Sunday, December 20, 2015

Digital Master Tuning #119: Three Digital Credos in Running a High-Effective Digital Organization

Digital credos are the philosophy behind the methodologies and the mindset behind behaviors.

Organizations large and small are in the journey of digital transformation. Digitalization implies the full-scale changes in the way business is conducted, so adopting a new digital technology only is not sufficient. You have to transform the company’s underlying functions, build robust business capabilities, also establish the clear digital credos to cultivate a digital culture, in order to run a high-effective and high-mature digital master.




Customer-Centricity: One of the key characteristics of digital organizations is customer-centricity. When companies take the outside-in customer lenses and adopt customer-centric strategies, customers become the primary driver of “why” and “what” work should be done, “how” to do it better, and “who” should do it. And customer-centricity becomes the nature of the priorities in the organization. So the consideration of digital design would include, how would you ensure that all organizational structures, processes, and strategy alignment around an excellent customer experience to result in a profitable and purposeful organization. And being customer-centric is not just a few best practices or a high-level user interface, it has to permeate and integrate all key business components to orchestrate a high-mature digital business that has a set of key business capabilities to delight customers.


Employee-Engagements: Statistically, more than two-thirds of employees do not feel engaged at work. Disengagement can have as much to the company and roles they work for. There are both internal (such as satisfaction and a sense of contribution) and external factors (such as authority or responsibility) in affecting employees’ engagement. So from talent management perspectives, managers should help employees find the way to link their activities to digital strategy, by doing that, every staff should be able to see what they can make a difference to the company, and hopefully to the customers as well, such “visual connection” can help individuals to find the meaning of work, and also discover their own purpose to work via autonomy. And employees are more willing to take up challenging works outside their comfort zone and keep in the knowing about how their actions impact on the “big picture,” customers, and translate to the business objectives. The latest digital technologies also open the new possibilities to unleash both employees’ potential, as well as the organization’s full growth potential, There are many tools to facilitate social collaboration and cross-functional communication, and employees would like to have their voice heard, their work appreciated, and their value recognized.


Business Agility: Organizational agility is the ability to sense, respond, and take action for the accelerated changes and continuous digital disruptions. It is the capability to solve business problems more effectively and collaboratively. It means to become a truly holistic organization, stop talking about IT and business as separate entities, it is a holistic organization with one set of goals and objective. Agility is also a strategic balance of creativity and standardization; principles and flexibility; targets at the organizational pressure points where they are not only needed today but will most likely be needed tomorrow, to thrive amid increasing speed of change and overall digital transformation.


The digital credos are the top principles to run digital organizations today, they are not the static rules or rigid processes to stifle innovation. Instead, they are the philosophy behind the methodologies, and they are the mindsets behind behaviors and actions. Going digital not just about the products you make or the website you design. It’s a core shift in how the business operates. It’s the set of “beliefs” to run today’s fast, always on, highly connected and ultra-competitive organization cross-sectors and cross geographic boundaries.


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