Category Archives: connected

Utilizing Strategic Innovation to Redefine your Normal


A global health crisis and increasing levels of civil unrest are changing the way that we approach our daily lives, from how and where we work, to our social interactions and how we consume information and entertainment.

Organizations who continue doing business in the same way they always have are going to be left behind in a world where innovation is now being measured in days to market as opposed to years. Chances are that your organization has the people it needs to solve problems but, do you have the tools to pull those solutions out of them?

As you continue to add more technologies, trying to resolve issues, streamline processes, and create efficiencies, how do you know that you will get the results that you are expecting?

For decades organizations have had varying results when trying to emulate the Toyota Production System (TPS). The consistent underlying theme in explaining the levels of variation is that the success of TPS has as much to do with the synchronization of employees and management as it does with the tools and the processes. (Marksberry, 2013)*.

The days of simply taking the next great technology innovation, inserting it into your organization, and sitting back to realize the results are gone. Just because something is innovative, imaginative or disruptive does not necessarily mean that it is evolutionary. If you want to separate yourself from your competition or redefine world-class, your next transformation must qualify as an “I.D.E.A.” (Innovative, Disruptive, Evolutionary, and Atypical), and therefore, it must move your organization to a new level in the value it provides internally, externally, and peripherally.

Prior to any new implementation, transformation, or re-organization, it is paramount that you look at your company, agency, team, etc. as a system made up of management, employees, technology, processes, customers, and community. This requires a new way of thinking to define requirements while your assessing and aligning your organizations strengths and addressing weaknesses as part of your Strategic Innovation process rather than after a decision has already been made.

Are you ready to break out of the current cycle of incremental progress and challenge the status Quo?

Let me know at www.davidallway.com

Works Cited
Marksberry, P. (2013). The Modern Theory of the Toyota Production System. Boca Raton, London, New York: CRC Press.

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Filed under Business, Coaching, connected, consulting, efficiency, Goal Deployment, government consulting, Human Performance, Lean, Lean Six Sigma, Management, process improvement, Robotic Process Automation (RPA), Strategic Planning

Your next goal: becoming a Social Business


becoming_a_social_business

As I continue to improve myself and my service to clients, I have become involved with Social and Connected Business as the next wave of transformation. Below is an article from my good friend Dioni Nespral from everis Spain.  It was originally posted on our Social and Connected Blog at http://socialconnectedbusiness.com/your-next-goal-becoming-a-social-business/?lang=en

Becoming a Social Business means growing into a social and connected entity, centered in the digital field and that has socialized its internal and external processes, achieving, this way, great flexibility and a dynamic in line with its sector that allow it to innovate and lead the business models of the XXI century.

Past status: lost.

Maybe you can identify with this: sitting with the executive committee of your business area or even with the company’s management team. Presentations are traditional, the message repeated: “we want to be leaders in…”, “our strategy for the next 3 years will be…”, “the increase in the sales shall be of…”, and you think to yourself how little things have changed in the last few years and in the difficulty when obtaining those leading positions when 5 years ago they were feasible thanks to a witty advertising campaign, a good budget and a thorough market analysis. Nowadays, little of this has its effect; only the current share is maintained.

You wonder where the magic wand is and don’t find an answer. Like it or not, the current situation is way beyond us. Not even the lessons learnt in our highly specialized courses or having attended conferences of the biggest gurus of the moment help. This is changing by leaps and bounds. The future is Social, and probably your area, company or organization isn’t and doesn’t have a strategy to get there. It can be the beginning of the end. Perhaps it’s time to take relevant decisions.

Current status: off/online.

History has always meant permanent change. But now even more, due the speed of the change. We are caught between a growing wave of connectivity that seems to have no end. A wave that will continue to change and modify itself, but that cannot be reversed. The world is connected. The Social world has gotten into the lives of the people and in our “natural habitat”: Leisure, work or school and family. Television programs include a social parallel “reality”, sometimes much more interesting than traditional broadcasts. Conversation occurs before, during and after the event and the connotations are different from usual. Conversations between families, schools and parents, are held quickly thanks to the simple sharing tools that can literally accelerate change and strengthen relationships. And all this has an influence in our professional environment.

Our working environment is where we spend more than a third of our day and it is in deep crisis (not economic crisis, but identity crisis). The restructuring of the organization to adapt it to a dynamic and changing environment takes place by increasing the connection between its members, accelerating the exchange of experience and natural knowledge of the company and by reviewing the working model. Nothing will remain untouched, and it is a priority to involve various actors in the business conglomerate. Nobody said being a Social Business would be easy.

Organizations have ambitious programs of motivation, dynamism and integration of talent running in order to change, grow and build new institutions to lead the post-crisis change. And they focus on collaboration, innovation and horizontal communication. All based on the most important values ​​of the network. However, the vast majority of executives surveyed confirmed that they are concerned about the little or non-existing ability of their organization to cope with this new environment. It is not the technological part that worries them, but the required organizational and cultural change. The barriers to overcome when wanting to become a Social Business grow noticeably as we get closer to the heart of the organization. The lack of interest of the management team and the fear towards the lack of management control are two other things that need correcting asides from the obvious absence of a robust strategy and the need to implement a new company culture.

Future status: Social Business.

We enter a new phase regarding strategy. Organizations need be visible for their clients, suppliers and other external agents in. It is clear that social tools are increasing and that the proximity to the clients, suppliers etc.  is no longer limited “from 9 am to 5 pm “. The client, the citizen, requires extreme attention subject to their own experiences, so the organization has to know how to integrate these experiences in the value chain of its service or product, controlling, this way, its Social Customer Journey.

But nothing will work if no movements in the companies and institutions’ internal processes are made too. The real differential value appears here: 80% of the success of an initiative to become a Social Business begins with the socialization of internal processes. Creating networked environments , fostering collaboration among members of the organization, facilitating the horizontality of the processes against the current hierarchy , investing in sociodigital training and the necessary cultural change, launching the transition to socialized customer care channels and establishing innovation models based on collaboration and collective creation , are, among other actions,  necessary to approach the most important challenge that organizations will face in the coming years : becoming a Social Business .

The match has begun. Social&Connected Business? Let’s begin.

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