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Eat - Innovate - Love: How the world of work is transforming

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and the current the that object the the beginning in me well
it long day last session was to multiple party topic OK so we keep that we you a quick I must say I am I wasn't aware of what I'm signing up to to come here and to give a
keynote when my colleague in Berlin last OK and are you interested in giving a keynote you're giving quite a number of cues and OK 500 to it and then I came here and I said OK holy shit and here are experts sitting normally I'm presenting my stuff that say to people which are less advanced that you so I'm trying not to bore you um and uh will give it to you know will try to speed up the due to the respect you know only timing and then if you're interested we have some time to discuss so I'm going to talk about the overall you know what type of couple give you a couple of examples that you already know about new technologies and what's the impact um on work on the world of work and uh how do we as an organization cope with that and then what could be recommendations so of course on part of the show come you could you could say derived that and um my experience I don't wanna talk about things that I'm not aware of that I'm talking from a corporate perspective of course we do work the start up of course we we very much engaged in this area we wanna bring leased out of another um other philosophies into our company but my experience is that how can I transform from an elephant so what's happening in the world a couple of examples this year well yeah uh um this is I think most of you will know um it's going to be launched most likely within the next 4 to 8 weeks uh and it's it's a plaque in Instagram when you have selfies that this tool this solution would give you uh prediction are you likely all your friends likely to be close to burn out to depression so personalization is the technology behind it where based on pictures from Newman's be done based on data analytics based on some sort of social psychological
research behind it you'll um run this analysis uh with the support of technology and the same actually
applies not only to faces but to pizza that you can call it that uh the devices machine learning is behind it and the device lands and the algorithm and the ML learns more and more every day about it they can detect the cannery uh from the picture so this is becoming quite a hot topic for some y now particular for let's say
all the well-being all the health industry um everyone who is into fitness and not just typing in the whole day and OK what was it was it mozzarella light was what is theta only carries how many grams just the picture and all the uh hustle for you is being done and fantastic experience them if your up to and of course um smart devices close to the body like the land to the lenses which can measure the lots of the body uh data for whatever purpose um give you 1 more example which we met last week it's a company called neck and neck um is approaching a completely new way of gamification and connect this tool skill development so what they do is you you play simple games actually very simple um you have to plant you have to water try a flowers you have to prevent them from drying out in
separable of other games that from the gaming in from the intelligence behind it What the tool
does is it it it assesses your skills them in a completely different way uh based on the way you play it assess your ability um for for new skills it assesses your ability for collaborative behavior um BSS your ability to work in teams which is quite a difference imagine you have an interview a job interview um and you will be asked you will be interviewed and people derive from the one-hour interview what are your soft sectors where your core skills or you do it's um for the gamification approach um and so we were tested uh to see OK other do what our are there really differences
or is the tool stable enough uh I just learned bottom button box which is for the non-germans there is 1 of the states in Germany well actually no election is taking place uh they are rolling this out for the refugee program because refugees have a language barrier but it doesn't mean they don't have skills so they can assess the skills and they can bring them earlier to the labor market so make them make them that state working um and having some sort of purpose having uh exited their own country to come here and to work and finally there's a community there's a network behind it so everyone who is on the platform and if if you want you can reuse your data and this data is being used as a platform for
recruitment so companies can sign up they can they find this is a new way the new sourcing strategy for new talents the the we have smart implants and 1 has a smart implant I say I did mine also I'm an iPhone you user but I just realize half an hour later OK it does reasons but this is coming up and smart inference could be could be something where we upgrade the human body with uh with additional devices which can contain data which provide data for different types of services you can open the door you might do your flight check in uh you could transmit your linked and in your Twitter profile um and other stuff uh this is a pilot which apparently I haven't seen pictures yet but apparently has been launched now in China so which is which is a pollution filter uh that detects the level of pollution in the air and
then it sits on your shoulder and if the pollution level is too high it flies around to what's to what's your face so we have all these technologies and at day by day every minute things are changing 1 where a nice example of 3 D printing of the show but that's actually not not the interesting part the interesting part is that audiences transforming and I and they are my heroes I must say they are really my nearest the transforming from a product company to inexperienced company so not only the shoe was printed in 3 D there's a chip inside uh you can connect ship to your mobile device this smaller devices connecting you to what's the community this communities exchanging data on how you doing with issue what how many uh you know how many steps you have taken for what's use cases you using the she was a for hiking is it for uh of on road is it for other things so it's becoming more and experience and the shore um is 1 part but most likely not um the major part in future and this is the cost of if
