Change, particularly in their working lives, is difficult and painful for many people. Concerns for more jobs, their ability to cope with new tasks, loss of control and confusion are just a few of the reasons why many would work hard to help escape the new and new.
This is a big issue for businesses in the midst of a thorough digital transformation. Digitalization impacts every aspect of people’s working and business practices. More than 600 Senior Executives in matters relating to their own development strategies was recently challenged by the Economist Intelligence Unit.
Most agree that the impact of digital technologies on corporate culture is substantial, and 72 percent claim that a change in culture is necessary to effective digital transformation. 38 percent said that they would adopt revamped business processes and make operational changes in order to adapt their digital strategy, added up to a list of vital initiatives.
The structural changes include flattening of the hierarchy, as companies enhance the collaboration between functional and business sectors. This is a priority to be implemented by over a third of the responding firms. Staff will be expected to work in partnership with other business fields, or even with other companies in the same industry ecosystem, as expert communities.
In this context, 48 percent say they promote cross-functional cooperation with a view to better understanding the digital requirements of the organization. Companies have many levers to help reduce the inevitable fear of change and resistance.
A big one is creating a culture where tests are not only allowed, but also anticipated and valued.
The danger is that people are afraid to take a chance and refuse to express their shortcomings. The only thing it accepts is win, given that the organization could be so performance-driven.
We need our information to be spread. Which causes problems are at the root? How have they been corrected? This is very worthwhile, particularly since you have to move more quickly. That’s an extremely delicate balance.
The leadership style of a company is important to drive cultural change. In the survey, 68% of respondents approve of the activities their organisation, with technology and medical firms more likely to follow-up on these projects, to establish and activate a virtual leadership team or task force.
Leaders can set the correct environment and tone, but they cannot do everything. In the coming year, 29 percent of companies are actively engaging more digitally knowledgeable staff and consultants.
To speed up change, businesses have to seed the company with technological experts who can serve as a catalyst for change by encouraging others to understand the advantages of transformation.
Mr Adetayo is the Chief Executive Officer of Bamidel.
