Over the past decade, we have seen the remarkable integration of disruptive technologies and changing customer expectations — both at a rapid pace — and their impact on the way companies organize and manage individuals and groups, as well as investing in employee education.
Today’s customer-focused market requires the organization to have a digital culture built on testing and evaluation; where individuals and groups anticipate customer change, move quickly, and stay one step ahead of the competition.
So, how do companies today prepare their organizations for digital transformation, and how can they create an internal culture that is conducive to the future?
Organizational Structure and Collaboration
For more consolidated companies, digital transformation means not only the integration of new technologies but a major shift in organizational structures and decision-making processes.
Pamela Hinds, Professor of Management Science and Engineering at Stanford University, found that companies that develop a digital culture and are open to innovation and change are those that are customer-focused, fast, and fast, promoting seamless collaboration, and aspiring. accidents.
Hinds compares the corporate structures of traditional companies with startups, and their individual power to innovate. He found that initially, organizational rules were not clearly defined, and people could step in and take action if they saw the need for change.
What this means is that leaders must reorganize organizations to support and promote a new way of thinking and doing — creating a foundation built to respond more quickly to a digital-focused market environment.
As the pace of change grows, for digital transformation to take place, companies need to incorporate fluid interactions between operational and organizational boundaries, integrate a variety of technologies, and promote global teams. Solutions and patience must come first in the formation of stages.
Continuing Cultural Studies
In a study by McKinsey (2017), executives consider ‘investing in retraining and developing existing employees as the most important factor in an emergency business.’ (1) For these managers, they understand that appropriate skills are fundamental to helping their company succeed.
When AT&T CEO Randall Stephenson realized back in 2012 that the company's employees did not have the necessary skills for emerging technologies, he launched an in-house, continuous learning program called Vision 2020. (2)
Incentives, Rewards, and Growth
How employees are motivated and rewarded is important as it directly influences the concept of assessment and evaluation; this is particularly important in the digital disruption where a sense of urgency is needed for organizations to anticipate potential industrial changes and embrace them.
To do this, companies must create a safe environment in which employees can learn, try new strategies, accept failure and learn from it.
Robert Sutton, Professor of Management Science and Engineering at Stanford University, promotes what he calls “post-event updates” and how they can be useful for learning, whether they focus on success or failure. What matters is deep thinking and learning from both. That knowledge from success and failure is essential to the learning process.
Leaders of digital revolution create a desire to risk while accepting and learning from failure. Instrumental provides a safe environment for employees to learn, develop skills, experiment, and evaluate. In this way, employees can come together, armed to work together in teams and use their collaborative knowledge to make the impossible happen.
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