Digital Strategy and the Employee Experience · •Customer experience management ... • Building...

© 2017 CONFIDENTIAL & PROPRIETARY 2© 2017 CONFIDENTIAL & PROPRIETARY

MIMI BROOKS, CEO

Digital Strategy and

the Employee

Experience

March 1, 2017

#tcbtalentmgmt

Agenda

• Making sense of digital transformation

• How digital affects the organization

• HR’s role in this digital context

• Implications for talent

• The employee experience

© 2017 CONFIDENTIAL & PROPRIETARY

© 2017 CONFIDENTIAL & PROPRIETARY 4

Digital

Transformation

is a Human

Phenomenondigital technology is the catalyst



Digital transformation is not about

digital technology as tools …

it’s about technology

and human behavior

becoming deeply and

inextricably comingled –

each shaping the other.



The 4th Industrial

Revolution is upon us

Wo

rld

Ec

on

om

ic F

oru

m

Now

As is true at the start of

each revolution, economic

and social disruption is

tremendous and

unpredictable.

This revolution, however,

has particular

characteristics not

experienced before.



Quantum

computing AI

loT

Machine

thinking

robotics

03D

Printing

Mobile

devices

Processing

power

Storage

capability

Access to

knowledgeAcceleration

of

Innovation

Velocity

of

disruption

Systems of

production,

management

and

governance

This revolution is explosive and fast moving –

rich in new and disruptive capabilities

Scope, velocity and impact

is unparalleled

Multiplied by emerging

technology breakthroughsProspect of billions of People,

powered, with access+ x© 2017 CONFIDENTIAL & PROPRIETARY


Digital is

changing the

fundamental

nature of

business

Customer-centric

Design thinking

People as a creative nexus

Product-centric

Finance-driven

People as inputs (labor)

Business ecosystemsClosed partnering; point solutions

Talent, as the critical

factor of production

Capital, as the critical

factor of production

Massive open sharingKnowledge sequestering

Multi-disciplinaryDiscipline silos© 2017 CONFIDENTIAL & PROPRIETARY


• New value propositions (e.g., services in

support of products)

• New forms of products, services and service

delivery, often custom to situations

• A shift to provisioning “needed to play”

capabilities from outside the organization (e.g.,

cloud services, service partnerships)

• New mechanisms for knowledge sharing and

innovation (e.g., cross-business unit, outside of

the enterprise)

• A different view regarding human capital and

talent (e.g., definition of “employee”)

• New forms of work interaction (i.e., more

interpersonal and less formally structured).

Business leadership is critical

Digital enables dramatically

new business models


What is happening?

• Still adapting organizationally, often by way of

old organizational models

• Redesigning organizational structures and

new work, re-training for new skills, etc. are

taking significant time

• Focus on efficiency and effectiveness, rather

than on wholesale organ. / cultural change

• Going digital at the edges

• Grafting digital businesses onto established

business operations

• Creating digital native units as skunkworks

and placed at arms length from the old order.

Yet, leaders are hesitantSlow returns on productivity / performance gains; organizational change is hard

Why?

• Short-term focus dominates (e.g., next 2

years)

• Relevant business pain points today are not

viewed in the context of digital strategy

• Digital is evolutionary for many – incremental

change viewed as sustainable

• Lack of clarity regarding the path forward

• Lack of leadership consensus; operating in

silos.


• Technology-centric focus (bottom up) is an established

approach for digital investments

• Cost of organizational transformation cannot be assigned to

specific cost centers

• New revenues lag – getting to “BAU” early is not likely.

Business cases

are not clear


“

Design thinking

is important but

insufficientBusiness design provides a

foundation for the digital enterprise;

design thinking is a tool.

Business Design

• A comprehensive approach for

aligning the organization around

a new strategy and its associated

organizational capabilities

• Involves planful work design

• Factors in human behavior

• Is analytic - involves both new

and established tools and

organizational concepts.

Design Thinking

Design thinking can be described as a discipline that

uses the designer’s sensibility and methods to match

people’s needs with what is technologically feasible and

what a viable business strategy can convert into

customer value and market opportunity.

(Tim Brown, CEO, IDEO)



Digital

Transformation

is Organizational

Transformation



A company cannot “be digital” without

“being digital”

Any business strategy deploying

digital technological capabilities for

competitive advantage requires the

enablement of associated business

capabilities steeped in digital

behaviors and work practices.


Emerging organizational

capabilities, needed now

• Customer experience management

• Product and service design

• Digital asset management

• Business model agility

• Innovative culture

• Digital-first leadership

• Collaboration

• Knowledge identification, creation & sharing

• Risk and sustainability management.

Sources: Gartner Group, LDS


Relatively speaking, formally-

defined structures and

processes are less central.

Business Strategy

Organizational Capabilities

Decomposed into

Decomposed into

Organizational Levers

Digital transformation shifts

the organizational emphasis

to work practices and culture






Business Strategy


Decomposed into

Decomposed into


Work practices – the way that work is usually done in

a particular company or organization.

• Observable, distributed actions or activities done by

individuals

• Shaped by formal processes, procedures, and structure

• Tied to culture, employee relationships, and human

interactions.






Business Strategy


Decomposed into

Decomposed into


Culture – a system of shared assumptions, values,

and beliefs that governs how people behave in

organizations.

• Provides partial solutions to frequently encountered

problems

• Comprises artifacts, espoused value of leaders, and

basic assumptions

• Driven formally by learning and messaging, and

informally by social interactions.



• Work practices exist at the

intersection of planned work design

and actual people behaviors.

• Culture provides the glue that shapes

behaviors.

Work

Practices

New Work

Design

Desired

behaviors

Work practices

are at the center

of work activity



How can we move organizations along their digital evolution?

Digitally-capableDriven by the Business

Digitally-modifiedDriven by Strategy

Digitally-equippedDriven by Technology

The digital organization is upon us…

progress is essential


How can we move organizations along their digital evolution?

Digitally-capableDriven by the Business

Digitally-modifiedDriven by Strategy

Digitally-equippedDriven by Technology

• Business ecologies where digital is pervasive

• Zero-UI experiences

• Global teams, aligned in culture and purpose,

fuel performance & innovation

• Business design defines “ways of work” in the

behavioral economy

• Technology augmented human experiences

• Digital tools and utilities

• Access/findability – usability focused

• Global common systems & platforms

• System-to-system integration

• Content and transactional Experiences

• Digital-first solutions

• Usefulness/Relevance – experience focused

• Global common capabilities

• Contextual integration of the business

ecosystem

• Consumer-grade, modernized Experience

HR is a natural

(and essential)

leader in digitally-

driven organizational

change



• Helping workers to realize their Career Journeys

• Transitioning from knowledge worker to learner worker

• Personalized programs designed for Work-Life balance

• Fostering a Culture of Health & Well-being

• Building experiential opportunities… Global Mobility

• Powering teams via applied Inclusion practices

• Social responsibility as a leadership development

opportunity

• Building managerial capability and modeling good

outcomes.

Your organization’s most strategic talent

and cultural programs should be the focus

of your most important digital experiences

EVP and strategic goals drive digital programs.

CAREER

JOURNEYS

WORK-LIFE

BALANCEGLOBAL

MOBILITY

KNOWLEDGE

WORKER TO

LEARNER

WORKER

INCLUSION

MANAGERIAL

CAPABILITY

CULTURE OF

HEALTH &

WELL-BEING

SOCIAL

RESPONSIBILITY



The employee

experience models

the digital

organization – and

helps future-proof

people and the

business


The employee

experience

enacts new

work practices

and makes

culture

actionable

Guides,

encourages

and rewards

my active

participation

Meets my

changing

expectations

& challenges

Manages

my time &

attention

Employee

Experience

Bridges

my home

and work

Helps me to

find my way

and purpose

here

Mediates the

relationship of

me to my

digital

counterparts

The Employee

Experience Becomes

a Primary Channel

and Lever in the

Digital Organization



A holistic digital talent program is needed

Knowledge as a

way of working

Mobility

opportunities

New

professional

development

behaviors

Everyday

learning

practices

Diversity in

action

Culture as a

marketplace

differentiator


Empowering

talent in new

behaviors



Sharing best

practices and

guiding peers

Empowering talent in new behaviors



Leveraging

talent through

career mobility




Establishing

personal brand

and sharing

expertise




Promoting

bold ideas

and fueling

innovation




Everyday

learning



Future-proofing

people through

growth &

development

Everyday learning



Connecting

people to

experts &

experiences

Everyday learning



Empowering

individuals in

new development

behaviors

Everyday learning



Diversity as a

competitive

advantage



Global teams –

driven by

diversity

of people &

thought

Diversity as a competitive advantage



Accessible

forums for

individuals

with shared

interests

Diversity as a competitive advantage



Digital as a

catalyst for

talent



Proactive

delivery of

contextualized

information

and services

Digital as a catalyst for talent



A holistic

employee

experience

that maximizes

technology

investments




Business

intelligence to

drive talent

programs and

support decision

making




Omni-channel

experiences that

feel seamless

and useful




Culture as

a unifier



Realizing the

EVP to attract,

retain, develop

& reward talent

Culture as a unifier



Driving aligned

behaviors to

promote positive

change




Delivering on the

ethos of the

business




A clear role in the

organization for

every member,

with easy ways

to participate




Emerging talent experiences

are channels of change for

the business; personal

assistants for people;

critical catalysts to the

organizations that we must

become.



Questions



We create experiences that transform

business and help people succeed in the

new digital organization.

@ LDSConsulting

LDS is a digital strategy and

design consultancy to global

enterprises

Thank You

100 Campus Drive, Suite 205 | Florham Park, New Jersey 07932

P 973 210 6300 | W www.lds.com | @ LDSConsulting

Mimi Brooks

Digital Strategy and the Employee Experience · •Customer experience management ... • Building...

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