Digital Trasnformation and Organizational Transformation - Public

© 2016 IBM Corporation

Digital TransformationImpact on HR and Internal Communication

Giandomenico Orlando Enterprise 2.0 & Social Business Consultant – IBM Italia

© 2016 IBM Corporation2

Taking advantage of the explosive growth of data and data source, available at rapidly decreasing cost and time distance from events to:

• Detect trends, opportunities and threats well in advance their actual emergence and their competitors, thanks to sophisticated statistical analysis

• Break traditional market barriers, create new markets or disrupt traditional markets

• Increasingly automate and flex traditional operations, with no or minimum human intervention, but getting data from the field (IoT)

• Make rid of control systems managed by people (is middle management still useful ?)

• Offer a personalized experience, and journeys, to customers, to maximize the extraction of value

Digital transformation is simply the impact the emerging technologies show on the way business is organized and managed


Any technology that facilitates social interactions and is enabled by a communications capability, such as the Internet or a mobile device. Examples are social software (e.g., wikis, blogs, social networks) and communication capabilities (e.g., Web conferencing) that are targeted at and enable social interactions.

Strangely enough, Social is less mature as a business tool. The main concerns survey respondents have about social technology include: • The time spent by employees using it (cited by 45 percent) • Employees information overload (cited by 40 percent).

Source: Harvard Business Review

Social media – Definition


Most effective transformation initiatives draw upon four key actions to change mind-sets and behaviors

Companies that design their initiatives to support desired shifts in mind-sets and behaviors see the most successful transformations

The most effective initiatives involve four key actions:

• fostering understanding and conviction

• role modeling

• developing talent and skills

• reinforcing changes through formal mechanisms


The results also suggest that simply repeating the same old initiatives will not get organizations the change they seek.

31% 64% Success when companies try completely new initiatives

Success when companies put in place initiatives similar to past ones

A transformation’s focus on weaknesses yields a less effective outcome than a focus on strengths—but efforts are more successful when they address both.

Fresh initiatives and stress on positive messages and strength drive higher success rates


Are Digital Transformation and Organizational Transformational alternative or complementary ?It might be both ….

“Being digital is about devolving decision making to smaller teams, and developing much more iterative and rapid ways of doing things. A digital mind-set institutionalizes cross-functional collaboration, flattens hierarchies, and builds environments to encourage the generation of new ideas.” - McKinsey


Enterprises are increasingly becoming just a network of relationship

• Companies’ boundaries are fading away, and Vendors and Customers are perceived more and more as parts of the organization itself

• Leadership by top managers is essential in that new context, being a very effective way to orient people to a common set of goals and values

• Coordination of the individuals is essentially depending on management by objectives, and not by some kind of visual control, or by command

• Middle managers will be asked to reinvent themselves, command and control is not enough anymore


As companies are transforming themselves in communities of individuals and relationship networks, conversation is the place where the organization exists

In that perspective, social tools are essential for a number of reasons: • They provide a virtual place where companies’ networks of relationships comes to life • They help transform conversations from chatting to a permanent business resource, which

can be traced, analyzed to extract knowledge and feedback, searched through • They offer the opportunity to use conversation to support key business process, such as

innovation and R&D, employees engagement, customer service and many others


The need for getting direct feedback from employees is a strong reason to activate social conversation environments within the Enterprise

Fonte: McKinsey, 2015


Definition • Census Surveys – Organization-wide surveys conducted once every year or two • Pulse Surveys – Shorter, more frequent surveys with specific content to a sub-set of employees • Mini-Polls – More timely survey (e.g., weekly) with a single item • Social Analytics – Analysis of content on a social network inside the workplace

Level of employees engagement respond positively to the diversification of channels use to listen to them

Source: IBM Smarter Workforce Institute, 2015


Mini-pluse surveys are a kind of instant polls: participants are also provided immediately with a look into the results and can post comments in a dedicated Forum space

• This is an IBM example of a mini-pulse survey launched by the IT department

Digital Trasnformation and Organizational Transformation - Public

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