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Do Aussies have the cultural edge in digital transformation?

Chris Player | June 9, 2017
A new study finds that culture is the number one obstacle to digital transformation globally. So how do we stack up?

"It is increasing, [customers] are becoming more aware that they need to do something, particularly in the cyber security space," he said.

The Missing Link recently launched managed service offerings based on the Australian Signals Directorate (ASD) Top 4 and Essential 8 cyber threat mitigation strategies. Gambotto said the interest in this service - from both business and government - demonstrates a distinct cultural shift toward cyber savviness.

"We have seen a huge increase in acceptance within organisations of the need for cyber security assistance," he said. "It is more outcome driven now than product driven."

According to Capgemini, only seven per cent of companies surveyed feel that their organisation can test new ideas and deploy them quickly. Additionally, it said 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. 

So how does this play out in Australia? Deloitte human capital partner, Michael Williams, said synergy between management and employees was still an issue but managerial recognition of the expectations of employees was improving across many local companies.

"Our research is showing us that employees want the digital experience at work to be exactly like the digital experience they have in their private lives," Williams explained.

He said the ability to work from mobile devices, collaborate seamlessly was becoming increasingly important.

"The ability to bring their best thinking to every problem and not be subjected to the structure and the hierarchy that corporates tend to bring on their people is exactly what people really want," he added.

"Australian companies are recognising that culture is critical to successful digital transformation. Digital transformation is about being customer-centric, it is about being able to move at pace, shorter planning and execution cycles and agility."

He also said that this translates into being able to build cross functional teams with cultural skills and developing a culture of autonomy and test and learn with a tolerance for failure, which were shifts many Australian companies were undertaking.

Michael Williams - Deloitte partner, human capital
Michael Williams - Deloitte partner, human capital

"Culture is critical. It is the one fundamental requirement in any digital transformation and Australian companies are recognising that. The question is how fast can we change?"

"The majority of people in the Australian workforce want the type of cultural change that underpins digital transformation," Williams said.

"The want autonomy, they want to be able to learn faster, to test ideas, collaborate and work seamlessly across business units."

The research also identified a group of digital culture "front-runners", which made up 34 per cent of organisations surveyed who "performed consistently well across the seven dimensions of digital culture, and whose leadership has largely succeeded in aligning the wider organisation to the desired culture, Capgemini said.

 

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