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Digital Execution Agility explained in 10 minutes

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Giovanni Maurizio Pola
Giovanni Maurizio Pola

The document discusses digital execution agility and how it differs from traditional business approaches. Digital execution agility is described as being real-time, smart, customized, co-created, and open. It is compared to a jazz band where individuals improvise based on a shared culture and goal, rather than relying on strict processes or management. Tools like knowledge management, business intelligence, and social media can help organizations achieve digital execution agility by empowering employees, creating virtual teams, responding to individual customer needs, building communities, and facilitating open collaboration.

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Digital Execution Agility explained in 10 minutes.
So, would you like to understand the difference between traditional business and agile business in 5 minutes or so? 2 OK, lets talk about music.
What if an orchestra was a business organization? A standard, classic process would be like this: 3 1. Everyone knows his role and what to do in every moment. 2. No improvisation required. 3. You strongly need a director (i.e. a Manager) to keep everything together. who what
So, in classical music you need a complex sheet with a row for every player in order to make things happen. Often, only directors know who-must-do-what- 4 and-when.
But agile business is more like a jazz band, so an agile process should be like a jazz music sheet: In jazz you only need a single row to tell everyone what to do, because everybody share the same culture and knows how to interplay. 5
Agility is mostly a cultural factor that strongly impacts on how you design processes and organizations. 6 1. Everyone is free to play whatever and whenever he wants. 2. Improvisation is mandatory. 3. If you share the same goal and the same knowledge you dont really need a Manager, but you could still need a Leader instead. Shared knowledge Shared goal
7 p l a n p l a n e x e c u t e e x e c u t e Agility helps small and big organizations to transform strategy in better execution because it is fast, light, flexible, reliable and helps innovation. Thats called Strategic Execution Agility.
Now, would you like to understand how digital improves agile business in terms of culture, tools and organization? OK, please give me other 5 minutes, more or less. 8
1. Digital Execution Agility is not only fast, its real-time. 9 Always-on consumers means real-time decisions. Real-time decisions means that everyone in the organization is delegated, trusted and empowered with real-time information. Existing tools that could help: knowledge management, business intelligence, social listening platforms, etc.
2. Digital Execution Agility is not only light, its smart. 10 Keep under control the weight of your organization empowering people with smart technology. Build virtual teams creating smart offices and using mobile technology. The BYOD (bring your own device) is a smart example of this approach.
3. Digital Execution Agility is not only flexible, its customized. 11 Clusters dont exist. This world is made by individuals: this is the Segment of 1 approach. Is your company, marketing and data management designed to respond to the unique needs of individuals?
4. Digital Execution Agility is not only reliable, its co-created. 12 What if your company was a community? Your organization and your marketing can be fluid and co-created bottom-up. Managers should be community leaders first. Social media and social collaboration platforms are good examples of tools that help to reach this goal.
5 Digital Execution Agility is not only innovative, its 13 open To distribute more value to stakeholder and partners, you should enter what is called the innovation grid: if you have a surplus of ideas you push them onto the grid and if you need new ideas you pull them off. Matt Greeley, Brightidea CEO. Does your company participate to any kind of Innovation grid yet?
14 Ok, thats all for now. If you need a recap, check out the last slide
Digital Execution Agility overview Company as a community Social collaboration Social collaboration Managers as 15 p l a n p l a n CCuultluturere e x e c u t e e x e c u t e TToooolsls OOrgrgaannizizaatitoionn Knowledge mgmt., biz TrTursuts yt oyuoru rp epoepolpele Knowledge mgmt., biz intelligence intelligence Delegate real-time Delegate real-time decisions decisions Smart working/offices, EmEmpopwowereerde de memplpolyoeyeee Smart working/offices, BYOD Virtualization Virtualization BYOD Fluid & bottom-up SeSgemgmenetn ot fo 1f 1 DDataat am manaangaegmemenetnt Fluid & bottom-up organization organization Company as a community Managers as community leaders community leaders Open collaboration & ShSahrairnigng Open collaboration & innovation Innovation Grid Innovation Grid innovation
16 Thank you! Giovanni Pola My Twitter: @giovannipola My Blog: giovannipola.com My Business: www.Pro-Commerce.it

