Learn more about our facilitators.
|The behavioural DNA of constructive disruption||Arthur Shelley (Intelligent Answers)|
|We often comment that some people are “naturals” and admire them for their “talent”. This includes those who demonstrate professional soft skills such as leadership, creativity, innovation and sensemaking. Where do these capabilities come from and is it possible to understand them, so that we can develop them? The short answer is yes – it is possible to do both. In this workshop we will “play” using The Organizational Zoo metaphor characters to creatively define the “Behavioural DNA of constructive disruption.” This experience of combining creative friction with metaphor provides rich insights into how to shift mindsets and generate improved options on how to approach our future performance.|
|Digital Capabilities: Where people and technology intersect||Anne Bartlett-Bragg, Jakkii Musgrave, , Natalie Hardwicke (all: Ripple Effect Group)|
|Digital capabilities exist at the intersection of people and technology. These evolving capabilities are not about the technology, they go beyond skills sets to be mapped against competency frameworks. They have become a new way of working and learning that evolve as the organisation transforms its foundational elements of being in business – how people interact inside the company, how work is organised, how information is shared, how customers engage with the company.
Digital capabilities are both personal and collective, they belong to you and your organisation.
How will you build your organisational digital capabilities?
This session will examine current research and practices and reveal a framework that can become a foundational element to establish your organisation’s DQ (digital quotient).
|Humanising Digital: How to empower business leaders to drive collaboration and innovation in the digital age||Hind El Aoufi, Catherine Aboud (Capgemini Consulting)|
|In this Digital Age, transforming your corporate culture critically depends on your ability to empower and entrust your people. Culture and behaviours are at the core of a working strategy. With the transition towards the Digital Age, companies are moving away from the purely rational and linear approach and becoming more cognisant of human centred design. This transition has increasingly transformed working practices from a “Command and Control” model to a “Collaborative and Adaptive” model.
Come join us for a session to explore how we might empower business leaders to drive collaborative and innovative cultures, to catalyse and lead opportunities in the digital age and understand the “humanity of digital”.
|Rapid Innovation with Social Technologies||Scott Ward (Digital Infusions)|
|Today, every organisation needs to innovate, but most have no idea what that means or how to go about it.
Whilst many flounder, a small number of visionaries are realising significant advantages using social technologies to unlock the collective intelligence of their employees and turbo charge their innovation efforts.
In this workshop, participants will undergo a rapid innovation challenge before exploring how these components can be amplified using social technologies through the lens of a best practice social business framework called BITIL.
Built from years of research and experience the BITIL Social Business Framework is the result of a University of Sydney research project which is now used by numerous organisations around the globe, to scale their innovation and enterprise social efforts.
Targeted at business leaders and visionaries, this session will provide both the theoretical background required to understand rapid innovation strategy, with the real-life experience required for participants to take action.
|Disrupting Business Intelligence Systems with Social Data||Laurie Lock Lee (SWOOP Analytics), Kai Riemer (The University of Sydney), Philipp Wegge (The University of Sydney)|
|The fundamental architecture of Business Intelligence (BI) systems has changed little since the 1970s. Their target audience are line and senior management. Contained within their data warehouses are a plethora of process and activity data associated with operations at the lower levels in the organisation. The model was designed for an age where compliance to standard processes could reliably predict performance.
As new ‘platform’ and ‘holocracy’ centred business models emerge, we need to re-think BI systems. We propose an architecture that turns the existing architectures on its head. Rather than line management, customer facing staff are the new targets. Rather than process and activity data being the focus, it is now interactions, relationships and outcomes.
We will seed the discussion with results from recent research conducted on an interactions and relationships data base containing interaction patterns from over 20 large organisations from around the world. We will show how poorly predictive activity data is on how an organisation collaborates. We are looking to engage participants in designing a new and disruptive approach to BI. Discussion points will include, though not limited to: