1. Change management has become a commodity
1.1. What's that then for Consultants?
1.1.1. We can still sell our products but can we confidently say that they make a difference? If so, a difference to what?
1.1.2. We need to dive deeper into organizations
1.2. BAs as change agents.We think that BAs will be more involved in change management. At the BBC conference in Ft. Lauderdale last year Kathleen Barret announced a new tag line for IIBA—that business analysis was about changing how organizations change. In other words, BAs will be more involved in change management. Changes might include changes in business processes, job descriptions, reporting structures, software, and more. Here are some of the ways we see this happening: Enterprise analysis. Before projects are initiated, BAs determine the business need across the enterprise and recommend solutions, which need to include the ways in which organizations will need to change when these solutions are implemented. Project work. While the identified at the enterprise level are by necessity high-level, the changes resulting from each project will be specific in nature. We predict that BAs will develop better tools for assessing whether or not the organization is ready for the change. We think that they will act as management consultants once the project has been defined to ease the pain associated with implementing the changes associated as with implementing the solution. Post-project follow-up. We believe that BAs will be called on to monitor the post-implementation changes and continue to consult with the organization on the best way to make the solution work, even when there is some organizational resistance to it.
1.3. consultants allow the organization to go one way or the other
1.3.1. microcontributions
2. The matrix is alive
2.1. The Matrix is just the first stage of organizational complexity
2.1.1. It is not profitable to protect boundaries
2.1.1.1. What's a vision then?
2.1.1.2. Which values?
2.1.1.3. leadership in multiple work relationships (e.g. contractors)
2.1.1.4. Digital Value Networks As the business landscape becomes global, as customers more tech-savvy and as new channels emerge, such as mobile Net and digital TV, new forms of alliances and business value networks will be forged. Competitors today are collaborators tomorrow, customers can become suppliers, suppliers may become agents. Speed, value, quality and cost-effectiveness will dominate customers choices.
2.2. today competition can come from nowhere and take over whole market segments. That is a seismic shift. A company’s most important competitors may not even be in the same industry. Who would have imagined that telecom companies would be competing with banks and credit card issuers for consumer payment streams?
2.3. Business ecosystem is an “extended system of mutually supportive organizations; communities of customers, suppliers, lead producers, and other stakeholders, financing, trade associations, standard bodies, labor unions, governmental and quasigovernmental institutions, and other interested parties. These communities come together in a partially intentional, highly self-organizing, and even somewhat accidental manner.” (Moore 1998, 168)
3. People are not resistant to change
3.1. Don't change the people - change the system!
3.1.1. The War for Hearts creates a new understanding/demands of HR
3.1.1.1. new HR models, e.g. business partners
3.1.2. we have been working on the wrong paradigm: people are not resistant to change
3.1.2.1. Gallup surveys
3.1.2.2. 12Q
3.1.3. There is no time for change management
3.1.3.1. How get agility into the system
3.1.4. either good project management or change leadership
3.1.4.1. The new leaders of tomorrow must be ready to face a complex set of unknowns never faced before: competition for talent, managing rapid change and creating real-time agility.
3.1.5. Europol example
3.2. It's just an excuse for bad leadership
3.3. it takes a long time to change our muscle memory - mind is ready to change
3.4. The management of knowledge workers should be based on the assumption that the corporation needs them more than they need the corporation. They know they can leave. They have both mobility and self-confidence. This means they have to be treated and managed as volunteers. (Peter Drucker)
4. Virtual is the norm
4.1. What's an organization?
4.2. Brand?
4.3. New ways of working
4.4. Distance is the norm
4.4.1. but we behave as it is the norm
4.4.2. Lynda Gratton's Masai story
4.5. Headquarters?
4.6. Real-Time Collaboration In the future of work, distance is dead and only the agile and smart who know how to collaborate will be the winners. Rich, interactive, multi-sensory Net worlds that help workers collaborate 24/7 is next.
4.7. Work relationships change. Trust need to be built much quicker, and virtual
4.7.1. Dark sides: isolation, fragmentation, mental overflow
4.8. people have better technology at home than at the working place
4.9. energy prices and carbon emission regulations will result in more travel restrictions
4.10. Physical encounter in business relations is the exception,
4.11. blended time and blended life
5. Access is more important than ownership
5.1. Knowlege is the most inefficiently managed resource in organizations
5.1.1. The CKO will succeed the CIO
5.1.1.1. The Office of the Chief Knowledge Officer (OCKO) is responsible for assuring that the Center operates as a learning organization. It is responsible for policy and guidance on Lessons Learned, Knowledge Management and Learning Practices. The OCKO provides the Center with knowledge management services and support facilitating the application of knowledge and enhancing Goddard’s development as a learning organization.
5.1.2. Knowledge-Value Engineering As the net becomes pervasive driven by the unification of supply chains, shaped by telecom, banks and content players an entirely new paradigm of doing business will emerge. Knowledge-Value engineering is the process of leveraging virtual supply chains to manage, create, sell, distribute, market and finance an entire business online.
5.1.3. New Business Visions In the next evolution of business, where every business is an e-business, software agents and avatars will play an important role. Agents will help us navigate commerce, find information, negotiate deals and even keep us company. Our entire idea about supply chains and business will change in the future. Entrepreneur will create on-demand virtual supply chains–super efficient, that come together for a specific project and then dissolve. Someone will build a Virtual Supply Chain Bank, to re-use these resources for others to deploy.