you were for a telecoms company we have been in pressure for the last 20 years uh the biggest goal was not to lose more customers more customers than the than the year before things are now changing and we are we're currently at at very interesting going where we have set up a network where most of you are roaming on or surfing on a T and now we're thinking about the next generation all that I've shown you all the examples you know um need this infrastructure they need 5 g is anyone planning a trip to Dubai the so so 1 going to buy talking has anyone been to buy you have been to divide can I ask you which you this lesser bustier OK if you go this summer although I don't recommend you
to go to the buy and some of it should you have to do a fly to Dubai later than August this year maybe only for stopover stopover on your way to Laos to Vietnam to Singapore whenever um from all this 2018 what devise planning to have the text a grown so to have the drone which it's is uh is uh an autonomous note driver drone like a taxi which picking you up from the airport and driving you to location within 40 km of reach them um so if you sit in this text it on your above the skyscrapers and let's say I'm I'm sitting in in the drone and where the door is where the exit doors there is the you which Bush highly skyscraper so in future imagine this is 5 g you don't want a system which takes 3 seconds to analyze is the tower I need to turn left and right you want to have a real time latency autonomous driving um all the cloud-based services whatever we're talking about requires 5 g which is up to 10 thousand times faster than what you've been used today it so before we continue um and I think most of you will know this light and all the let's say
the um the exponential development in um digital technologies overall and and technology innovation um and if we take a look at at you all know OK how many years does it did it take from telephony to television to computers mobile our Angry Birds to Pokémon goal and so on all your own the numbers what is the interesting thing is actually the bottom side the Industrial revolution the leapfrog we had in in history when not only on business models and on products it was very much on the way we work the 1st revolution caused lots of changes them how workers are treated the 1st revolution with a mechanical looms caused the countries like the US like France like Germany at that time crucial um England to stipulate new laws for the sake of workers the 2nd
revolution when we came to master production created an entire ideology Marxism discover type the size of books were based at the end of the day on in technology innovation that caused a massive shift of the way people work at that time the 3rd revolution on computerization mainly of the administrative function again cost uh cause changes in in the warehouse astrologists um how you may know you humanities in research of thinking about and now we're in the 4th industrial age when it comes to digitization and all the unknowns and complexities we know what do we know what do we not know some work for
humans will move from execution from operational work up to supervision so whatever and this is key for now whatever is a repetitive toxic was ever is a standard task whatever is what we call a transactional what is highly standardized but with the high repetition rate is going to be replaced by machine is no question there's no question that this is going to happen and every industry every sector and every company is better prepared to enter into this step sooner rather than later um it's defaults proclamation them by politics by populist parties were against this so this is going to kill more spaces and more um job vacancies and it's going to save if we become quarters so skills in the digital age have to be developed to what supervision activities skills have to be developed to what's managerial skills no matter which level you are the change in the 4th revolution is it's not only the bottom of the pyramid which is going to replace we have different levels um and this makes things more complicated and nurse will have more slightly more secure jobs uh a grammar school teacher will have a
more secure jobs and probably uh the uh the chiropractic all the doctors who was whose let's say hi in brackets in the education um level but uh this is the complexity that we have and the 4th industrial age it means that colleagues will have that to that robots will become colleagues so we will have a different organization we will have a different type of work force them in organizations which need to collaborate which live and work in coexistence um and the relationship is not from 1 way to the other it does not mean that robots to
the ground work um and that humans only to the supervision we will have very different levels of relationships even today we have in the manufacturing
industry we have robots being the supervision being the supervisor of humans when it comes to KPI eyes to when it comes to route planning when it comes to target achievement we have this situation today so we will have a very
complex and literally any type of relationship between robots and humans this has huge implications on um your company culture this as use implications on the legal framework whom I'm going to so this has huge indications on social security systems so the next competition and we see it there is a bit is when moving away from offshoring so more and more companies which are going to what smart companies moving back their production to whether customers for example moving uh returning uh manual factories from China back to Germany to be here and in a kind of SmartFactory now the next races who's going to pay Social Security who's going to pay off pensions who's going to pay the pensions of the people which a working today um this is the next stressed this is the next competition that we have in between countries but are we going to give them in context to robots are not our role what's eligible to pay pensions yes or no so this sounds like very we had questions but they're reality today and then determining the competitive advantage of 1 or the other countries so we will have something that I think this audience is very much used to but this is a big change for corporations that we move away from titles we move away from designing organization in expert groups
