The design of effective public digital organisations 💪

The design of effective public digital organisations 💪

Society needs effective public organizations, and in today's digital age, being digitally effective is a crucial aspect of achieving that effectiveness. Just like strong tech-product companies, public organizations must prioritize consistent product innovation to create new value for their customers and for their business. This goes beyond simply tweaking and optimizing existing products; it means developing each product to reach its full potential.

One key factor in building successful digital products is the presence of long-lived multi-disciplinary teams that have the power to shape their own work. These empowered product teams play a vital role in translating organizational strategy into actionable plans that can be efficiently executed. It is important for the executive team to be consciously designed to support these empowered product teams, as this increases the likelihood of success compared to organizations designed around other goals.

Empowered product teams take on the vertical responsibility of delivering value for customers, while functions within the organization take on the horizontal responsibility of building organizational capability. This division of responsibilities ensures that both customer needs and organizational goals are met effectively.

A prime example of the impact of reorganizing a company to support innovation is Apple under the leadership of Steve Jobs. Jobs believed that conventional management had stifled innovation, so in his first year returning as CEO, he made significant changes. He laid off the general managers of all business units, put the entire company under one profit and loss statement, and combined the functional departments into one organization. This reorganization allowed for a more cohesive and focused approach to product development, resulting in groundbreaking innovations like the iPhone.

In the realm of the creator economy, there are also different levels of creators that require tailored support and solutions. Grouping all creators together without considering their specific needs can lead to missed opportunities. It is essential for tool builders in the creator economy to understand these levels and provide the necessary resources to help creators level up.

At level 1, we have hobbyists who create content for fun or on the side. These individuals often lack the time, money, and resources to invest in their business or improve the quality of their content. They struggle with reaching a certain level of production value and quality.

Level 2 consists of full-time creators who can support themselves with their creative work. However, they often lack experience in running a business, which takes away from their creative endeavors. Additionally, they struggle with marketing their work due to limited time and resources.

Level 3 includes stars who have achieved fame and can form partnerships with external brands. However, maintaining fame and relevance becomes their biggest challenge. Leveraging their brand for business and financial success becomes the key pain point at this level.

Finally, at level 4, we have moguls who build businesses that outlive themselves. These creators focus on long-term success and often face the dilemma of choosing between wealth and power. They aim to build businesses that have staying power and can continue to thrive even after they step away.

To support creators at different levels, there is a need for specialized solutions that go beyond standard creator tools. Currently, the transition from full-time creator to star or mogul often requires bespoke and expensive solutions. However, there is a vast business opportunity in addressing the unique pain points and needs of creators at each level.

Companies like Indify are already recognizing this trend and offering tailored solutions to creators. Indify helps artists receive funding from investors and connects them with experienced business partners. This two-sided marketplace allows for collaborations and mutually beneficial partnerships between creators. By addressing specific business needs such as marketing, copyright expertise, investing, operations, community-building, and product launches, these companies can unlock new levels of creativity for creators.

In conclusion, both public organizations and the creator economy can benefit from designing effective structures and providing tailored support. For public organizations, being digitally effective is essential for achieving overall effectiveness. Empowered product teams and a conscious executive team can drive innovation and value creation. In the creator economy, recognizing the different levels of creators and addressing their unique pain points can unlock new opportunities and creative potential. By building specialized tools and solutions, businesses can support creators along their journey and help them achieve sustainable success.

Actionable advice:

• 1. For public organizations, prioritize digital effectiveness by investing in long-lived multi-disciplinary teams and empowering them to shape their own work.

• 2. In the creator economy, understand the different levels of creators and develop tailored solutions to address their specific pain points and needs.

• 3. For businesses in the creator economy, focus on building tools and resources that go beyond standard creator tools to support creators in building sustainable businesses.