1.
TextText@brilliantnoise
brilliantnoise.com
Brilliant Noise
July 2015
Workshop
Digital culture change

2.
2
“Virtually every firm in every industry
is being shaken up by the digital
revolution. No chief executive can
ignore the onslaught of mobile
computing, big data, artificial
intelligence and the like. These new
technologies offer the promise of
huge efficiency gains, but also the
threat of being walloped by some
upstart from Silicon Valley.”
2
The Economist | The World in 2015

3.
Digital disruption
3
5 years old
600 employees
$20 billion valuation
owns a marketplace
92 years old
77,000 employees
$10 billion valuation
owns resorts, airlines, rooms

4.
4
Digital is the context for
change

5.
5
Digital business.
Digital mindset.

6.
Digital mindset
6

7.
Quick self assessment
7
Area Attention
Rate how focused you are on the following
on a scale of 1 (very poor) to 5 (brilliant)
Me My
organisation
Context
Analysing and acting on digital trends affecting your
business.
Customer
Being customer centric. Utilising data to understand
and respond to their rapidly evolving needs
Organisation
Working in an agile and responsive way across
teams, functions and hierarchies.
Personal
Consciously managing your use of digital - for
collaboration, productivity, prioritisation and
communication.

8.
Context
Personal
Organisation
Customer

9.
Change comes from all directions
9
Customer
Competitor Employees
Channels
Company
Technology
& tools

10.
Exponential growth
10
Moore’s law
The number of transistors on integrated
circuits doubles every two years.
This effectively means that the internet
doubles in size every two years.”
Carver Mead (Caltech)

11.
11

12.
12
32% growth y/y of sensors.
8 Billion+ sensors a year distributed via multiple devices

13.
13
I can’t know everything.
I can know what will affect me.
I can prioritise resources and
attention around opportunities
and threats.

14.
14
What trend needs action right now?
What will have the biggest impact?

15.
Context
Personal
Organisation
Customer

16.
16
“It is the individual,
operating at the
peak of his or her
powers, who will
revive our
organizations, by
reinventing both self
and them.”
Warren Bennis
Leadership studies pioneer and
professor at USC

17.
Leadership is an action
17
Leading yourself
- Develop a digital mindset.
- Create an example of change.
Leading others
- Spread mindset.
- Collaborate.
Leading organisations
- Clear vision and communications.
- A culture that is flexible and open to change.

18.
Leading oneself
is harder than
ever.
18
Distraction.
Focus.
Time.
Energy.
Pace of change.
Digital tools.
Information overload.
Email deluge.

19.
19
Start with critical thinking
about how you work -
your skills, your digital
tools and how you spend
your attention.

20.
20
Optimal state of working.
Immersed, focused.
Challenged, not stressed.
Learning and excelling.
Flow

21.
21
What conditions allow you to
perform at your best?
What barriers prevent you from
being more effective?

22.
Context
Personal
Organisation
Customer

23.
“...any company
that embraces
the status quo is
on a collision
course with time.”
Howard Schulz, Starbucks

24.
Think like a
disruptor
24
ATTACK
DISRUPTORINCUMBENT
LEAN PRODUCT CANVAS
MINIMUM HIERACHY
REALTIME
USER TESTING
DEFEND
FAIL LESS
OUR OFFER
DATA IS FOR MEASURING PERFORMANCE
HISTORY
CUSTOMER-OBSESSED
MINIMUM VIABLE PRODUCT
PURPOSE
LISTENING, LEARNING
CUSTOMER IS AN ABSTRACT
PERSONA/DEMOGRAPHIC
DETAILED BUSINESS CASE
ORGANISATIONAL STRUCTURE
REPORTING
FOCUS GROUP
DATA FOR INSIGHT & DECISION-MAKING
NOW & NEAR
FAIL FASTER
CUSTOMER PROBLEMS
COPYING OTHER INDUSTRIES
PRODUCT LAUNCH
VISION
BEST PRACTICE & CASE STUDIES
MARKET RESEARCH

25.
Keeping agile
start-up culture
alive at Facebook

26.
What lessons
can we learn
from Agile?
26
Minimum viable product (MVP).
Ship early, ship often.
Build - measure - iterate.
Fail fast, fail cheap.

