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Culture: The Greatest Barrier to Digital Transformation


Digital transformation may be a buzzword but unlike it's popular belief, it is not just about technological advancement. There are many things that contribute to digital transformation where culture plays an important role. Explore more on how culture can make a difference. – PowerPoint PPT presentation

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Date added: 31 October 2018
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Provided by: ashrimali
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Title: Culture: The Greatest Barrier to Digital Transformation

Culture The Greatest Barrier to Digital
What if THAT CHANGE youre avoiding is the one
that gives you WINGS Synchronizing with the
Era of Digital Transformation, businesses are
fast embarking on a transformative initiative.
The rise of emergent technologies like machine
learning, AI, chatbots, IoT, big data and the
blockchain technology are fundamentally altering
every facet of corporate and social landscape
transforming the established business practices
and operations. However, on a broader
connotation, it extends much beyond technological
evolution, it encompasses strategy, people, and
business processes. Thus, when Technology is seen
as the tool, WE(Humans) are the
engines. Digital businesses like Netflix, Uber,
Airbnb which didnt even exist until 2008 are now
considered as multibillion dollar businesses
created by digital disruption. Netflix expanded
itself across the globe, in less than a decade -
roughly ten times faster than Disney or
Time-Warner did! Enterprises nailing it arent
the ones waiting to see how trends play out but
the ones who foresee what is coming next and
aggressively taking steps towards it. According
to a research by Capgemini, the greatest
barriers that the enterprises are facing in
accelerating the digital transformation doesnt
revolve around the technology itself, but the
cultural change required to extract value from
  • Do you wish to drive change or be driven by it?
    How do you create a culture that serves to
    promote the digital transformation?
  • Collaboration not Competition
  • The key is to make the most of the man and
    machine collaboration. More importantly, this
  • have positive and tangible impact on
    organizations employees- from freeing up their
    time for higher value or to increase
    productivity by making the work more enjoyable.
    Thus, this concept of people and technology
    working symbiotically, and not competitively is
    at the very heart of digital transformation.
  • For instance, an elevator giant deployed
    Microsofts HoloLens to assist the elevator
    engineers/technicians at work. The technicians
    can always connect to their experts who can show
    them what to do if they are connected via
    HoloLens which makes their jobs easier.
  • Embracing fear in an organization
  • Holding on to the notorious L word Legacy is
    holding organizations back from flourishing. The
  • millennials have a very distinct mindset in
    comparison to digital latecomers in their
    attitude towards respect for hierarchical
    organization structures, their comfort with
    technologies, attitude towards privacy and
    adherence to regulations. Organizations need to
    redefine their core people ideologies to live up
    to the expectations of the smart phone
    generation. The desired employee attributes
    today are shifting to innovation, adaptability
    and learnability former one being skills,
    experience and execution abilities. However, the
    greatest barrier to the legacy system is time
    and efforts required to make changes in the
    long-established companies with several
    generations of IT systems with restricted
    enterprise-wide integration.
  • It is very important to shift the ethos to a
    shared struggle where mistakes are unavoidable,
    and your team mates and organization have your
    back. By creating a surrounding where the
    employees can freely voice their concerns,
    feedbacks and collaborate with technology, we can
    likely create a culture where fear is
    recognized, sensitively tackled and ultimately
  • Embracing fear promotes open culture,
    facilitating employee partnerships and here
    technology can be viewed to enhance and advance
    human motives.
  • Demonstrating value of the strategy/ethics/structu
    re/ in an organization
  • Innovation isnt something that is made and
    handed over to different people. It is something
  • evolves in a process of discussion and
    experimentation. Although, the vision and
    strategy may be built-in the board room but
    conclusively, it must be driven from ground to
    the top for it to

  • succeed for longer term. Precisely, that means
    providing employees with required time and
    resources to test, develop and report new ways of
    working on real scenarios.
  • Generating a deeper sense of involvement in the
    transformation journey amongst the employees is
    highly essential to make them feel more involved
    and valued in an organization, they are more
    likely to adopt the mindset of why wouldnt we?
    than why should we? which would push them
    confidently to try something new which will in
    turn improve their tasks and performance.
  • Living Agile
  • In digital age, agile and adaptive technology
    infrastructure and systems are critical enablers.
    To invade this digital shift, organizations must
    consider swapping the conventional command and
    control structures in favor of agile approach
    that will distribute decision-making.
    Organizations, today, needs to thoroughly
    evaluate their portfolio of IT infrastructure and
    systems to develop the right architectural
    blueprint for a digital enterprise.
  • Back in 2014, the UK based train operating giant
    made cumulative losses of 6 million. By
    engaging and communicating better with its
    workforce deploying and using tools like
    Microsoft Office 365, creating a SharePoint
    repository, they have become more agile in their
    thinking and have transformed to a thriving
    company from being a loss-making one.
  • Respecting your Ecosystem
  • Regardless of the size of the organization, it is
    crucial to understand the political, ethical,
  • regulatory and stakeholder ecosystems in which
    new technologies will operate because that will
    help us evaluate how and where to implement them.
    It is not possible to create an agile digital
    culture in silos rather it should be sought
    holistically, covering all the components-internal
    and external.
  • Conclusion
  • Just as the caterpillar sheds its cocoon to
    spring as a butterfly, organizations need to shed
  • burden of the legacy processes, people,
    strategies along with the technologies to emerge
    as a digital enterprise. The digital
    transformation is neither an instant procedure
    nor is painless one, but is very crucial for the
    long-term sustainability and survival of the
  • Allow us to assist you in your digital
    transformation journey ahead, get in touch with
    us at