them and having an expert leader in 1 area why is that because more and more work will be done by machines more and more work which is let's say to be to be um defined as commodity is going to be replaced so it doesn't mean that humans will not be able to work but there's no role for them in an organization but it means that what they do has a higher level of complexity this higher level of complexity requires different knowledge from different units from different people from different networks product innovation used to be a closed area where you had uh security area where you had an extra doorway but there was a doorman where only security people were allowed to enter these types of research and development let's oral laboratories don't exist today product innovation today you know it better works with uh you activating the employee crowds you making use of diverse teams um
your'e going into cooperation with your customer with supplier sometimes with your competitor and with the among users um and this is what Ricky's means that we are setting up completely new networks in these networks are not hypothetical networks these networks are supported by modern technology by social networks um and likes and that means that the where we create value within an organization is more and more becoming independent from work yeah by the way this is not only valid for for white-collar we see this development with this lower player pays but it is coming also for blue-collar color so for manufacturing jobs job is moving toward supervision the supervision can military done independently from the place of production but overall more while working is becoming a trend up OK uh here in
Berlin over this sort of community no no big thing but for corporations imagine you have to and it's 30 thousand people you have a 400 thousand people with an IBM or 500 was General Electric 230 with telecom and so on it's it's a different thing what are we going to do um and the cost behind it we have offices they have we have a lease contracts we have spaces there that causes some of that that impact on productivity and now people wants to work on work from wherever they want this changes the entire behavior there's lots of studies about this if everyone is going to work virtual if there is no space where people can meet how do we define
corporate culture on the other hand people want to work from home they want to have different timings them and this is the you challenged by the way not only the question of design of office spaces it's also legal implications I'm was based in Germany with the with your job OK so the majority um that the legal framework in Germany for example says you need to have a place of work within your working contract um and that creates lots of things if you work 4 days in stocks or in clusters on wherever actually you have an insurance problem so they are lots of legal implications that we need to tackle and where where honestly speaking European regulations framework is falling behind the falling behind that don't gets yet the concept of digital transformation it has a lot of changes for that's a typical leaders within corporations abound particularly there is I think what what's the to the management side is management by walking around I have my team of my area I can check where they are if I wanna talk to someone um I go to his office or Mideast ask someone who is where he or she is so this is something where a lot of noise about it I'm reading every day about virtual leadership about ditch leadership but the concept yet is missing the
interesting thing is if you take a look to Harvard Business Review Best of leadership um habits of finger that it was reissued last year all best of leadership uh series leadership theory is from the pre-digital age the the interesting they still you know we still have broker we still have all the other people but there's no such thing as really a good theory a good textbook on dish leadership so what does that mean we have to find new ways how um leadership is going to be managed in a virtual space how you can drive people toward performance how you can modulate them how you can give them ambition um and and some sort of of of purpose vision Viet the virtual space this actually today contradicts to um to forward to medical and biological sciences that's uh in in 3 nanoseconds if you have a new job and um if you meet your boss your supervisor in 3 nanoseconds you take the decision and i've following you are not yeah this is a very very let's say interpersonal relationships and now we have working relations where the managers sits in Singapore uh the co-worker in Madrid um and you will be based in Berlin so how do we tackle this and I don't have an answer yet we know that we have to tackle that 1 but it's difficult to answer this question today what is for sure is um then a chart term but I don't find a better 1 is lifelong learning so we need to update our skills we need to them move away from
