What is transformation?

14. Kienbaum Jahrestagung
Ehreshoven, 21. Mai 2014
Session D
Herausforderung Transformation – Erfolgsfaktoren und Blockaden
signifikanter Veränderungsprojekte
Dr. Reza Moussavian, Deutsche Telekom AG
Dr. Dorothea Rüland, Deutscher Akademischer Austauschdienst e. V. (DAAD)
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Deutsche Telekom: Shareground
Transforming Deutsche Telekom into an innovation culture
Dr. Reza Moussavian, Deutsche Telekom AG
Baguette price on your romantic journey to Paris
1991
54 €ct
The city of romance has its price
2015
86 €ct
100%
80%
60%
40%
20%
0%
+ 59%
A tasty burger in Rio with 100% beef from Brazil
1991
1.20 €
What the Big Mac Growdex tells us today (not sure about beef quality)
2015
3.20 €
160%
140%
120%
100%
80%
60%
40%
20%
0%
+167%
Remember your (or parents’) phone bill from the 90’s?
1991
13 €CT
Cost of a phone in the era of flat and over-the-top
2015
0.03 €CT
160%
140%
120%
100%
80%
60%
40%
20%
0%
- 94%
Deutsche Telekom’s DNA is Transformation
» Deutsche Telekom‘s journey is about
transformation
» Transformation affects business and
organization, top line as well as bottom line
» Transformation is about fundamental
changes in how to run business to cope with
shifts in markets, technology and values
What is transformation?
Transformation Categories
Sectoral disruption
Sectoral
disruption
Technology Shift
Technology
Shift
Smart Services
Horizontal Integration
Market-dominant new entrants
…
Automation
Digitization
3D Print
Convergence
Singularity
…
User Needs
Needs
Norms &&Values
Norms
Values
Sharing
Sustainability
Seamless
…
Information
Experience
Design
Transparency
Security
Simplicity
Innovation
…
Trends are captured in
Business Strategy
Executing strategy means managing transformation, role of traditional HR in
business innovation and transformation limited to “usual” HR tasks
DEUTSCHE TELEKOM’S BUSINESS STRATEGY
LEADING EUROPEAN TELCO
impact on
bottom-line
»
»
»
»
»
»
»
»
»
»
»
»
»
»
»
Business development
Growth strategies
impact on
top-line
Competitor moves
Customer centricity
Product/service innovation
Change of management
M&A
Partnering
Digitization
Leadership culture
Technology shift
System integration
Outsourcing
Operational excellence
Restructuring
Conventional
HR focus
Managing transformation requires an ambidextrous organization
Exploit
Explore
» Efficiency
» Creativity
» Standardization
» Entrepreneurship
» Cost focus
» Growth focus
» Automation
» User experience
» Management
» Leadership
» Incremental development
» Disruptive innovation
» Red Ocean
» Blue Ocean
An ambidextrous high-performance organization requires a transformative DNA
willing for innovation and transformation
Guiding Principles*
Formal: Frameworks and policies
Corporate Values
Organization
Design
Skills & Competencies
Performance
Management
Leadership
Development
Informal: Mindset and values
Creativity and bravery to think beyond
Effective use of people
& knowledgenetworks
Identification with brand,
motivate self and others
Produce results which create
a user experience
Leadership Principles*
Willingness to
change and
innovate
Learning and
applying on the job
Transformation Capabilities*
Which
capabilities?
Expose
commitment,
loyalty and
trust in day-today work
* SHAREGROUND scope
The Shareground initiative is derived from DT’s Group Strategy
Cultural Assignments
Group Strategy
Leading
European
Telco
Strategic Objectives
TECHNOLOGY
Leadership
ONE Telco
Drive an
innovation
culture
(efficiency and
disruptive innovation)
Foster
international
collaboration
SHAREGROUND
Shareground is DT Group’s culture lab
Supporting 10 of
30 of Group’s Top
Transformation
Initiatives
Brought 20,000+
employees in
touch with new
methods
Transformational
enablement of Top
250 and Group’s
3,000 executives
Supporting innovation
in HR: First
Corporate MOOC in
Germany
Board
acceptance
growing
IINNOVATION
CULTURE
Create competencies, mindset and applicable know-how to become more agile,
simple, innovative, resilient and customer-focused
TRANSFORMATION
LEADERS
Empower transformational leaders with transformational capabilities and new
leadership culture
DIGITIZATION
Enable potential of digital transformation & collaboration to leap-frog
performance and collaboration
reduced time-to-market
improved cross-functional collaboration
less cost for conceptualization
better product quality
higher team motivation & performance
higher user experience
increase of innovation rate
Shareground increases user-centric and innovation capabilities of the
organization
SHAREGROUND ‘OPEARTING MODEL’
Innovation Culture
Transformation
Leaders
Digital Culture
Transformation
Strategic
framework
Pilot
enabling
» Conceptual
» On-the-job
» Communication of
frameworks for
user centric
culture, disruptive
innovators,
simplicity
» Methods
evaluation, current
focus on Design
Thinking
» Adjustment corp.
