who know how to use, build, or invest in new disruptive technologies.

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High-impact operating model design in action

Part 3: Putting behaviors at the forefront

Posted by
Tiffany McDowell
,  Uzair Qadeer, and Julia Rudansky on October 18, 2017.

By understanding how behaviors are both a crucial input and output of operating model design, organizations can effectively navigate the ever-changing market waters and create tomorrow’s customer-centric organization. In this series, we’ve discussed how a behavior-focused operating model can help reduce risk in business transformations, and ways operating model design influences behaviors (and vice versa). But, of course, knowing that behaviors are a crucial input and output of operating model design is only half the battle. How organizations put this thinking into practice is also essential to ensure the operating model does its intended job and drives the organization. In our final post, we look at this “how-to.”

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High-impact operating model design in action

Part 2: Realizing the ultimate influencer

Posted by Tiffany McDowell, Uzair Qadeer and Julia Rudansky on September 29, 2017.

In part one of our three-part series on designing operating models for high impact, we looked at the role of operating model design in driving and supporting the behaviors necessary for a desired business outcome. Here we look at examples of how operating models influence behavior and where the discussion of behaviors fits in the design process.

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High-impact operating model design in action

Part 1: Reducing the risk of a failed transformation

Posted by Tiffany McDowell,  Uzair Qadeer, and Julia Rudansky on September 20, 2017.

Influential and instrumental, operating models are a vital link connecting business vision to an organization’s design and ultimately to a company’s success or failure. In a truly remarkable way, operating model design acts as connective tissue between theory and reality. Yet effective operating model design tends to remain one of the least understood organizational topics and continues to evade armies of sophisticated professionals. In the first of our three-part series on high-impact operating model design, we look at the (often overlooked) role of operating models in achieving business transformation, particularly their role in enabling and supporting desired behaviors.

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Syncing the organization with the business

As flexible consumption (also known as subscription, usage-based, pay-per-use, or as a service) disrupts many industries, organizations should ask how their internal systems and structures support or hinder this new business model

Syncing the organization with the business

Posted by Hilary Horn, Laura Shact, and Andrew Niederhauser on April 27, 2017.

In an increasingly connected and digital world, customers are demanding the ability to consume technology and media content in flexible and scalable ways. Simply put, customers want to be able to choose where, how, and how much data they consume and pay for, and pay only for what they use. As a result, many companies are undergoing profound shifts and rethinking how they sell and deliver their products and services. Shifting to a radical new business model based on flexible consumption involves a comprehensive transformation: both the organization and the people in it should be ready and able to support the change.

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Embedding digital DNA in your organization: Think “rewire” instead of “redesign”

Embedding digital DNA in your organization: Think “rewire” instead of “redesign”
Posted by Garth Andrus, Don Miller, and Maya Bodan on December 06, 2016.

Digital capabilities in companies are widespread according to the fifth annual research study by MIT Sloan Management Review and Deloitte, with more than two-thirds (68 percent) of respondents having moved beyond the early stages of digital maturity. This seems prudent, as nearly 90 percent of the executives surveyed believe their industry will be disrupted by digital technologies. Still, less than half (44 percent) believe they are adequately preparing for that disruption. A common practice has been to wade into the digital waters by setting up digital capabilities in pockets of the organization. The challenge comes when trying to integrate these pockets into the wider legacy organization. Interactions between the two are often inconsistent and stifle the digital organization, preventing it from being as effective as it could be. But by rewiring the organization—rather than wholesale redesigning it—these digital subgroups can not only become an integral part of the company but also more effective in their own right.

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On trend: Organizing around teams

On trend: Organizing around teams

Posted by Walt Sokoll on August 30, 2016.

A startling 92 percent of companies responding to Deloitte’s 2016 Global Human Capital Trends research rated redesigning the organization as very important or important, making it the No. 1 trend in this year’s report. One of the primary ways we see this organizational restructuring playing out is in the rise of teams—companies moving away from traditional hierarchical organization structures and empowering networks of teams centered around customers, products, markets, or missions.

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Organizational Network Analysis

Powering teams to better execute business strategy

Organizational Network Analysis

Posted by Tiffany McDowell, PhD and Don Miller on August 4, 2016.

Companies today are “living organizations” that must constantly adapt to market and industry pressures in order to stay competitive. This mode of continual change means they can no longer operate effectively in formal, rigid frameworks. Most executives recognize this shift—92 percent of surveyed leaders believe that redesigning their organization is either very important or important, and many are moving away from formal, functional structures and redesigning their organizations to be dynamic and team-based. Organizational Network Analysis (ONA) is a tool that can help manage living organizations to keep them agile and responsive to changes in the business environment.

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