OrganizationsDigital Future

Companies changing to digital orientatiosn
1. New digital estrategies and managing
  1. 44% of companies are preparing for digital disrupcion to come
  2. Develop digital capabilities
    1. most transforms processes, technology, talent and bussines models
      1. Create an effective digital culture
      2. Senior_level talent committed to digitally maturing entrerprises
      3. Maturing digitally invest on their own talent
      4. Soft skillls wont help
      5. Digital congruence
Digital transformation has reached a new stage in which digital technologies aren’t limited to separate digital divisions
1. using digital technologies to create outstanding customer experiences.
2. CVS seeks leaders who can inspire and manage complex, crossfunctional efforts.
3. being digitally responsive is necessary for all bussines but in some cases they are stillnot being responsive
Digital tecnologies will disrupt
1. But 26% think they are a threat of any kind
2. Some see it as an opportunity others as a choice
3. Create more efficient organization, or a different forms of costumer engagement
  1. Same for physical locations and products as for services
4. pay attention to digital trends
  1. Talent flight risks increases on digital organizations
    1. Those who don't have adequate access to resources and opportunities to develop
    2. “Very few firms are able to forecast the talent they’re going to need and then take proactive steps to build, develop, and find that talent,”
    3. shifting much service and changing everything, from offering constant product innovation to enhancing customer experiences.
Digital strategies are unique to organizations and the industries in which they compete
1. IT and technology respondents expect a significant increase in focus on the Internet of Things and cognitive technologies
  1. digital strategies are supporting broad company goals
  2. Digitally maturing companies also take a longerterm view of strategy compared to early-stage companies
  3. certain technologies are likely to become ubiquitous, and companies need to be cognizant of them and their implications
  4. Organizations need to look at the market and its opportunities instead of taking an existing product or business model and trying to make it fit a new environment
Culture and Talent Are at the Helm
1. organizational cultures don’t vary as much as digital strategies
2. mind sets in organizations
  1. low appetite for risk
  2. a hierarchical leadership structure
  3. work performed in silos
  4. decisions based more on instinct than on data
3. Effective Digital Cultures
  1. it’s about improving efficiency, increasing margins, and eliminating risk
  2. strong emphasis on innovation
4. Digital Talent and Leaders
  1. emphasis on developing existing talent and recruiting new talent
    1. business leaders place a greater emphasis on change skills than on technology knowledge
  2. continuous learning and skill development through an online platform offering courses that cover its products and particular jobs and roles
Putting Digital Culture and Talent to Work
1. Adobe’s senior management realized the importance of culture, talent development, and employee engagement in making such fundamental changes to its structure and business model
  1. combining employee and customer experiences, we are able to create rich customer experiences through high levels of employee engagement
2. Building trust and empowering career advancement are also intentional elements of Salesforce’s culture
3. Being intentional about the culture
4. three principles
  1. Hire for it hire for values bein empathic
  2. everyone does support
  3. lead by example on the values
5. leading to the future
  1. organizational congruence as a primary ingredient for optimal corporate performance
  2. culture, people, structure, and tasks aligned with each other so that executives can effectively address the challenges
6. Embracing Risk
  1. posure to risk may be increasing because adequate experimentation and learning aren’t taking place
7. People — Deepening the Company’s Skills
  1. knowledge creation through practice in the workplace itself
8. Nimble and Agile
  1. Close collaboration is a prerequisite to scaling the business
    1. tailor the ideas to their issues and needs

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