KEYNOTE: The Power of Change – A Personal Journey

Change is a force that acts on all aspects of life and business.  Those of us who work in change-related professions are continually assisting people through transformation, whether it be what the customer does, how they do it or even whether they do it in the future.  In most cases the need for change is a positive one, but it can be an unsettling and even frightening experience.

David was diagnosed with Parkinson’s Disease in 2010 and in this session he will explain the personal impact this had on him and how it has deepened his understanding of the way change works. In his own uniquely humorous way David will explore the nature of change, the effects it has on people and the lessons he has learnt from his journey. He will share his own thoughts and philosophy on what motivates him, the inspirational figures who have guided him and how he has applied this to his work and personal life.   He will discuss:

• Two change models; the Change Curve and The Hero’s Journey
• How to discover your own motivation to make change
• How to communicate change effectively to others.

The Fourth Architectural Revolution is Driven by Innovation

The new wave of technology-driven business transformation blurs the boundaries between analog and digital, consumer and producer, and change and stability. At the most fundamental level, these change can be seen as an architectural revolution, since the very structure and identity of the enterprise radically changes. To cope with this, enterprises must become better at understanding themselves holistically, and must explore and exploit enterprise innovation.  In this presentation, John and Marco will show how to turn design innovations into valuable investments by using reference architectures, scenarios and portfolio analysis.

• What is the Fourth Architectural Revolution?
• How does this relate to Industry 4.0?
• What is wrong with the Reference Architecture for Industry 4.0 standard (RAMI 4.0)? Is OMG’s IIC-IIRA any better?
• What is a Viable Enterprise Management System?

Changing an Organisation from a Blank Sheet of Paper

It’s your first day on a new assignment, and your director asks you to turn the organization around. You’ve been given a brief of the challenges in vague terms, while the targets are very clear. You have 6 months to demonstrate that your approach is working, evidenced by the sustained improvements of some business indicators. What do you do?

In this presentation, Ivie will be sharing some of his experiences in managing change in large complex organisations and will bring to life models and change management principles. Delegates will explore:

• The first steps to follow when faced with such a challenge
• A seasoned approach to leading change
• Addressing the elephant in the room, called culture
• How to design and target change interventions that lead to sustainable success
• How to challenge the status quo without burning bridges.

Making Complexity Simple: Integration of Three Business Models

Airbus Defence and Space is the division within Airbus Group created by the merger of former Astrium, former Cassidian and former Airbus Military.  Adolfo runs the department responsible for integration and streamlining of all Airbus Defence and Space processes.

His duty is to reduce the number of processes that have been inherited from the former Divisions.  At the same time, and in parallel to the reduction of the number of processes, the processes themselves need to be improved.

• How to set up a Process Management Governance in complex organisations to promote best practises sharing
• Drive Process Integration activities and promotes standardization
• Harmonize the way of working and Streamlining Core Business process to improve operational Performance
• How to make digitalisation work within Process Management, in both the short and medium term.

Driving Innovation and Transformation by Design

Silos, bureaucracy, disjointed experiences, disruptive competition, lack of trust from employees and customers: enterprises are broken.

As architects, analysts and designers, we are challenged by our clients and users: rather than managing the technologies and assets of today, we need to shift our focus to what’s next. Going well beyond “keeping the lights on”, we need to lead the way into a fast changing, digital future.

Milan will share ways to work with the entrepreneurial rebels that move organizations forward and make them shift, inspired by cases from eda.c’s work with the likes of Toyota, SAP and Google:

• Evaluating enterprise coherence holistically from customer and staff perspectives, and framing key challenges as opportunities for investment

• Addressing challenges in a lean and agile fashion, adopting start-up approaches while enabling scaling and integrated governance

• Making sense of the mess we find in complex environments, and co-designing shared models that trigger the transformation process

• Overcoming rigid and restrictive re-engineering approaches using dynamic systems that help peers to reshape their environments

Business Transformation: Gaining Advantage through Process Centricity and Process Intelligence

The most valuable asset for a retail group is their customer base. For Signavio, the goal is to contribute to the success of these customers. Discover how Business Transformation and Change Management has contributed to the success of retail firms through a customer success case study.

Facing the challenge to carve out specific parts of the organization in 2017 and have them listed separately on the stock market then expand the business over time. The customer separated the organizational parts of the company by late 2016. Viewing the technological advancements with optimism and as a big opportunity, since 2015 they have also engaged in an accelerator/mentoring program for technology startups in the retail and services sector to support startups that add value to existing customers.