certain professions inference that the skills in order to stay employable that that the task of employability in fact is not the sole responsibility of the employer it's not the sole responsibility of the government it's becoming more and more responsibility of each and every individual um which actually starts with um is the way how we how we educate children up to how do we do it um um corporate development and individual development within corporations um which are currently questions a lot we go more and more to what's digital based learning and in this based learning we need to provide people the option that they choose their learning path pathless and their learning skills on their own and we need to get away from having only formal certification and so only having formal business school and whatever academic institutions that way we need to find to that a microscale and foster people uh in order to get them prepared so self-management this ability to reflect yourself the ability to do self-paced learning the ability to sell yourself within an organizational within a network of multiple um employers that you have is going to become the core skills and this all happens in a way where the way we work the way we learn the way we is going
to change some leading companies are companies which are in orbits there's no leading company in the word which is leading only by cost reduction by cost-saving which is a necessary must be leading companies every company in the world is focusing on innovations that makes you a market leader so if you wanna be a market leader open innovation becomes more and more important Kickstarter is known to everyone but how does the Kickstarter with all employs look like how can we activate the knowledge and the information that we have some within 1 organization um crowd collaboration is 1 means to get over there be it with employees Fiat's with with the external world and we see more more design thinking and I will talk later but more about it design thinking is becoming the new normal the um and design thinking is not exclusive for Proc development is not exclusive for customer service development we actually using it literally everywhere be it in the prepared redesigning the procurement process resetting um uh vh leadership development portfolio redefining our approach to what's performance and target management resetting um uh we actually using it for cost reduction and uh we're we're using design thinking which is an innovation method to do cost reduction topics reduction projects um it has the additional age will mean we have for all the variables that I showed you all the analytics functions that we have today um give a variety of data today only would we use the data which is isn't in each and every 1 social media um account what you post would you would you do I mean you know all the stories about Celebrex at election and analytic center US election but in the organization reality would we use the data which is in the mail server and put on on top of that the data we have an internal and external social networks um with semantic entities even today I don't eat parables I don't need you data only existing data we could perfectly perfectly identify teams which are collaborating good teams which actually collaborating better than other teams because do comparisons and we could stimulate for coaching from the team was collaborating
better with the team was collaborating for the so we would have this data available I'll be using that yeah no many reasons for that yeah workers council legal uh education security laws of course there's a downside you can use the data but we shouldn't and then and this is this is a bit of the problem of the German framework enough the German corporate culture everything is 1st seen as a threat and as the rest is not seen as an opportunity them and as a way forward so um this becomes a very important thing um that we think about it however the weakness of the word idle at the word weakness of the dish so transformation I thing over all this we forget OK what is actually the purpose of the things that we do um 500 years 300 years ago it was very easy the purpose was uh you work you pray and you prepare yourself for the next life for the next the spiritual level today we don't have this so what is this let's say what is what is the what is the the the the purpose behind all of this in Germany would say well I mentioned that I don't know a very good english word for that I'm still looking for that but this is where I'm inviting psychologists geologists people which come from religion which come from psychology from social sciences from humanities together with people to think about that so what is the inner core that is driving us into what's where where what do we wanna go what is the value system that we have behind it going back to organization what we see is incorporations ambidexterity ambidexterity means the ability to want to uh to to write fiction with both hands anyone able to write with both hands the
we so what do we mean by that we have a very strong 1 site in the organizational culture which is in in large organizations which which is the efficiency gene so operations when you have a new idea when you have a new product what the 1st question OK what's the business case what's return on invested uh homage to the clusters that we get the peak funding uh where do we need so you know where what is bodies being cannibalized and stuff like that where they're weak it is the annihilation side so so the so the so the left side um you know where is the potential where can we create where do we reach 1 billion people without having a clear business probably in place today but we can reach people we have a network effect uh we create new business so this is being in every major corporation this is a big issue because we have again if you are a public company if you're uh have shareholders actually this isn't shareholding lost gone on a lot would damage to the company and if you do something crazy something risky something a normative this could be considered legally as something crazy on top of that we have management education which gives you the way how can you need to plan that you need to build it you need to run it you need to track the KPI eyes In this typical approach which is opposing the idea that that the digital age user experience customer experience brings out of them and get a gazillion of opportunities that you cannot define a waterfall approach this is something where literally every cooperation is struggling to manage to create ambidextrous strategies business strategies so to have a focus on cost and on efficiency on compliance on process Terence and at the same time this current strategy to indent innovation entrepreneurship destruction and that goes on into the culture how leadership development is done how we measure performance how a failure culture is being deployed in an organization it's nice to have fucked up nights you have them all and I'm sure most corporations have them now that this thing is if it if at the end of the day your variable pay your compensation your recognition is independent from that nice fancy event it's worthless so this is the reality we live in and how do we how do we cope with that um lots of the things I mentioned is um I recommend this book units it's a pre book uh the Innovator's dilemma Clayton Christensen who says we have this problem of innovation power in corporations and what to corporations to today know this this view building this blue skies the and representing the corporation that creates spin-offs the green garage and the far away the garages
