Digital channels and tools have transformed the way we do business, communicate, collaborate and share. Digital impacts every business function: structures, processes, communications, cultures, security, reputation. The concept of “business a usual” is a thing of the past. The world is in a constant state of flux and the speed of change is unlikely to slow anytime soon.
Digital channels and tools have transformed the way we do business, communicate, collaborate and share.
Digital impacts every business function: structures, processes, communications, cultures, security, reputation.
The concept of “business as usual” is a thing of the past. The world is in a constant state of flux and the speed of change is unlikely to slow anytime soon.
In the digital age, talent, clients, employees, partners and customers have different expectations. They expect transparency, trust, information, choice.
They expect to have a voice and they expect to be heard.
People no longer hear what companies say, they see what they do, and they share what they see.
Corporations can either ride the wave of change, or run the risk of being drowned by it.
They make the erroneous assumption that just installing technology can magically drive change.
72% of transformation programs fail to deliver, resulting in an estimated loss of up to $3 Trillion globally every year.
That’s 4.7% of global GDP.
Here’s the thing. Technologies are not a solution in themselves. They are merely tools that can enable change. The opportunities are enormous.
Well designed content frameworks can release tremendous value from connections, relationships and conversations. They can enable programmes that break down the walls between silos.
They can catalyse, crowd-source and harness fresh ideas.They can enable collaboration across geographical boundaries in unprecedented ways. They can empower and engage employees, promote happier (and therefore more productive) working environments and motivate brand advocacy from internal and external stakeholders.
So why do technologically driven transformation processes fail?
Partially because corporations install new technology, but forget the people.
Change is forced on people, rather than designed with them ... and the challenge is that companies are intricate organisms, riddled with complex inter-dependancies, resting on the fabric of change resistant and often deeply irrational people.
Companies desperately need help to get the best ROI from their technology investments.
Successfully exploiting these new opportunities depends on culture change.
The human brain is hard wired to resist change.
The most successful transformation processes are based on a deep understanding of behavioural psychology, social motivations and digital cultures.
The most successful transformation projects are people shaped.
13 May 2015Katz Kiely
07 December 2018Inecke Snyder-Lourens
28 November 2018Matt Berry & Sam Miller
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