postshift.com

People who are used to remote work, as opposed to just remote meetings, tend to operate a toolkit that is balanced between real-time synchronous (Slack, Teams, IRC), semi-synchronous (online collaboration tools – wikis, forums, collaborative planners and design tools, etc) and asynchronous deep work (anything from paper to coding tools). Build on your platform of choice to create an integrated but diverse digital workplace with better tools, augmentation from bots and agents, an integrated platform of services that can replace manual processes, and rich social environments for people to meet each other and share ideas. When you have a better picture of your organisation’s digital capabilities, gaps and potential, help each team and department re-think what they do in terms of services, not processes, and in terms of the data and network connections they need. We, as digital practitioners, can help the emerging leaders grasp this once in a generation architectural opportunity and threat to create a new generation of digital firms with digital systems and leadership.

At the top.” We have done some interesting and rewarding work with leading automotive firms in Europe, and whilst they are genuinely interested in agility and more digital collaboration, their addiction to bureaucratic management and planning continues to result in both poor strategic decision making, such as pursuing the long-term dreams of autonomous driving and mobility-as-a-service over the short-term imperative of producing good, affordable electric vehicles; but also slow execution, because of their vertically-divided structures and top-down culture. We need to grow new natively-digital and connected structures (BEVs, not PHEVs, in the language of electric vehicles) from the isolated green shoots of new ways of working that have emerged inside the old structures over the past few years. Pursuing organisational digital transformation promises to significantly reduce overheads whilst enabling greater agility across the organisation by taking management and process costs out of large enterprises, promoting automation and decentralised working, and using technology to coordinate value creation rather than manual management methods. Besides, Tesla and Apple are proof that a basic hierarchical template based on functional structures, minimal bureaucracy and strongly aligned product groupings – with an obsessive customer-centric culture – can produce success in the digital age; and, if anything, they also demonstrate the power of focused visionary leaders, rather than highly political and internally-focused management boards.

This matters not just because we need better digital capabilities within the existing organisation, but also because the future firm is likely to be structured around more flexible service-oriented architectures that do not depend on manual, people-based management for co-ordination. * Deep-dive team-by-team enablement to build a richer picture of how the best teams work, identify hotspots of new capabilities or talent and also help them to re-imagine what they do in terms of services and interfaces, rather than just process management. The resulting maps or catalogues of organisational capabilities and individual or team talents are useful at the local, team level; but when they are aggregated at the departmental level, they can also help areas of the business re-think how to organise value chains and connect teams better, as well as identifying scope for greater automation and talent mobility. For the more digitally-fluent and ambitious parts of the organisation, a map showing the contours of the future firm and where new digital capabilities are developing can encourage connection, co-development and mutual support; but it can also aid navigation of the emerging future firm in a way the formal org chart cannot do.

Our team has worked at the intersection of social technology and new management thinking for many years, helping our clients to gain tangible benefits and winning widespread recognition in the process. We are urgently looking for a smart, dynamic marketing & sales admin to support our ambitious growth plans by helping to generate high-quality leads for our consulting team, using both inbound and outbound marketing methods. The role also includes the production of marketing content across our website, blog, social media and newsletters, delivering highly-targeted direct marketing campaigns, coordinating our events, and supporting the launch of new services and products as required. This is an excellent junior-level opportunity to grow in a fast-paced startup environment, supporting our consulting team to win new high-profile clients and develop our existing accounts.