Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. How to understand the mentalities behind the change as the first step, in order to fine tune the process of Change Management, and overcome the obstacles to managing a digital transformation smoothly?
Five Types of “DNA” to Enforce Digital Organizational Maturity
- How to Build a Customer-Centric Culture: Digital is the age of customers. Building customer-centricity consistently in a way that delivers the right experiences to the right customers at the right times is, in most companies, enormously complicated. Changing the culture and breaking down silos is one of the biggest challenges. How to build a customer-centric culture and improve organizational maturity?
- How to Shape an Agile Culture: Every forward-looking organization is transforming from doing Agile to being Agile while the fundamental to such shift is the culture thing. Every experienced professional will be agile enough to say that few things are vital for creating an agile organization, such as seamless communication, focus on innovation, harnessing collaboration and employee empowerment. But to digital deeper, what's fundamental for such shift, it’s about shaping the collective mindset, attitude, and behavior to adapt to the increasing change environment and take action more proactively.
- A Culture of Continuous Improvement? All organizations have a culture. That culture is a display of collective behavior. It is influenced and shaped by the interaction between employees, management, and their environment. The result is a set of norms and values that determine how people will behave and relate to one another in a particular setting. Culture is a mindset, attitude, and competency of an organization. Changing the organizational culture, however, is not so easily done because traditions are closely held as norms, values, and beliefs. In addition, the nature of organizational structure—the hierarchy—can slow the process of review and adaptation. We all know the old saying: Culture eats strategy for lunch. Hence, how to shape a continuous-improvement culture, who are the change agent, and what are the best scenario with logic steps in managing such culture transition?
- The culture of Execution: We all heard the saying ‘culture eats strategy for lunch’, so what is the better culture for execution: setting reasonable objectives that can be achieved or setting ambitious, stretch objectives that even if not fully accomplished? How about personal commitment or team performance, and how to shape a culture of execution?
- A Cohesive Culture Culture is the collective mindset, attitude, and behavior. Culture is part passion, part commitment, and part faith. It's the passion and excitement about what we're doing and how we're doing it. It's the synergy of the team, the managers and business leaders. Therefore, a cohesive culture creates team synergy, catalyze digital transformation and improve overall organizational maturity.
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