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Creating a Culture of Change

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I cannot say whether things will get better if we change; what I can say is they must change if they are to get better.
– Georg Christoph Lichtenberg

To discuss ”how” technology has changed the world is to get into a conversation that has no end. The societal impact of ‘the machine’, and more recently digital, is simply too huge to quantify. And why should we? Our technological journey is still ongoing; barely a day goes by when I’m not amazed by another digital breakthrough – from Artificial Intelligence (AI) to connecting the world through the Internet of Things (IoT). I firmly believe we have only scratched the surface of where digital can take us.

The rise of digital in society, driven by developments such as mobile payments, wearable technology and online retail and banking, is a lifestyle choice. This is no longer just about development in the tech sector. In day-to-day life, digital is a cultural phenomenon.

But it wasn’t always this way. For a long time, many parts of society were slow to embrace technology and particularly the online world. From Bill Gates’ famous quote: “The Internet? We are not interested in it” to the fear that swept retail as e- and then m-commerce began to compete with the high street.

Now, of course, it’s hard to remember this period in technology’s history. For retail in particular, digital commerce has become a core pillar of the industry. High-street stores such as Home Retail Group[1] now provide updates on their digital footprint as part of their earnings reports. A cultural shift has occurred in the mind of the consumer and within the businesses of many leading brands, in retail and financial services especially.

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This same evolution needs to occur across any organization planning digital transformation. The success of digital projects do not hinge on a certain technology, or on a certain person. No aspect of digital within a business can succeed with the determination or expertise of one – it must be drive by many. Ideally, it should be driven by all.

Success – simple

So how do you make digital part of the fabric of an organisation? To put it plainly – organisations must get the buy-in of everyone involved and have in place the basic steps needed for success.

As I’ve discussed in my previous blogs, collaboration and cross-department communication will be vital. Decision-making when it comes to digital transformation must include the board but it should run through the veins of every team or department involved in each project.

Regular meetings are a must. This is the only way to keep on top of all the interweaving digitalisation projects being run. It will also enable the decision makers in that room to spot potential issues or challenges and address them before they become real problems.

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From here, you develop, manage and maintain a clear digital transformation strategy. I know that sounds rather simple. But that’s actually a major factor – your strategy should be simple and should have front-of-mind the overall business goal of this digitalisation. Bearing in mind the amount of people who will be involved in various digital projects – simplicity is key.

The ability to adapt and move forward is also vital. As I discussed in my “Fail fast, but please fail forward” blog post, no business will undergo digital transformation without making mistakes. Even if an organisation has the best possible strategy in place, they will face challenges and hurdles to overcome. The important thing is how they respond to that.

This can only happen if organizations move away from a blame culture. This is an important shift and it’s a very necessary one if an organisation is going to really make the most of digital. If every team is impacted by, and set to benefit from, digital then one person will not be to blame for any issues. Teamwork and agility will reap huge rewards. We must make businesses more proactive and responsive to customers and enable them to be faster and more agile in innovation.

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Not everyone in business will be instantly bought-in to digital transformation. But we must always keep in mind the bottom-line business impact digital can have and then strive to make that a reality. In summary – digital success should be a PACT.

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To read more about Fujitsu’s approach to digital transformation please visit our microsite.

[1] http://www.thisismoney.co.uk/money/markets/article-3485391/Argos-shoppers-taking-advantage-improved-home-delivery-boost-sales.html

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Show 3 Comments

3 Comments

  • […] An aging workforce being replaced by a new generation, mounting pressure for workers to be ‘on call’ 24/7, the dispersion of teams across the globe and increasingly competitive markets in a time of austerity – these are all powerful motives for change. […]

  • avatar image
    Vishal Goyal
    June 17, 2016

    Very nice article. Thanks for sharing. Important point was do away with blame culture. When adopting anything new, things may or may not work. What becomes important is work together and accept success and failure in same way.

  • […] one way to change a company’s culture to support this new digital workplace is through the […]

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