OrganizationsDigital Future

OrganizationsDigital Future

1. Companies changing to digital orientatiosn

   • New digital estrategies and managing
     • 44% of companies are preparing for digital disrupcion to come
     • Develop digital capabilities
       • most transforms processes, technology, talent and bussines models
         • Create an effective digital culture
         • Senior_level talent committed to digitally maturing entrerprises
         • Maturing digitally invest on their own talent
         • Soft skillls wont help
         • Digital congruence

2. Digital transformation has reached a new stage in which digital technologies aren’t limited to separate digital divisions

   • using digital technologies to create outstanding customer experiences.
   • CVS seeks leaders who can inspire and manage complex, crossfunctional efforts.
   • being digitally responsive is necessary for all bussines but in some cases they are stillnot being responsive

3. Digital tecnologies will disrupt

   • But 26% think they are a threat of any kind
   • Some see it as an opportunity others as a choice
   • Create more efficient organization, or a different forms of costumer engagement
     • Same for physical locations and products as for services
   • pay attention to digital trends
     • Talent flight risks increases on digital organizations
       • Those who don't have adequate access to resources and opportunities to develop
       • “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,”
       • shifting much service and changing everything, from offering constant product innovation to enhancing customer experiences.

4. Digital strategies are unique to organizations and the industries in which they compete

   • IT and technology respondents expect a significant increase in focus on the Internet of Things and cognitive technologies
     • digital strategies are supporting broad company goals
     • Digitally maturing companies also take a longerterm view of strategy compared to early-stage companies
     • certain technologies are likely to become ubiquitous, and companies need to be cognizant of them and their implications
     • 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

5. Culture and Talent Are at the Helm

   • organizational cultures don’t vary as much as digital strategies
   • mind sets in organizations
     • low appetite for risk
     • a hierarchical leadership structure
     • work performed in silos
     • decisions based more on instinct than on data
   • Effective Digital Cultures
     • it’s about improving efficiency, increasing margins, and eliminating risk
     • strong emphasis on innovation
   • Digital Talent and Leaders
     • emphasis on developing existing talent and recruiting new talent
       • business leaders place a greater emphasis on change skills than on technology knowledge
     • continuous learning and skill development through an online platform offering courses that cover its products and particular jobs and roles

6. Putting Digital Culture and Talent to Work

   • 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
     • combining employee and customer experiences, we are able to create rich customer experiences through high levels of employee engagement
   • Building trust and empowering career advancement are also intentional elements of Salesforce’s culture
   • Being intentional about the culture
   • three principles
     • Hire for it hire for values bein empathic
     • everyone does support
     • lead by example on the values
   • leading to the future
     • organizational congruence as a primary ingredient for optimal corporate performance
     • culture, people, structure, and tasks aligned with each other so that executives can effectively address the challenges
   • Embracing Risk
     • posure to risk may be increasing because adequate experimentation and learning aren’t taking place
   • People — Deepening the Company’s Skills
     • knowledge creation through practice in the workplace itself
   • Nimble and Agile
     • Close collaboration is a prerequisite to scaling the business
       • tailor the ideas to their issues and needs