Tag Archives: Creating High Performance Organisations

Is the next Steve Jobs in your company?

As the world hears with sadness of the passing of one of the greatest innovators on earth, Steve Jobs, Sir Alan Sugar reminds us that Apple’s success is due to a number of inventors and designers within the company.

In an interview on Sky news, Sir Alan talked about the number of people within Apple who were responsible for the impressive range of products which have changed the way we communicate and engage with the world.

Apple’s success is not purely attributable to Steve Jobs’ vision, but also in part to the innovative culture which he created. He recognised that Innovation is key to Apple’s competitive advantage and the entire organisation is designed to support and foster innovation.

Many organisations recognise that Innovation is an integral part of their future survival, but are so risk averse that they are not prepared to experiment, nor are they designed to foster Innovation. Rather they are so involved with the day to day operational running that Innovation is an add on.

Employees are a great source of ideas. Very often they are in a better position to spot opportunities from their vantage point, serving customers or as users of your products and services. These ideas may not be radical, the equivalent to an iDevice, but could be incremental improvements which change the way we compete. We need to find better ways to listen to them.

Steve Jobs was a visionary and creative genius, but he surrounded himself with great people who also had great ideas, his genius was also in communicating with and listening to them.

RIP Steve Jobs, you changed the world.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the innovation and technology. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges has recognised the changes to the business environment, brought about by enterprise technologies like SharePoint 2010, social media and gamification and is focussed on this.

We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have also partnered with Innocentrix to bring Spigit Innovation software into this country. We offer Innovation services to grow organisations and equip them for change. This includes Innovation strategies, culture interventions, measurement tools and campaign development to release the power of Innovation.

Digital Bridges relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, innovation, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit http://www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

Advertisements

2 Comments

Filed under Business, Enterprise 2.0, Innovation

Mindsets and Innovation into the future

We are watching markets tumble and increasingly it looks like a double dip recession is on the cards. Last time the global economy wobbled, we had come out of a period of growth. We had money to pump into the markets, fat to take out of the system, greed to blame and the wear-with-all to spend our way out. Nowadays it may require a complete rethink to address the economic downswing.

Inherently our thinking has been guided by our experience, but confronted by a new series of variables that we haven’t seen before, we need to address the thought architecture which informs our decision making.

For example, the banking sector is very risk averse and is guided by credit risk, rather than economic growth. This means that credit is effectively granted to those people who don’t need it. This effectively excludes most of our population from the opportunity to become entrepreneurs.

In the recession of 2008, those people who were most at risk, lost their jobs and livelihoods. This time around it is going to be those people who were economically less at risk, who will be left blinking in the train light wondering what happened. People who were secure in their jobs and with sensible saving plans are going to feel the fall out.

Already London is falling victim to the mob violence, perpetrated by marginalised youth who have seen their parents exposed to the austerity measures, losing out on health care, the job market and support. This youth is using social media to propogate their agendas. No-one is condoning the looting and violence and we recognise that this has been taken advantage of by criminal elements, but the underlying truth is that the economy forms the backdrop to some very disturbing events. Social media is not only a weapon for good, but also a weapon for social mayhem. Human behaviour, good and bad is exacerbated.

The only way out of this potential crisis is to change our way of thinking and to reinvent our response to a new economic future, whether we are individuals, businesses or politicians. We need to recognise that more people are disenfranchised and that it is not just bad people who are losing out.

The world has changed; we need to innovate to meet new challenges. Perhaps we need to start looking at the fundamental variables which have changed, like the economy, societal changes, globalisation and social media to adjust our thinking.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges has recognised the changes to the enterprise environment, brought about by enterprise technologies like social media and SharePoint 2010 and is focussed on this. We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have also partnered with Innocentrix to bring Spigit Innovation software into this country.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

http://online.wsj.com/article/SB10001424053111903366504576490841235575386.html

Leave a comment

Filed under Business, Enterprise 2.0, Innovation, Internet, Macroeconomics 2.0

Innovation may be the way to avoid a double dip recession

As the world watches markets nervously, Standard and Poor’s has just downgraded America’s rating and Central Banks look like they may need to intervene, we need to give some thought as to how the world needs to change in the future.

There are some structural changes in the global economy and what has worked in the past will not necessarily work in the future.

In 2008, when the global economy wobbled, many companies reacted by taking the costs out of their operations. They downsized and scaled back, very often just battening down the hatches. Now, much leaner, they don’t have the luxury of further cost cutting and they are looking for other alternatives.

Innovation which can be defined as an idea, which realised, brings value to the market, is a way of competing successfully in the fast changing world around us. The impending economic slowdown is just such a change. The companies which emerge successfully on the other side are going to be those which have embraced innovation to find new markets, new products, improved processes and better ways to get the most out of their employees.