from the main building the better because then you're not into this bloody budgeting processes uh those those those central age are people don't disturb you you can you can do your own brand you can run your own marketing campaign and you can develop your product the number
of successful spin-outs are of major corporations is very limited because the let's say the the mind-set is on 1 hand missing in the middle of the road uh budget and funding needs um are required so some corporations are now currently that's a bit over doing it so they're pimping the the green cards and they sit somewhere In in German province but they have a fancy and if you work for them that Tessier don't get it wrong don't get me wrong and no no offense and they have then their fancy their fancy green garage in Berlin or in Israel of Silicon Valley obeying the law but the problem is from a cultural perspective from a transformation perspective the transformation impact to the blue building is literally 0 so this can be a deliberate strategy that you set up your greenhouses in order to kill your blue building and the other strategy is you setting them up to re inference that your main business and it's not easier or the strategy is both so we need those spin-outs but we also need the green garage in in the middle of the building which means that those companies
general Electric is a good example for the those companies which are strong in this ambidexterity strategy and ambidexterity culture they have both they have their ventures they have their uh their their green garage but they're also run the change from with and it's a very very difficult way you need a lot of for patients there are a lot of stamina but uh and
success is not guaranteed because this is the most only when you need to adhere to business processes you have all your finance compliance workers Council whatever people over there you have less freedom because you have to deity to the same efficiency processes in the group so what do more and more companies the do today they do all this what is written here OK digit transformation
so let's let's go into digital learning that's higher a superstar uh from the external market let's create a creative rule and make some fancy workshops let's its use Grumman kind bond and design thinking that organize additional business units it's all right it's all wrong if you're not connecting the dots they had has to be a sound strategy even in the digital age you need leadership you need strategy if you and the strategy has to derive down to the definition of your creative space a creative
space without a proper methodology without a proper strategy behind it has no sense I explain to you what I mean for the event um yeah we have proc development in different areas in the company be at customer products be at internal
processes uh like like what is coming from a child is coming from finance whatever what we are starting when we have started 2 or 3 years ago is to transfer the idea of user-centricity um of human centricity into the into the organization so internal processes within the organization yet NHR appeared in finance Bearden administration be it wherever true all rethink them and to challenge them based on design thinking which means 1st of all to challenge the status quo and challenge the status quo
not with external consultants not with some sort of uh anonymous questionnaires and interviews going last couple of people what are the problems what's the challenge they have and once you have identified real user needs then simply 5 whatever you have our assumption is always Unger's whatever is there is too complex so 1 key drivers simplices simplification along user needs um and then going into prototyping and learning fast to give an example what's the difference between this way of working and another way of working I give you an external example because it's it's very easy to understand Swisscom 5 years ago
they said OK we have a problem with our shops are shuttered don't yield enough revenue so a management meeting but that the management safe what you think use of how fire people or clothing shops revenue is going down so we close shots less people that's that recently there at that time um um implemented a human-centered design team in design thinking team the design thinking team said give us 2 months to identify what's the problem with the root cause in the shops so they went to the shops they talk to the shock uh to the shop staff they shall talk to a couple of short messages they talk to real customers Nolde nolde and complicated to representation and whatever scheme just went them in the city of Grand and last couple of customers the outcome was amazing the problem is not that people wanna go to the shops the problem is the shop is not attractive the process is how the shot attracts people is is it is less and less becoming attractive so they took the results they went into mock-ups they created 12 different prototypes and guess what states went up now System is having more shots than before in revenues went up by 30 % so why a difference that that you go into this so 1st approach and in closed shops rather than redesigning the shops getting a unique customer experience you have more business and the same applies people the same applies how do we define the budgeting process how do we define um uh
