Digital Culture
Shortcomings in organisational
culture are one of the main barriers to company success in the digital age.… In
our experience, executives who wait for organisational cultures to change organically
will move too slowly as digital penetration grows, blurs the boundaries between
sectors, and boosts competitive intensity.
Executives
must be proactive in shaping and measuring culture, approaching it with the
same rigour and discipline with which they tackle operational transformations.
This includes changing structural and tactical elements in an organisation that
run counter to the culture change they are trying to achieve. Building a
culture where people feel comfortable trying things that might fail starts with
senior leaders’ attitudes and role modelling.
They must break the status quo of hierarchical decision making, overcome a
focus on optimising rather than innovating, and celebrate learning from
failure. Although companies have long declared their intention to get close to
their customers, the digital age is forcing them to actually do it, as well as
providing them with better means to do so.
So, a
customer-centric organisational culture, in other words, is more than merely a
good thing — it’s becoming a matter of survival. The good news is that getting
closer to your customers can help reduce the risk of experimentation (as
customers help co-create products through open innovation) and support
fast-paced change.
From “Culture for a Digital Age”
Source | Economic Times | 17th October 2018
Regards
Mr. Pralhad Jadhav
Master of Library & Information Science (NET Qualified)
Research Scholar (IGNOU)
Senior Manager @ Knowledge Repository
Khaitan & Co
Twitter Handle | @Pralhad161978
Mobile @ 9665911593
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