values
coaching of
‘coalition of
willing’
» Rollout of
simplicity, design
thinking,
innovation lab
pilots
» Phase-in Telekom
Training
success stories
» Train-the-trainer
» Maximization of
internal sharing
» Cross-functional,
cross-national
community of
practice
Outlook
» Bundling of inhouse expertise
» Focus on top transformation initiatives
Scaling
Innovation Culture Example – Coaching Design Thinking
Miracle Question
Portfolio Analysis
NABC
SWOT
Cultural Probes
Home visits
Personas
Interviews
Business Model Canvas
BrainWriting
User Journey
Paper Prototypes
Collage
Storyboard
Test Camp
Scamper
Concept Scenario
PEMS
Pyramid of Purpose
Speek Geeking
Innovation Culture Example – Change facilitation framework
CLARIFY
EXPLORE
the context &
the system
Methods
Models / Input
objectives of
the change
 Introduction to
 Whole System thinking
Agile CM and
/ approaches to change
GTC approach
 Working with Pilot
 Contracting with
Groups & user
sponsor / owner of the perspective
change
 Facilitators‘ basics, part
I
 Contracting
questions/
conversation
 Stakeholder
mapping
 World Café
 Working with
personas & cultural
probes
 Context analysis
(SWOT)
 Victory cycle
Understand
the change
DESIGN/
DEVELOP
change
approach
 Designing CM
architectures /
processes
 hello transformation
approach in the
context of other
change models
 History (change curve and
its evolution)
 Theory U
 Transformation cycle /
diverge & converge
 RTSC (Formula)
 Agile Project Planning
 Customer Journey &
design criteria
MAKE
change
approach
tangible
TEST &
IMPROVE
change
activities
LAUNCH &
EVALUATE
change
 Designing specific
interventions
 Facilitators‘ basics,
part II
 Testing interventions with  Facilitating
Pilot Groups
interventions: Control
what you can, let go
what you can‘t
 Facilitators‘ basics,
part III
 Appreciative Inquiry Discover
 Fish bowl
 Input & dialog /
reflection
 RTSC (Tools)
 Learning Journey
 Facilitator Toolbox
 Creating meaningful
dialog (alternative tool:
Circle way)
 Piloting, observations,
interviews
Design / develop
change process & activities
 Open Space
 Feedback &
evaluation tools
Implement
change process
Innovation Culture Example – Group-wide diffusion of Simplicity
MYPORTAL –ONE INTEGRATED PORTAL
1
WHAT?
WHY?
FOR WHOM?
RESTRUCTURING
REVISED BRAND ARCHITECTURE – THE “T” BRAND
2
HOW?
LEAVING OUT
MY WALLET – SMARTPHONE BECOMES A MULTITALENT
ADDING
4 IMPLEMENTATION
SPOTIFY – STREAMING REPLACES MUSIC PURCHASE
REPLACING
TARIF JUMP! - SHORTEN THE PERCEICED CONTRACT DURATION
3
SOLUTIONS
PERCEIVING
Digital Culture Transformation Example – Digital innovation in and from HR
Digital Culture Transformation – Research on measuring impact of culture
Study target
Determine the “hard impact” of “soft factors” in the
context of restructuring
Employee Effects
Study method
Conduct meta-analyses from existing scientific studies
and their correlations between latent variables.
Organizational Impact
Company Success
Innovation Potential
Revenues
Productivity
Profits
Commitment
Satisfaction
Restructuring
Self-Efficacy
Job-Fit
Kontakt
Für Fragen stehen wir Ihnen gerne zur Verfügung.
Adresse
Deutsche Telekom AG
Friedrich-Ebert-Allee 140
53113 Bonn
www.telekom.com/innovationskultur
Ansprechpartner
Dr. Reza Moussavian, PhD (Da Vinci Inst., JHB)
Vice President Group Transformational Change
Head of Shareground
Fon: +49 228 181 23 40 1
Mobil: +49 170 78 56 78 0
[email protected]
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14. Kienbaum Jahrestagung