training approval process how do we define a procurement process how do we define an IT rope met planning and whatever so we are doing this and by now in more than 200 them assignments across Occitan come in different areas and the way we do it is for the no obligation whoever wants to do it do it we believe with this different way of doing with a different how you get a better what but we are not forcing people and the effect is we have we are becoming more and more demand so this is 1 of the key things of dissidents which you cannot pressurize people you cannot put a top down decree this is the way how we do it give people um give people this this initiation give them the virus people will talk about it there is going to be aware of what's and then it's kicking off um innovation labs is another important thing that somehow how we drive innovation to the company
this is sorry this the German slide I didn't find uh this is a recent entries and this is I think 2 years 3 years ago from a new study that was published in newspaper which is showing the potential threat um in the German German labor market uh with regards to digitization but the interesting thing is banking is heavily uh heavily impacted by that so the banking sector is in massive change for lots of reasons 1 is that the process is becoming more and more commoditized and the other 1 is but tech start ups so if you take a look to the banking industry today the amount of investment into innovation
let's into fin tech start-ups from the banking industry compared to the investment into redesigning their legacy system that yuppie system operating there the 1 given a vendor name you know this Baker IT companies is 0 . 5 % this is the innovation budget that they put into innovation that's um a friend of mine who is confiding the bands do had desperately he runs the he runs a 30 person firm agency and he said you know this comparison it's like I have I have 30 30 innovation confidence and I have a dog In my agency this is a comparison that the 30 people do whatever they did and my dog is doing Fintech innovation-led so this is the comparison that we have and this is where we have a lack of understanding what is ahead of us why I'm a strong the a supporter of innovation that's but they should not be too far away if 1 of your goal is to change the big elephant and not to at and Berlin of course plays a critical role but I think we're a bit overdoing it currently we should have those innovation labs where the company is based so great that it company in Frankfurt has an
interracial appeared good for the city but they should have something in their in their country in the organization as well and what they should have in the organization should probably have less of focus on products rather than on the organisation so my pitches goal for our culture incubators for culture innovation that's and due to the time so I'm pretty doing it so but the culture innovation that this is what my unit tries to do at least for the EHR area is to challenge the status quo of corporate paradigms in corporate processes is to have 4 roles understanding what the future's explore all based from the understanding of the future viewed concepts you'd you'd leadership starts the technology challenge the status quo but not as as a restaurant critique than OK this is not good and then you know
you have this this thing go out but to go into real support supporting what you challenged by accelerator of incubation models and then talk about it as an evangelist and the focus could be for the culture incubator employee experience human-centered employee experience and whatever we have with regards to internal processes but to really think about innovation culture and how can I deployed beyond posters and videos and stuff like that but really going into the deep dive um and this is the way how we wanna do it to them and us share common we have given ourselves with their colleagues from copper communication from IT from a chart from every business unit we have set our way to do it is along these 5 areas we wanna become we I have digital minded leaders which are willing to change their how their way of working they're willing to move towards an agile organization which understands agile principles and whatever is needed for that 2nd 1 we will provide the
needs the right skills with the with this killing people in new methodologies killing them in new technologies and also providing new formants um of learning which are more digital more mobile-based we wanna do this by strengthening the networks of people that we have we always talk about the mouse but the forget that we have a coalition of the willing we have people there are eager for change and we need to activate those people more to become drivers navigators of this change then we have to do it by rethinking the large corporations tend to was still tend to have this rethinking how we design offices going more to what's project rooms to what's crater spaces to what's uh um Home Office regulations there also going into efficiencies for example like the sharing and to align this with additional tools that we have so what does that mean the it means that um whether colic so you can ask and that our copper commucations department is probing an entirely new way of
leadership so electing parts of the leadership team by uh by the employees so they run campaigns I think 1 was you know make a proper collocations great again build on the ideas of others right so they did that and and this is this is creating a change we need this virus in the company to start somewhere and this just doing it ambidexterity is becoming a key driver we wanna give each and every 1 of the 2 thousand 800 um managers that we have across the globe and understanding what is ambidexterity what is the blue efficiency words and how can you marry this blue efficiency word with the green entrepreneur and innovation words and we do some sort of research we are deploying design thinking and as I mentioned not only to product and service development um uh currently there is no way I can here there's no single the redesign of an EHR um topic that we have which is not running with that 1 but it was difficult it was different I tell you 3 years ago I was accepted at all in H are at the of what's that is funny things and posted and and and the funny stuff