With the advent of social media innovation is no longer the prerogative of the ivory tower or the R&D department. It is up to everyone in the organisation to identify opportunities to improve the way the organisation works and to innovate and collaborate at scale.

Those companies which are the most innovative are the best prepared to meet the new world order. We are seeing a lot of large corporates equipping their employees to innovate and it is going to be interesting to see what happens and who comes out first and who is left behind. Either way, we can expect to see big changes in the way companies compete in the future.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges is technology agnostic and partners with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have partnered with Innocentrix to bring Spigit Innovation software into this country.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

Leave a comment

Filed under Business, Collaboration, Crowdsourcing, Enterprise 2.0, Innovation

Collaboration for competitive advantage

As many organisations are rolling out enterprise platforms with social media tools like SharePoint 2010 or Spigit Innovation software, they need to look at their ability to optimise collaboration to unlock the power within their knowledge workers.

Collaboration is working together to achieve a goal. Many organisations who are exploring the use of social media tools seem to regard collaboration as limited to comments, votes and “likes”. Rather, it needs to be a coordinated effort to reach stated goals.

Collaboration is a repetitive process where people and/or organisations work together to realise shared goals. These goals could be the deployment of a project, development of an innovation or putting together a proposal. This is a deep, collective, determination to reach an identical objective.

Organisations need to look at their collaboration processes, who should be involved, what the goals are and what information people need in order to ensure that they get the best results.

Up until now we haven’t had the wherewithal to collaborate at scale. Time and geography have often impeded robust collaboration. With the advent of social media and increased quality of data and enterprise technology with social media capabilities, we now have the ability to maximise the collective brain power of our employees.

There are a number of considerations when we embark on collaboration in large enterprises:

– What is the goal we intend to achieve?

– Who is going to lead the collaboration initiative?

– What are the impediments to collaboration? These could include

Access to information and knowledge

Culture and siloed thinking

Anti-collaborative processes, such as corporate governance or policies

– What are the tools we need for collaboration?

Do we need real world space, like boardrooms?

Will other social media tools, like IM, likes, ranks and posts enhance collaboration?

Enterprise platforms can push or recommend information to the users based on the project or the user profile or similar information that has been accessed in the past.

What templates can we develop to enhance collaboration

– Which skills and experiences should be co-opted onto collaborative projects? These could include:

Analytical

Project

Decision

Networking and Negotiation

Industry

Technical

Professional etc.

But of course collaboration is not a panacea for improving how organisations function. Many processes and job functions are repetitive and transactional and require no collaboration at all. Rather, collaborative behaviour will impede the smooth functioning of the organisation. However, it is clear that teams that work collaboratively obtain greater resources, recognition and reward when facing competition for finite resources.

It is time that organisations started exercising the collaborative muscle to take on the ever changing market.

Hansen, Morten T “Collaboration” 2009 Harvard Business Press

McKinseys

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges is technology agnostic and partners with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

3 Comments

Filed under Business, Collaboration, Crowdsourcing, Digital Communities, Enterprise 2.0, Innovation

Configuring your business for Innovation

Albert Einstein once said “Innovation is not the product of logical thought, although the result is tied to logical structure.”

In the modern world, unless we are happy being a commodity, Innovation is our main source of competitive advantage – doing things better, more quickly and more cost effectively than our competitors. So how do we gear ourselves up for Innovation?

Organisations are ecosystems where everything impacts everything. Depending on where the organisation wishes to go (its strategic direction) it will put together people, processes, technologies and information to get there.

If the goal is to compete using Innovation it needs to put the people, processes, technologies and information in place to ensure that it is better at innovating than its competitors.

There are many types of Innovation.

Probably the best known and the start of most Innovation projects is Product Innovation – looking for new products for the market.

Market Innovation refers to looking for new markets for existing products. A good example of this is blue ocean strategy where new uses and therefore new markets are found by tweaking existing products as SWATCH did when they repositioned their wrist watch as a fashion icon and started competing in the fashion market.

Process Innovation is also popular, when organisations look for better or cheaper ways to do the same thing.

Business Model Innovation is when a company moves from one way of driving revenue to another. Organisations may move from a straight forward sale environment to a value added services offering with annuity.

Modern innovation models include Management Innovation, where organisations have changed the way that they manage knowledge workers so that they get the most out of their creativity, knowledge, collaboration and Innovation skills.

When we create Innovation ecosystems we need to configure our people, processes, technologies and information to achieve product, process, market, business model and management innovation that helps us leap frog our competition and that requires logical thought and logical structure.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create business cases, digital strategies, user requirements and functional specifications (including taxonomies and metatdata) for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges has partnered with Innocentrix to bring Innovation solutions to the market which include a combination of people, process, technology and information gearing for Innovation. We are bringing Spigit software into South Africa and  Africa.  See this video http://www.youtube.com/watch?v=giptk7QCkXk

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

Leave a comment

Filed under Business, Enterprise 2.0, Innovation

Gaining executive commitment to interactive intranets

Are you finding it difficult to get the executives in your organisation to buy into the need to use social media tools in your Intranet? We find that the business case is a good way to achieve this.

