Do You Have a “Digital Ready” Culture?
Digital transformation has become very popular lately, with the common view that digital transformation is all about the technology. While for the most part this is true, this perception of digital transformation leaves out a crucial factor – people. When this factor is seen at a macro level, it translates to culture.
Company culture can be a significant roadblock to digital transformation. For many organizations, culture can prove to be their greatest hurdle – one can have the most amazing technological advances available, but if a “digital ready culture” isn’t present, this transformation will be hindered. Does this sound familiar?
One of the big issues organizations face is that this idea of having a “digital ready” culture seems to sneak up on them, especially if things aren’t working as anticipated. Here are some of the typical cultural hurdles –
Leaders in the organization tend to think they’re doing a great job of creating a digital culture, but often their employees don’t agree with this view.
Agility with innovation is a big issue; it often seems that the bigger the organization, the slower they are to be able to make any kind of innovative changes.
Organizations also often end up being siloed; a lack of optimal collaboration impedes progress for any changes and often leaves people out of the loop.
Sometimes there’s an issue with vision – the leader thinks they’re articulating something well, but in reality, it’s unclear to their team members.
Do you have true role models in your organization who exemplify a “digital culture?” What about your organization’s performance indicators — are they in alignment with a clear vision for digital transformation? We have seen a big disconnect between digital goals and what team members are actually being measured on, which again, sends a confusing message.
There does seem to be a worrying trend of leadership lacking self-awareness when it comes to key issues of digital transformation. It’s difficult to make improvements if leadership is already convinced that their organization is a beacon of innovation. This must be unlearned.
