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Cultural issues main obstacle to digital transformation: Capgemini

Jennifer O'Brien | June 21, 2017
Employees don’t see their company’s culture as ‘digital’.

Other key report findings show there’s a profound disconnect between leadership and employees on all the dimensions of digital culture - with innovation still not a reality for many organisations. 

“Only seven per cent of companies surveyed feel that their organisation can test new ideas and deploy them quickly,” the report found.

“This figure echoes employees’ sentiment about culture of innovation, with only 37 per cent of respondents stating that their organisations have a culture of innovation, experimentation and risk-taking against 75 per cent of senior executives. Organisations need to actively reward risk-taking and create an environment where employees can experiment.”

Additionally, there is strong disagreement on collaboration practices. The findings reveal a divide between senior-level executives and employees on collaboration practices. 85 per cent of top executives believe that their organisations promote collaboration internally, while only 41 per cent of employees agreed with this premise.

The research also found considerable differences between what leadership and employees perceive as a clear digital vision. Sixty two per cent of respondents in leadership positions affirmed they have a well-defined strategy to achieve their digital goals, while only 37 per cent of employees agreed with this statement.  

In conclusion, the report highlights that companies are failing to engage employees in the culture change journey.

“Getting employees involved is critical for shaping an effective digital culture and accelerating the cultural transformation of the organisation. Leadership and the middle management are critical to translating the broader digital vision into tangible business outcomes and rewarding positive digital behaviours,” it said.

The report recommended deploying digital change agents and empower employees to drive a digital culture; designing new digital KPIs that focus on behaviours; making digital culture change tangible; and investing in the digital skills that matter.

It also recommended that organisations communicating a digital vision and have visible leadership involvement; using digital collaboration tools to increase transparency and to reach out to employees; as well as taking a systems thinking approach to culture change.


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