Mike Lloyd The Head Office is an information centre Web services pipe data out of the Head Office The Cloud stores data outside the Head Office Is the Head Office doomed Agenda Steam ID: 718989
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Slide1
The shape of businesses to come
Mike LloydSlide2
The Head Office is an information centre.
Web services pipe data out of the Head Office.
The Cloud stores data outside the Head Office.
Is the Head Office doomed?
AgendaSlide3
Steam
Data
Web services
Cloud?Slide4
“The typical 20th Century organisation has not operated well in a rapidly changing environment.”
J P Kotter, “Leading Change”“Work must shift across organisational boundaries to improve overall process performance.”
Michael Hammer, James Champy, “Re-engineering the Corporation”
“Great companies focus on what they are best at, what drives their economic engine and what they are passionate about.”Jim Collins, “Good to Great”
Are Head Offices fit for purpose?Slide5
Pathological dependenciesFragmented processesOffice politics
IndifferenceIndecision AlienationDelays
When Head Offices go bad
Eliminate hand-offs
Division of Labour
Division of LabourSlide6
Why do Head Offices exist?
Sit on data clusters
Internal communication distances are shortSlide7
CaseworkProcess teams
Broader job scopeRedefine success
The way forward?Slide8
“Good-to-great companies use technology as an accelerator of change.”
Jim Collins, “Good to Great”“Technology creates opportunities because it allows businesses to break rules.”
Michael Hammer, James Champy, “Re-engineering the Corporation”
IT – agent of changeSlide9
“Structure, systems, practices and culture are often more of a drag on change than a facilitator.”
J P Kotter, “Leading Change”“The biggest constraint on my business is IT.”
CEO, FTSE 100 company
“My role is usually to say No.”Solutions
Architect, FTSE 100 company
“Our IT is just a cost centre.”
CIO
, insurance company
IT – agent of change?Slide10
So what’s it to be – technology hero or technology villain?Slide11
The shape of changeSlide12
Analysing the business
Organisation chart
Management responsibilities
Budget allocations
Boundaries
Ignores processes
Unstable
Process diagram
Activities
Collaboration
Dependencies
Expensive to create
Confuses “what” with “how”
Incomplete
Not structural
Unstable
Capability map
Structural
Stable
Cheap to create
Shows boundaries, activities, responsibilities, dependencies and people
New
No standard methodologySlide13
Anatomy of a capability
People
Platform
ProcessSlide14
Encapsulating a capability
External features
Connections
Responsiveness
Accuracy
Communication channels
Internal features
Processes
Cost per transaction
Standing costs
Error rates
Expertise levels
IT supportSlide15
Start with business need, not technological innovation
Be methodicalMeasure capabilitiesImprove
capabilities
Relocate capabilitiesCreate new capability sequences
Apply technology to “break the rules”
StrategiesSlide16
Bristol
office
Durham
office
Acme
Accounts
Ltd
Logistics
R Us
Ltd
Mrs Turner
Dr Roberts
Miss Smith
Decentralisation
Specialist
outsourcing
“Data mist”
Head Office
Dissolving the Head OfficeSlide17
The shape of businesses to come
Mike Lloyd