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moveIT 2 powered by Goyello – The Cloud Issue

The second issue of moveIT provides experts’ insights on the benefits and threats related to the cloud, success stories of delivered cloud-based projects and interviews with industry gurus. Goyello is an international IT strategy consulting and software development company. We deliver what we promise: innovative, top quality solutions, on time and within budget. Goyello - Quality Software Solutions - Delivered With Care -


BUSINESS GURU OIL TANKERS & SPEEDBOATS Nimble approach to working, learning and enterprise in the digital era Organizations that we thought would remain relevant for decades are crumbling where we stand. Information, news and trends spread rapidly around the globe due to consumers and citizens being so well connected. In many cases, this means that organizations have to come up with new products, services and business models more quickly. We asked Menno Lanting, following his management book Oil Tankers and Speedboats, about how nimble an organization must be in the current digital age. WHAT DO OIL TANKERS AND SPEEDBOATS REPRESENT? First of all, one is not better than the other. Speedboats are organisations that are proactive, nimble, outwardlooking, linked to a network, value-adding and constantly learning. This is in contrast to professionals and organisations that persist in a manner of cooperation and organisation rooted in the industrial age - the oil tankers. The challenge is to combine both systems. An oil tanker is for long-term direction and growth in scale, whereas the speedboat is for a flexible and nimble way of operating that can change course faster. CAN THE MARKET CONSIST ONLY OF SPEEDBOATS? For example, due to the underlying systems and conservative structures of oil tankers, banks are losing ground to Fintech companies. The flexible companies serve their customers much more innovatively and respond faster to their needs. However, you need the oil tanker’s structure and bureaucracy to be able to expand on a large scale. CAN ALL ORGANISATIONS FOLLOW A NEW COURSE? Absolutely! To break through existing structures at the top, there must be a sense of urgency and commitment. The impact of the process change is often underestimated. It’s like remodelling an airplane while flying. Management layers disappear, processes and structures change, and necessary leadership skills change. What resistance can be given in management, given that they benefit from these structures? You can apply a great deal of technology, but 20 MOVE IT

without changing the structure of your organisation, you are not going to make a difference. IS TECHNOLOGICAL INNOVATION SUFFICIENT TO STAY AHEAD OF COMPETITORS? With all technological developments, consumers are now looking for a completely different user experience; they want a faster and more personal service. Organisations that know the right combination of technological innovation and the human factor are the winners of today and tomorrow. “ The most important conditions for innovation are the right people, technology and corporate culture “ DOES THE AGILE APPROACH TO WORK MAKE AN ORGANIZATION MORE NIMBLE? An Agile work approach is only one part of the process of becoming nimble. It means better utilising knowledge and talent, allowing employees to bring out their best, and sharing knowledge within your organisation, but also explaining your business strategy to customers, as well as responsible persons in the workplace. To innovate and gain profits faster, by going against established structures and setting up new workflows. WHAT ROLE SHOULD EMPLOYEES TAKE? By working in open and transparent systems, it is up to each employee to bring forth the best of themselves, but also from others. There are no rules, but there are standards. This requires employees to review their current working methods, willingly and critically, and possibly to adjust a number of aspects. HOW DO YOU KEEP SPEEDBOATS IN YOUR ORGANIZATION? Talent will never stay with you. You need to turn the problem around by keeping alumni involved. Ensure that these speedboats continue to contribute and bring ideas about even when they are no longer employed by you. AND HOW DO YOU KEEP THE OIL TANKERS ON BOARD? An Agile work approach makes processes and activities transparent. When the targets are known, it is exciting: people can no longer hide behind bureaucracy. You can instantly see who contributes a little or a lot to the goal. But the Agile approach does not work for Oil Tankers. You must coach, guide and train them. Create a secure organisation that makes people feel secure. WHAT IS AN ORGANISATION THAT HAS CHANGED SUCCESSFULLY? Philips is a successful example. An organization that has adapted its strategy to healthcare and new business models around, for example, lighting, where no lamps are sold but light is provided through a subscription fee. Frans van Houten (CEO) has reduced bureaucracy, and the internal social network ensures that everyone can be involved in the broad organisational dialogue. In addition, it helps people give each other feedback in a very open way. This applies to employees, but also to management. This is how collective knowledge is organised across different departments and hierarchical levels at Philips. WHAT DO YOU EXPECT WILL BE VISIBLE IN THE SHORT TERM? Many industries are having a hard time. New entrants are already visible: e-commerce companies in retail, and the Fintech start-ups in banking. We are still at the beginning and the impact will be increasing, although it is not yet clear what the ultimate impact of this technology will be. Menno Lanting is considered to be an expert on the impact of the rapidly changing world on leadership, innovation and how we work. He is a frequent speaker and consultant. He interviewed 100 inspiring and innovative entrepreneurs worldwide for his book Oil Tankers and Speedboats. Previously, he worked in various management positions for the De Baak leadership institute and as a successful internet entrepreneur for almost 10 years. olietankers-en-speedboten-menno-lanting #moveITgoyello

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