Find out how they:

• addressed challenges including loss of knowledge during restructuring
• worked to achieve the most revenue in total through all retail channels
• successfully leveraged their process-centric approach and Process Intelligence to gain the advantage in a highly competitive market

Strategy: A Crucial Enabler, Or A Tired Cliche?

Say the word ‘strategy’, and many people will respond with a glazed look and a sigh. Seen as a Dilbert-esque ‘corporate’ buzzword, people throughout organisations often disengage, seeing strategic thinking as something for those in an ivory tower. It is often seen as disconnected from the real-world, with bland internally-focussed vision statements and strategic plans festering away twenty-six links deep on a corporate intranet. It is seen as a barrier to change, and associated with bureaucracy and governance.  Yet pursuing change and innovation without a cohesive set of strategic principles is like setting sail without a destination, a compass or a map. All important change requires co-ordinated effort, and this cohesion can be achieved with a clear, crisp, concise strategy. Done well, this ensures we have a laser-like focus on delivering products and services in a way that our customers love.

In this presentation, Adrian Reed positions strategy as a crucial enabler for the success of organisations, innovation and change, and proposes that everyone in an organisation is responsible for the alignment and delivery against that strategy.  You will hear:

• What strategy is, and more importantly what it isn’t

• The reason that we should focus on strategy, even when others are telling us to ‘just get going’ with a particular course of action

• A range of practical strategic analysis techniques that can be used early in the business change lifecycle

• What to do when strategy is ‘cloudy’ or our organisations seem to be pursuing conflicting goals

• How innovation and change can shape strategy, and vice versa – and the relevance of strategy even in fluid, unpredictable business contexts.

The Balancing Act of Value Creation in Business Change

Technology-driven business change is typically delivered through a group’s IT and often lacks a clear business focus. Technological drivers take over and decision-making become a tedious power game between technical and business stakeholders.  As a result, technology-enabled change becomes technology-restricted change, and requires a different approach to success.

How can we define a balanced view of both the technical and business changes that are required to achieve the desired business capability, without compromising on a positive customer experience?

This session examines the creation of a value-adding, service-centre structured, business Treasury function aiming to provide significant transactional and advisory support to multiple business units. It introduces a model for successful business change that is based on a practical case study within the Food Processing and Retail industry, and its unique set of commercially driven impact projects.  Attendees will explore:

• A triangular model for technology driven business change
• The creation of added value through integrated delivery teams
• The influence of balanced leadership to successful change.

Innovation through Simplification

Is Innovation all about adding new ideas, creating new processes, and changing the current processes? In today’s digital age, Innovation in business change is about untangling the complicated stuff and making things simple. Innovation can be Innovation, only if you simplify things. In this presentation Menaka will be discussing driving business innovation through Technology using real life examples of “Simplified Innovation(s)” such as:

• Robotics in Admin process
• New product development by integrating digital technology with Healthcare

Key Enablers to Innovation:

• Make it simple and easy for your customers and employees
• Let your employees wear the thinking Hat!
• 3R’s to innovation Rethink, Redefine, Recreate

Navigating the Journey to Successful Outcomes - Innovation, Investment and Benefits

Innovation is a sought-after behaviour of individual organisations and entire market sectors. We seek to promote innovation to create competitive advantage or deliver better services in a period of austerity. Being innovative and achieving desired outcomes requires careful balancing of the opportunities from new business models and technologies, with the costs and potential risks of investment – the early bird may catch the can of worms.

Established models of innovation are based on “funnels” to appraise options and down-select, then apply diffusion mechanisms to reflect the rate of adoption for preferred options. These represent the real world, but are not sufficiently broad to fully support strategic planning, optimise programme delivery and take into account organisational change factors.

This presentation describes a proven approach to aligning the management of innovation with business & technology change, having particular focus on today’s landscape of ecosystems.  The session will discuss:

• Foundation models for managing innovation, enhanced to include return on investment and cultural change

• Designing services so they capitalise on business and technology innovation to become more consumer or citizen centric.

• Best practice innovation governance mechanisms and alignment with knowledge management

• Innovation considerations in extended enterprises or multi-agency environments

• Case studies providing practical examples in commercial and public sectors.