In many of our clients’ organisations, the Intranet is little more than the place I go to, to see the lunch menu or get my leave forms.

It’s no wonder then that executives don’t realise how powerful it could be. The advent of social media is all too often seen to be time wasting and a waste of bandwidth.

Microsoft has just released SharePoint 2010 which contains the latest collaborative tools embedded into its content management and sharing tools. Social media is going to become the norm in large corporates. Companies are migrating to this platform or looking at other collaboration tools to enhance performance in the organisation. The challenge now is to get the full potential of social media on the executive agenda.

We have found the business case an effective way to get executive attention.

A business case clarifies the value of any opportunity. It is the single-most important document in gaining commitment to the strategic interactive intranet or any other opportunity.

A business case is part sales and part marketing. It represents the opportunity to present a compelling justification for funding an investment to achieve the organisations mission, goals and objectives. An effective business case generates the support, participation and leadership commitment required to transform an idea into reality. A business case identifies an opportunity. It provides context and content and describes the desired objectives and outcomes in terms of the business. It describes how and who will be affected. The how and who typically evolve around individual or organisation behavioural changes.

The business case will breakout specific alternatives and their associated impacts. A strong business case for an intranet investment puts that investment decision into the strategic context and provides the executives with the necessary information to make an educated decision.

Putting a business case together for the interactive intranet

Interaction between employees is not new, but for the first time, the ability to interact online through the Intranet is becoming a reality. This is going to have a significant effect on the way we do business. In the same way as eMail changed the speed at which business is conducted the Intranet is going to become he strategic backbone of the organisation and is going to significantly impact on our effectiveness efficiency and the way we do business. But we have very little historical evidence and case studies which have quantified the improvement brought about by this interactivity.

Traditionally, innovation occurs in products, processes or business models. The latest thinking has been well researched by Gary Hamel in his work The Future of Management. The modern Intranet is not only a new tool, but it also enables new ways to manage people. For this reason, we cannot use the past to forecast the future. Our best attempts to make a case for an interactive Intranet are going to have to be around describing the intangible business “steroids” on the Balanced Scorecard as defined by Kaplan and Norton , which lead to business improvements.

You need to put a business case together in order to justify the resources and capital investment necessary to create an Interactive Intranet.

The Business Case is usually primarily a financial document, however in the case of using SharePoint 2010 (or any other web 2.0 enabled CMS software) in order to create a robust Interactive Intranet, the software and concept is so new that there is very little evidence of what differences these new tools can make and there are so many hard and soft permutations that it is difficult to quantify the financial implications. We therefore have to modify our approach to developing the business case to looking at those variables which, if enhanced using SharePoint 2010’s capabilities, will deliver on the organisation’s business objectives.

We find that the best approach is to:

  • Understand the organisational objectives and identify where the interactive Intranet could support delivery;
  • Analyse the internal variables (culture, competence and processes) at a high level, which could influence the successful attainment for the business objectives;
  • Look at what is happening in the competitive landscape;
  • Identify relevant best practise which is enhanced by SharePoint 2010 and can significantly enhance competitive advantage, such as Collaboration , Crowdsourcing and Innovation etc;
  • See where else SharePoint 2010 has made a difference for other Microsoft clients (if our client is migrating to SharePoint 2010), alternatively look for case studies on interactive intranets; and
  • Make recommendations for the prioritisation and roll out of the Intranet optimisation strategy.

We document all the relevant facts and link them together into a cohesive story. This story tells the executives about the what, when, where, how and why.

  • Why is the project needed?
  • How it will solve the issues or opportunities facing the organisation;
  • How the solution addresses the issues or opportunities (benefits);
  • What will happen to the business if the project is not undertaken (the do nothing scenario)?
  • Priorities and timing;
  • An indication of how much money, people and time will be needed to deliver the solution and realise the benefits: and Suggested Metrics for quantifying success.

By documenting everything together in one story, it is easy to link the issues to the solution and the benefits and identify where the organisation would be without the project.

The development of the overall business case also identifies holes or problems with the solution. Moreover, the organisation will have a way to measure its success. This analysis is also be useful for the leadership team to prioritise this project against the many other initiatives that require capital investment.

The business case provides a consistent message to many different audiences. As a high level view of the entire project the business case manages the expectations of all the stakeholder divisions affected by the project (customers, management, operations, research & development, service, sales, accounting, finance, etc.).

The length of the business case should be kept to a minimum, ensuring it stays on topic, presents relevant information in a clear and concise manner and it be focused on supporting management in making decisions.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We write business cases, create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

2 Comments

Filed under Enterprise 2.0, HR Intranet, Interactive Intranets, Web 2.0