now they understand what this is about our finance organization is 1 of the biggest supporter of design thinking again this was not the case 2 years ago but now they think about it and they understand the way we have been working in the past the methods um and the way of thinking we had in the past is not the right way into the future um we're making use of unification of new ways of scaling people with moves to be its partnerships like with Udacity and own development didn't develop ones and exploring technology for skill development like we ought um we have created things to different initiatives in marketing and corporate communications we have created but a consciousness for what it means to presented what it means to be magenta would be to be part of the company I know this question but my my rule does not working and when I moved we are working on the people but I think we need 1st to start to give to give our employs employees and understanding and the this identity and once this is it will move over into
uh providing more excellent products and processes so we have all the hashtags and all the but the way how we treat them social networking didn't albeit external we have those networking
events for different purposes so so we have now a community which is focusing how do I change my way of working with the support of social networks this is not just communication it is of course communication but it is also to change your business processes we have a great example of a new leader who came into a sales unit is OK all my regions are are you know art fighting against each other so what he did was leadership change you get 1 target 50 % of the target is region 50 % is overall changing e-mail flows that at each and everyone was getting tons of information uh over e-mail putting this on the social network heavily reduced move flow changing um let's say his his reporting style not to having blaming calls where where region
south was 1st and region west was that was last and having those fingerprinting costs which which let every region to to become a side not to share information going into the different ways um so it means it it needs a new way of leadership but also need a new technologies to be deployed but which we do the ends um last year we have experimented to have a public board session meeting tomorrow we will have uh tissue town hall well as you was going to talk to the audience and everyone can follow that streaming um and the board meeting was also able onboard topics for everyone in the group to follow that 1 um and we're experimenting with tools like social forecasting so to deploy crop collaboration tools within all social network um I'm and quickly this 1 and flexible working home-office that sharing has lots of legal implications I'm going to
skip that 1 but it means if you deploy greatest spaces so they should be linked to your understanding of collaboration methods they should be linked to your to your that's our ideally to your corporate values they should be linked to the to the to the key collaboration innovation method that he that's why we have a strong focus on design thinking and we designed each and every CreateSpace now uh um in our company
along design thinking principles and every let's say CreateSpace owner gets an introduction to the methods of to make use of it and we have good examples we just did that last year in 1 of the sum of all sites and possible um and after the launch of a greatest space influenced and in few it was designed thinking they created 40 patents the year before they had free I'm not just saying this is only because of the greater space but there is something happening and we're making use of this term of this stuff in a cooperation everyone wants to work with the most cancers tools everyone really wants to have you what you use your private life the quest Baker expressed Bickel it's a challenge how do we manage leading-edge tools with the with the let's say the the requirements of globally working corporations to have 1 global standards tools enable cross functional and cross inter-company communication and exchange of opera communication as opposed to having always the latest app and the latest check what and the free of charge will Facebook AI and whatsoever but on the other hand people are using it so happy to discuss if you have similar experiences we have people making use of noncorporate tools and it's not a small number so the challenge that we have do we allow this people because they're not doing it because because they they they are stupid they do it to perform their work they do it to perform better so the question is the global standard versus legalization where this user experience and it's not an easy task which we're trying to take so my my my
recommendation if any is needed is don't wait for the big picture don't wait for a big strategy to wait for your wall board approval if you have an area if you're in some sort of responsibility just to what i have waited for my uh for the board and for um the CH are old to to tell me what I'm supposed to do I still wouldn't do anything I would my slides and talk a lot and I don't know that the big land just do it and I mean look at mean if you enter the corporation Germany in between us what should happen they can't fire you mean just to it and and then the and then
