business ecosystems & experiences · • whiplash: how to survive our faster future, joi ito...

CONFIDENTIAL & PROPRIETARY. LOGICAL DESIGN SOLUTIONS © 2018

BUSINESS ECOSYSTEMS

& EXPERIENCES

2 0 1 8 M I M I B R O O K S

@ L D S C o n s u l t i n gCONFIDENTIAL & PROPRIETARY


AGENDA

• The 4th Industrial Revolution

• Building the Digital Organization

• Ecosystems, Platforms &

Experiences

• Worker Experiences (samples)


'Digital Transformation' was an

ineffective label to describe the impact

that extraordinary technologies would

have on our lives, work and relationships

to one another.


The Fourth Industrial

Revolution defines

our moment by the

new ways people

create value

Fourth Industrial Revolution:Cybertechnology connecting

our biological, physical,

and environmental systems

Third Industrial Revolution:Digital, PCs, Internet, IT systems

Second Industrial Revolution:

Mass production, assembly lines,

electricity

First Industrial Revolution:

Steam and mechanical production

1870-1910

1969

2008-2018



AS A “NEW NORMAL,”

CHANGE IS EXPONENTIAL,

NON-LINEAR AND

CONTINUOUS

Adaptation is not about management

but about mindset and momentum



Successful holistic transformation requires strategizing and designing

around people at their best.


Building the

digital

organizationS E C T I O N 1



New organizational

systems and

structures are

required

Organizational Capabilities needed

Now:

• Contextualized data-informed DECISION MAKING

• New KNOWLEDGE SYSTEMS & learning paradigms

• DIGITAL-FIRST LEADERSHIP

• EXPERIMENTATION & incubation

• Rigorous, contextual inquiry into COMPLEXITY

• Customer-centric EXPERIENCE management

Over time:

• Systems-level MINDSET AND THINKING

• SENSING and SHAPING emerging markets

• Continuous decentralized INNOVATION

• ITERATIVE formal and informal work practices

• Rapid RESOURCE reconfiguration for AGILITY

• Management systems ADAPTATION

8


Informal Ways of

Working boost the

ability to tolerate

ambiguity,

diversity of

thought and

impromptu action

and insightInformal Ways of

Working

Formal

Work

Design

Management

Systems &

Structures


Ecosystems,

Platforms &

Experiences


S E C T I O N 2


Industry architecture is changing from vertical markets to business

ecosystems, dramatically rewriting the rules of value creation.


Vertical markets to business ecosystems

Vertical Markets

• Competition for resources and value extraction

• Supply-side economies of scale contribute to market

dominance

• Suppliers-customers connected in linear value chains

• Performance measured by economic rent extraction

• Trust enforced by industry-specific centralized and

regulated brokers.

Ecosystem Markets

• Cooperation for value exchange and collaborative learning

• Demand-side economies of scope determine breadth of

participation and ecosystem dominance

• Suppliers-customers connected in peer-to-peer value networks

• Performance measured by network effect and learnability

• Trust brokered via decentralized digital counterparts

(regulatory impacts yet to be determined)

Sources: - Manpower, Transforming Business Models And Its Impact On The Workforce Of Today & HBR, Pipelines, Platforms, and the New Rules of Strategy, Apr 2016



New value is realized by mobilizing underutilized assets or resources within current business ecosystems...

And/or designing or participating in entirely new ecosystems powered by digital platforms.

Platforms

activate complex

business ecosystemsCONFIDENTIAL & PROPRIETARY. LOGICAL DESIGN SOLUTIONS © 2018


Omni-present

Interaction-

based

Motivational

Learning-centric

Optimized for human-

machine-human

relationships

Relational Data-rich

Relevant,

contextual

Experiences are the catalysts to value creation, the long-tail in new markets

From a person’s

perspective, the Platform

is the Experience, and

the Experience is the

Platform.



Ecosystem experiences unlock the

uniquely human value that people bring

to complex, inter-related organizational

systems and ecosystems.


Worker

Experiences

Designing the digital experience


S E C T I O N 3


Experiences find line of sight in strategy, context in

business, work design, and ways of working

Business

Design

Work

Design /

Ways of

WorkingExperiences

Business

Strategy



Ongoing Publications

INDUSTRY REFERENCES

Institutions

• World Economic Forum (WEF)

• MIT Initiative on the Digital Economy

• Altimeter Group

• McKinsey Global Institute

• MIT Media Lab

• Harvard Business School Digital Initiative

• Leading Edge Forum (LED)

• Center for the Edge (Deloitte)

• MIT Sloan Management Review

• The Conference Board

• Gartner

• Harvard Business Review

• Deloitte Insights and Bersin by Deloitte

• This Week @ The Ready

• Dion Hinchcliffe

• IDEO

Thoughtleaders

• Technology vs Humanity, Gerd Leonhard

• Frank Diana, TCS

• The Future of Business: Critical Insights

into a Rapidly Changing World from 60

Future Thinkers, Rohit Talwat

• Machine. Platform. Cloud. and The 2nd

Machine Age, Erik Brynjolfsson & Andrew

McAfee

• Humility is the new Smart, Edward Hess

• The Employee Experience Advantage,

Jacob Morgan

• Whiplash: How to Survive Our Faster

Future, Joi Ito & Jeff Howe

• The Network Imperative, Barry Libert,

Megan Beck, and Yoram Wind

• The Master Algorithm: How the Quest for

the Ultimate Learning Machine Will

Remake Our World, Pedro Domingos


100 Campus Drive, Suite 205 | Florham Park, New Jersey 07932

P 973 210 6300 | W www.lds.com |

THANK YOUMIMI BROOKS

#NewJerseyCIOforum

@ LDSConsulting

business ecosystems & experiences · • whiplash: how to survive our faster future, joi ito...

Documents