ERUT CLU L A IGIT D - Cloudinaryres.cloudinary.com/.../digital-transformation-2018.pdf · for a...
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*Front runners performed consistently well across all seven dimensions and leadership has largely succeeded in aligning the wider organisation to the desired culture. Capgemini 2017 Digital technologies have the potential to revolutionise entire businesses, but without the right strategy, approach and leadership, transformation initiatives will fail. This infographic explores the elements of a strong digital culture and the common obstacles standing in the way of true transformation DIGITAL CULTURE Seven dimensions of digital culture Average share of firms from Germany, the UK and United States that have cybercover Customer centricity Innovation Data-driven decision- making Collaboration Open culture Digital-first mindset Agility and flexibility 20 40 60 80 100 Deloitte/MIT Sloan Management Review 2018 Ways digital leaders could improve Attributes leaders could have more of to help organisations navigate digital trends Direction: n: Dir re n ec n: Di ire n : ec providing vision and isio pr ov o di g v ro vis ing vis p o ng pr g v io din purpose for digital Innovation: on n: nn ov : no nn ov n: n no creating the e rea ati g t cre th ng the rea ea ng cr g th e tin conditions for people to or c o it p tio ns n fo on fo c co iti ns on s f r io experiment Execution: xe ec tio Ex o ut Exe ec tio E o cu empowering people p e em pe w rin mp ng er g e em erin m ng p we to think differently Collaboration: tio oll on la or Co n: rat bo ati Col : lla bo C n: ra ion ab getting people to le ge et e to op tt ple ple g ge t o et o op e t collaborate across boundaries Building talent: uil en : ld ng Bu nt: t ng Bui t: uild ng ent g t en din supporting continuous co s su on ng p c tin co su p ing up g c o rti self-development Inspirational leadership: sp ati n ion i le ad o nsp ea sp at tio pi le a on ns lea getting people to follow pe et op e pl g ge pe e eo le e op g t you Business judgment: ju us d si Bu ju ju Bus usi B s j ud in making decisions in m m e a d m de ma ec d an uncertain context Influence: nfl lu nc In c en Inf flu enc I c ue persuading and an p pe nd ng er g a din a p din e g n ad influencing stakeholders Dedicate time for innovation opportunities Create an incubation lab Partner with other organisations, such as academic institutions Separate funding innovation Hold innovation contests Hire a chief innovation officer or equivalent 0% 20% 40% 60% Harvey Nash/KPMG 2017 How digital leaders foster innovation Digital leaders are classed as those who regard themselves as highly effective in using digital technologies to advance their business strategy; share of chief information officers who do the following Developing new skills for a digital environment How companies at different stages of digital transformation develop new skills* People and culture are among the biggest challenges to digital implementation Biggest challenges impacting companies’ abilities to compete in a digital environment Experimen- tation and risk-taking Transparency, democratisation of information Ambiguity and constant change Multi-generational workforce issues Buying and implementing the right technology Transient, rapidly changing team structures Segmentation of customer bases Distributed decision- making Fluidity in or- ganisational structures Workforce augmentation Other /don’t know Deloitte/MIT Sloan Management Review 2018 Early On-the-job learning Workplace environment Ecosystems and network Courses and conferences Training Other None Developing Maturing 17% 6% 13% 20% 29% 13% 13% 16% 24% 8% 15% 25% 1% 1% 14% 27% 9% 14% 26% 1% 7% *Maturity of digital capabilities/processes were ranked on a scale of one to ten: early (one to three), developing (four to six) and maturing (seven to ten) Deloitte/ MIT Sloan Management Review 2018 20% 13% 12% 10% 9% 8% 8% 5% 4% 4% 7% Leaders Others Slow movers Followers Front runners
Transcript of ERUT CLU L A IGIT D - Cloudinaryres.cloudinary.com/.../digital-transformation-2018.pdf · for a...
*Front runners performed consistently well across all seven dimensions and leadership has largely succeeded in aligning the wider organisation to the desired culture. Capgemini 2017
Digital technologies have the potential to revolutionise entire businesses, but without the right strategy, approach and leadership, transformation initiatives will fail. This infographic explores the elements of a strong digital culture and the common obstacles standing in the way of true transformation
DIGITAL CULTURE
Seven dimensions of digital cultureAverage share of fi rms from Germany, the UK and United States that have cybercover
Customer centricity
Innovation
Data-driven decision-making
CollaborationOpen culture
Digital-fi rst mindset
Agility and fl exibility
20
40
60
80
100
Deloitte/MIT Sloan Management Review 2018
Ways digital leaders could improveAttributes leaders could have more of to help organisations navigate digital trends
Direction: Direction: Direction: Direction: Direction: Direction: Direction: Direction: Direction: Direction: Direction: Direction: providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and providing vision and purpose for digital
Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: Innovation: creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the creating the conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to conditions for people to experiment
Execution: Execution: Execution: Execution: Execution: Execution: Execution: Execution: Execution: Execution: Execution: Execution: Execution: empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people empowering people to think differently
Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: Collaboration: getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to getting people to collaborate across boundaries
Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: Building talent: supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous supporting continuous self-development
Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: Inspirational leadership: getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow getting people to follow you
Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: Business judgment: making decisions in making decisions in making decisions in making decisions in making decisions in making decisions in making decisions in making decisions in making decisions in making decisions in making decisions in an uncertain context
Influence: Influence: Influence: Influence: Influence: Influence: Influence: Influence: Influence: Influence: Influence: Influence: Influence: persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and persuading and influencing stakeholders
Dedicate time for innovation opportunities
Create an incubation lab
Partner with other organisations,
such as academic institutions
Separate funding innovation
Hold innovation contests
Hire a chief innovation offi cer or
equivalent
0%
20%
40%
60%
Harvey Nash/KPMG 2017
How digital leaders foster innovationDigital leaders are classed as those who regard themselves as highly effective in using digital technologies to advance their business strategy; share of chief information offi cers who do the following
Developing new skills for a digital environmentHow companies at different stages of digital transformation develop new skills*
People and culture are among the biggest challenges to digital implementationBiggest challenges impacting companies’ abilities to compete in a digital environment
Experimen-tation and risk-taking
Transparency, democratisation of information
Ambiguity and constant change
Multi-generational workforce issues
Buying and implementing the right technology
Transient, rapidly changing team structures
Segmentation of customer bases
Distributed decision-making
Fluidity in or-ganisational structures
Workforce augmentation
Other/don’t know
Deloitte/MIT Sloan Management Review 2018
Early
On-the-job learning
Workplace environment
Ecosystems and network
Courses and conferences
Training
Other
None
Developing Maturing
17%
6%
13%
20%
29%
13% 13% 16%
24%
8%
15%
25%
1%1%
14%
27%
9%
14%
26%
1%
7%
*Maturity of digital capabilities/processes were ranked on a scale of one to ten: early (one to three), developing (four to six) and maturing (seven to ten) Deloitte/MIT Sloan Management Review 2018
20%
13%
12%
10%
9%
8%
8%
5%
4%
4%
7%
Leaders Others
Slow movers
Followers
Front runners