In year convinced with the with powerful results or you can convince with the failure but with the findings that you have have design thinking is very much on more on hold and everyone talks about it we moved away from providing methods training so we we want we we make use of design thinking as as let's say as the principle for a transformation for an organizational transformation journey start with the project and not with the with the minor projects start with 1 of the top 3 core projects of 4 units convinced the don't convince the leader program is needed you has to be convinced somehow gap so um I'm sure that vanity when it comes to that 1 that's my experience and you have people which by into that and uh so as I mentioned 1 of our 1 of our top managers he said OK I wanna run in OPEC's but it but I did I did everything I did cost reduction that it had come reduction I did I did all the constellations staff uh i did to the training uh stop by the travel ban uh um and I even put out the cookies and the drinks from meetings I have no OPEC's anymore to say so I told him that student design thinking I had no idea what would what would have been the Ottomans OK you know what your crazy and I'm crazy we do it we over achieved the OPEC's results the achieved your parts on so but we started with a concrete project now he has gathered and and we all that achieve this was 12 ideas and people out of his organization get that 600 idea so he said you know like now I want to train people in the method and I want you know understand you know this way of thinking and this way of problem solving this way of understanding user needs so we always start with a project and then we transform it into a general understanding in general way how things are being conceptualized strategize developed implemented in the organization I think it should that select human my role being part of each organization is primarily not to be the
1 who's saying OK digitization is the key driver for efficiency of course we have to take a look to that but but digitization sort should serve to the human so this is where again designthinking human centricity user needs place strong and where we should think about technology to fulfill all human needs some and that requires to understand technology no matter where you are I'm teasing every day every day my HR colleagues you need to understand technology there's lots of talk about it only few implementation stuff but we need to understand that um and think of them and understand technology connecting the dots I thing I mentioned that kill your darlings very difficult thing could imagine you have set up something great in a corporation and then you the hero the hero for a fantastic innovation after you 1 after you to after you 3 maybe people now in
the apartment next department next to you maybe your uh your Deputy or someone in the team has a better idea so what's the behavior the behavior is not I'm opening my answer yes let's kill my legacy let's remove it people more into this defense small they protects their legacy and by in that moment the biggest innovator of the past becomes the biggest enemy of innovation the this is a you which is shown in cooperation is the nutrition corporations and after 7 years forget about it so that's why why we believe people we let's say encourage particularly on management level people which have some sort of budget topic area people responsibility after 3 years you better move after 5 years you should really off after 7 years now it's really time so having placement rotation um not to be underestimated as a key driver for innovation so and kill your darlings is is it is an important thing and trust in your own people um I'm not sure I could imagine if someone asked me questions I could imagine which question I have a lot of trust in my people I don't give that much about this is C and S knowledge this year's social sciences this year uh ao and an engineer on an MBA or whatever the important thing to make things like that happen from a rather small teams especially the only thing that counts you can get everyone to superb design thinker to superb driver for cultural innovation if the passion and the energy the motivation right thank you very much for your attention few few that you will me have love wall 1 loves this if there's some
William Byrne and and it's the focus of the the thank you very much for the 2 world DalI's on showing us a brave new world just a couple of comments and and then you can respond none left anatomy OK but he who was higher love topics about robots and digitalization and so for us what about the women in Bangladesh our manufacturing shirts and in doing could soccer balls right I mean they do they would this is done because it's much cheaper than all the robot manufacture there are things
human-centered design this is not the uh requirement which came out of digitization human-centered design has been around for 30 years in all the area so it's not something new then your example about justice con shops that yeah uh OK so declares we do it later on so that we give noisy especially on my comment and then you can get on that you said it was a great idea that they were asking the customers how about German count telecom asking that he's what customers who have been with them for 10 years that the terrorists are higher than those of all getting a new contract system telecom if you ask the customers you would see that today they would go away but why don't you do this why don't you apply your own message to your company OK so I would like to take this in the
private one-on-one sessions because I'm not going to discuss now some about the propositions but you're absolutely right we have to work on that and we will work on that and I'm sure that results hold for a little prior questions but just by me in front of the doors of a place writers the 1st
part of the graph and you did
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Metadaten

Formale Metadaten

Titel Eat - Innovate - Love: How the world of work is transforming
Serientitel re:publica 2017
Teil 41
Anzahl der Teile 235
Autor Moussavian, Reza
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Deutschland:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/33147
Herausgeber re:publica
Erscheinungsjahr 2017
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Technology and digital disruption impact on products, business and society. Moreover, business operations is changing: the way we work, collaborate, learn, lead and innovate in the business context. This keynote dives into digital trends, work 4.0 and selected examples of how Deutsche Telekom tackles the challenge to become a culture of innovation.

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