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© 2018 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.

PADMINI PANDYAPRINCIPAL DIGITAL STRATEGIST, APAC | DIGITAL STRATEGY GROUP | ADOBE


INCREDIBLE EXPERIENCES DON’T CREATE THEMSELVES

2


YOUREMPLOYEES

ARE YOURFIRST

CUSTOMERS

3


DIGITAL TRANSFORMATION

4


ORGANIZATIONAL TRANSFORMATION

5


EMPLOYEES WANT

AUTONOMY AND

CREATIVITY


BASIC MATRIX ORGS ARE NOT ACCURATE


Skeleton = Org Design

Veins & Arteries = Data

Heart = Culture

Brain = Leadership

Muscles = Infrastructure

ORGANIZATIONS ARE LIVING

ORGANISMS


MOVING TO THE NEW ORGANIZATIONAL MODEL

10

ORG STRUCTURE

TEAMS & PROJECTS

JOBS AND ROLES

MANAGERS

CAREERS

FLEXIBILITY & SPACE

REWARDS

CULTURE

HIERARCHICAL BUSINESS FUNCTIONS PROJECTS, SQUADS, TRIBES, SHARED SERVICES

TEAMS FORMED SLOWLY TEAMS RAPIDLY ASSEMBLED & STOPPED

JOB DESCRIPTIONS, LEVELS, TITLES ASSIGNMENTS, TASKS, EXPERT ROLES

MANAGERS “OWN” TEAMS & CAREERS MANAGE PROJECTS & “SPONSOR” PEOPLE

MANAGERS “OWN” TEAMS & CAREERS

ASSIGNED JOBS BY MANAGEMENT

REWARDED ON TENURE & EXPERIENCE

INCLUSION, SUSTAINABILITY, DIVERSITY

OPEN JOBS IN TRANSPARENT MARKETPLACE

PEOPLE SOUGHT ON SKILLS, MULT. PROJECTS

OUTCOMES, REPUTATION, SPONSORSHIP

CITIZENSHIP, COLLECTIVE THINKING, SHARED VALUES


ORG DESIGN VARIES BASED ON DIGITAL MATURITY

11

Develop digital capabilities across the company

Center of excellence (COE) Organic digital Centralized COE Governance COE

Create a seamless customer experience across channels and BUs

Cross-journey team Siloed journey ownershipCross-journey

intelligenceCross-journey

execution

Improve speed to market and reaction time to changing customer demands

Agile marketing team Siloed development Pilot agile digital marketing teamScaled agile digital

marketing organization

Structural elementsGoal Subtypes

Mat

urity

Low

Hig

h

High Medium LowFrequency:

© 2018 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 12

COE

Centralized COEOrganic digital Governance COE

BU (e.g. cards)

COE

BU marketing

BU (e.g. checking,)

BU digitalBU marketing BU digital

C-Level Exec

BU (e.g. cards)

BU marketing

BU (e.g. checking,)

BU marketing

C-Level Exec

BU (e.g. cards)

BU digital marketing

BU (e.g. checking,)

BU digital marketing

C-Level Exec

CENTERS OF EXCELLENCE HELP DEVELOP DIGITAL CAPABILITIES


Cross-journey intelligenceSiloed CX ownership Cross-journey execution

BU marketing

Customer journey

BU (e.g. checking,)

BU (e.g. cards,)

BU (e.g. loans,)

BU marketing

BU marketing

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Cross-journey intelligence

Dat

a

Insights

Customer journey

Cross-journey intelligence

Dat

a

Insights

Journey Manager

Journey Manager

Journey Manager

Customer journey

BU marketing

BU (e.g. checking,)

BU (e.g. cards,)

BU (e.g. loans,)

BU marketing

BU marketing

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

BU marketing

BU (e.g. checking,)

BU (e.g. cards,)

BU (e.g. loans,)

BU marketing

BU marketing

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

Chan

nel

CROSS JOURNEY TEAMS HELP DELIVER SEAMLESS JOURNEYS ACROSS CHANNELS


Pilot agile digital marketing teamSiloed digital marketing and development Scaled agile digital marketing organization

ITBU (e.g.

checking, cards)

Ent. Digital

BU digital

Development requests


BU marketing


Agile team

IT COE Tribe Ent. Digital

Agile team Agile teamAgile team


ITBU (e.g.

checking, cards)

Ent. Digital

BU digital


BU marketing

AGILE MARKETING TEAMS BEGIN AS A PILOT AND THEN SCALE ACROSS THE ORGANIZATION


Elevation Clarity Pride Connection

UNLEASH YOUR EMPLOYEES POTENTIALAND CREATE AMAZING CUSTOMER EXPERIENCES


"Put the oxygen mask on yourself first , and then place it on your child.

If you are traveling with more than one child, start with the one with the greatest earning

potential."


“When you give people the freedom to go and try a few things with a rubric that says, “As long as it helps the customer, it is worth doing ,” it opens people’s minds and it opens up a lot of possibilities.”

“…priority was around culture. Today, we are up against businesses that work out of a garage, take risks, operate in a nimble way, and have a different kind of energy and drive. Large incumbent companies that can’t create a similar kind of culture just won’t be able to compete. One of our rallying cries has been “how do you create a 22,000-person start-up?”

“The renewed confidence and self-belief among employees was astounding. This made them realise that they could do things differently and have a real impact . It made us realise that if you want to change the company, you have to give people opportunities to experiment and that by making this mandatory you can start to shift the culture.”


GOOD EMPLOYEE EXPEREINCES ARE GREAT FORBUSINESSES TOP & BOTTOM LINE


EMPLOYEE EXPERIENCE = CUSTOMER EXPERIENCE

“I TRULY BELIEVE THAT IF YOU TAKE CARE OF YOUR EMPLOYEES, THEY WILL TAKE CARE OF YOUR BUSINESS”

-RICHARD BRANSON

PADMINI PANDYAINCREDIBLE EXPERIENCES �DON’T CREATE THEMSELVESYOUR�EMPLOYEES�ARE �YOUR�FIRST�CUSTOMERSDIGITAL TRANSFORMATION ORGANIZATIONAL TRANSFORMATION Slide Number 6Slide Number 7Slide Number 8Slide Number 9MOVING TO THE NEW ORGANIZATIONAL MODELORG DESIGN VARIES BASED ON DIGITAL MATURITYSlide Number 12Slide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 17Slide Number 18Slide Number 19Slide Number 20Slide Number 21Slide Number 22

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