27.
Context
Personal
Organisation
Customer

28.
Airbnb
Uber
Spotify
GoogleAmazon
Google
BBC
Amex
Tesco
FedEx
Toyota
Coca-cola
Ford
Nestlé
Sony
P&G
MANUFACTURING
Access to global
factories
DISTRIBUTION
Access to global
supply chains
INFORMATION
Access to the web
and cloud computing
CUSTOMER
Knowledge and
empowerment
The age of the customer
28
Based on research by Forrester

29.
29
“An all out
innovation arms
race is on between
the world’s largest
hotel groups”

30.
Culture
change
exercise

31.
A different approach…
31
“Insanity is doing the
same things over
and over and
expecting different
results.”
Albert Einstein
Theoretical physicist (and genius).

32.
32
Design thinking

33.
‘Think like a disruptor’ - Exercise brief
In your small groups spend a few minutes considering the customer scenario
provided. Then brainstorm all of the ideas you have in answer to your groups
question.
- Write down one idea per post-it note
- Aim to be as specific as you can
- Be bold - there is no such thing as a bad idea!
- Once you have written down your ideas stick them onto your flip chart.
- After ten minutes begin grouping and organising your ideas.
Prioritise one or two that you will share with the group.
33

34.
Exercise discussion
How did you find the exercise?
What did you notice when trying to ‘think like a disruptor’? Was anything
particularly easy or challenging for you?
What insights did you have that you can take back to your own organisation?
34

35.
Personal
challenge
coaching
exercise

36.
Why coach?
36
22% increase in profit
39% increase in customer service
67% increase in teamwork
61% increase in job satisfaction
71% increase in manager relationship
77% improvement in relationship
with direct reports
86% productivity increase when
coaching is added to training
Source: McGovern, Lindemann, Vergara, Murphy, Barker &
Warrenfeltz

37.
Google: Project Oxygen
37

38.
Sprint coaching
38
Fewer words.
In the moment.
60 seconds.
Empowering others.

39.
GROW
39
Goal Reality Options Will
What’s
your
goal?
Where
are you
now?
What are
your
options?
What
will you
do?

40.
Quick self assessment
40
Area Attention
Rate how focused you are on the following
on a scale of 1 (very poor) to 5 (brilliant)
Me My
organisation
Context
Analysing and acting on digital trends affecting your
business.
Customer
Being customer centric. Utilising data to understand
and respond to their rapidly evolving needs
Organisation
Working in an agile and responsive way across
teams, functions and hierarchies.
Personal
Consciously managing your use of digital - for
collaboration, productivity, prioritisation and
communication.

41.
0
0.9
1.8
2.7
3.6
Context Customer Organisation Personal
Me My Organisation
Based on 18 results
Self assessment results

42.
Coaching exercise
Identify a key personal or organisational challenge.
Take that into a paired coaching conversation.
Commit to a personal objective/action as an outcome.
42

43.
GROW
43
Goal Reality Options Will
What’s
your
goal?
Where
are you
now?
What are
your
options?
What
will you
do?

44.
Effecting
Culture
change

45.
45
Fast change
Collaboration
Leadership

46.
Nurture agile teams…
46
… helping your teams work collaboratively,
innovate at speed and rapidly scale success by:
- Prioritising the digital trends that matter the most
- Championing ways of working that grow digital
culture across the organisation

47.
Create a
bias for action.
47
UIHD.
Active language.
Prototypes not proposals.

48.
Collaborative networks…
48
…helping networks transmit ideas, embed
technology and realise opportunities by:
- Identifying and embedding key drivers of
collaboration
- Improving relationships and information flow
across teams and functions
- Reducing unnecessary controls on decision-
making
- Identifying initiatives to pilot and scale

49.
Planning around the customer
49

50.
Leadership in the digital age…
50
Helping your leaders to prioritise trends and
make rapid decisions despite uncertainty by:
- Learning how other leaders are succeeding
- Streamlining decision-making and creating a ‘bias
for action’
- Empowering people to improve the customer
experience

51.
51

52.
Next steps

53.
Thank you
brilliantnoise.com
@brilliantnoise
belinda.gannaway@brilliantnoise.com