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Digital Execution Agility explained in 10 minutes

  • 1. Digital Execution Agility explained in 10 minutes.
  • 2. So, would you like to understand the difference between traditional business and agile business in 5 minutes or so? 2 OK, lets talk about music.
  • 3. What if an orchestra was a business organization? A standard, classic process would be like this: 3 1. Everyone knows his role and what to do in every moment. 2. No improvisation required. 3. You strongly need a director (i.e. a Manager) to keep everything together. who what
  • 4. So, in classical music you need a complex sheet with a row for every player in order to make things happen. Often, only directors know who-must-do-what- 4 and-when.
  • 5. But agile business is more like a jazz band, so an agile process should be like a jazz music sheet: In jazz you only need a single row to tell everyone what to do, because everybody share the same culture and knows how to interplay. 5
  • 6. Agility is mostly a cultural factor that strongly impacts on how you design processes and organizations. 6 1. Everyone is free to play whatever and whenever he wants. 2. Improvisation is mandatory. 3. If you share the same goal and the same knowledge you dont really need a Manager, but you could still need a Leader instead. Shared knowledge Shared goal
  • 7. 7 p l a n p l a n e x e c u t e e x e c u t e Agility helps small and big organizations to transform strategy in better execution because it is fast, light, flexible, reliable and helps innovation. Thats called Strategic Execution Agility.
  • 8. Now, would you like to understand how digital improves agile business in terms of culture, tools and organization? OK, please give me other 5 minutes, more or less. 8
  • 9. 1. Digital Execution Agility is not only fast, its real-time. 9 Always-on consumers means real-time decisions. Real-time decisions means that everyone in the organization is delegated, trusted and empowered with real-time information. Existing tools that could help: knowledge management, business intelligence, social listening platforms, etc.
  • 10. 2. Digital Execution Agility is not only light, its smart. 10 Keep under control the weight of your organization empowering people with smart technology. Build virtual teams creating smart offices and using mobile technology. The BYOD (bring your own device) is a smart example of this approach.
  • 11. 3. Digital Execution Agility is not only flexible, its customized. 11 Clusters dont exist. This world is made by individuals: this is the Segment of 1 approach. Is your company, marketing and data management designed to respond to the unique needs of individuals?
  • 12. 4. Digital Execution Agility is not only reliable, its co-created. 12 What if your company was a community? Your organization and your marketing can be fluid and co-created bottom-up. Managers should be community leaders first. Social media and social collaboration platforms are good examples of tools that help to reach this goal.
  • 13. 5 Digital Execution Agility is not only innovative, its 13 open To distribute more value to stakeholder and partners, you should enter what is called the innovation grid: if you have a surplus of ideas you push them onto the grid and if you need new ideas you pull them off. Matt Greeley, Brightidea CEO. Does your company participate to any kind of Innovation grid yet?
  • 14. 14 Ok, thats all for now. If you need a recap, check out the last slide
  • 15. Digital Execution Agility overview Company as a community Social collaboration Social collaboration Managers as 15 p l a n p l a n CCuultluturere e x e c u t e e x e c u t e TToooolsls OOrgrgaannizizaatitoionn Knowledge mgmt., biz TrTursuts yt oyuoru rp epoepolpele Knowledge mgmt., biz intelligence intelligence Delegate real-time Delegate real-time decisions decisions Smart working/offices, EmEmpopwowereerde de memplpolyoeyeee Smart working/offices, BYOD Virtualization Virtualization BYOD Fluid & bottom-up SeSgemgmenetn ot fo 1f 1 DDataat am manaangaegmemenetnt Fluid & bottom-up organization organization Company as a community Managers as community leaders community leaders Open collaboration & ShSahrairnigng Open collaboration & innovation Innovation Grid Innovation Grid innovation
  • 16. 16 Thank you! Giovanni Pola My Twitter: @giovannipola My Blog: giovannipola.com My Business: www.Pro-Commerce.it