The digital age is leading organisations of all industries to a cross road between digital transformation and their current, well-established company cultures. Advances in technology do not only mean opportunity for growth, but rather a necessity for change or adaptation. Cloud Computing, Big Data and AI are all labels which occupy a large proportion of the daily business talk, yet as focus is being made towards embracing such technological advancements, not much is being said about how company culture should be shaped to better prepare and take advantage of this changing working landscape.
Indeed, a company must ensure that its employees share an aligned vision in their strive for growth and success. Many traditional organisations whose roots go back to previous generations might have welcomed technology with open arms, yet it’s not only about bringing digital onboard, but more about structuring an internal framework which allows employees to think better, faster and more flexibly, empowering them to make more effective decisions within a collaborative, employee-centric and customer-centric environment, driven by digital innovation.
‘Digital transformation is bringing professionals in Tech and Finance closer than ever before.’
Professionals in Finance are witnessing trends in automation and augmentation, causing disruptive innovation across a multitude of sectors worldwide. On the other hand, individuals following careers in Tech are being introduced to greater job opportunities with the objective to leverage an organisation’s digital efforts. This means that digital transformation is bringing professionals in Tech and Finance closer than ever before. As a result of this, workplaces must adopt a culture which is collaborative, transparent and open-minded to analytical and creative disciplines. Therefore, cultural alignment at the workplace is essential when working towards collective growth.
‘Cultural alignment at the workplace is essential when working towards collective growth’
Many companies still have trouble understanding what makes a great company culture, and this is perhaps the main reason as to why they progress towards a successfully digitised organisation at a slower rate to their competitors. The idea here is to identify what differentiates the company from its competition, matching their strategic approach towards a suitable culture. This doesn’t mean introducing attractive employee benefits and flexible or remote working options, even though such incentives do contribute towards employee trust and retention. Rather, components such as teamwork, extended communication and collaboration, risk taking, and innovation should come together to redefine the workplace.
‘Business is just another element which is being affected, and it’s not simply about embracing, but just as much about anticipating and preparing.'
Technology has been transforming the way we live our daily lives as it continuously becomes entrenched in all that surrounds us, from our home and vehicles to the way we order goods, travel and connect with one another. Business is just another element which is being affected, and it’s not simply about embracing, but just as much about anticipating and preparing. Thus, a proactive approach should see companies taking a good look at how they operate internally to identify methods of increasing productivity levels.
‘What they should take into consideration, however, is that what brought them here might not necessarily take them to where they want to go.’
More traditional companies might stop in their tracks and question why they should change the way they have been working, especially if their methods have brought them great success over the years. What they should take into consideration, however, is that what brought them here might not necessarily take them to where they want to go. The digital landscape is ever-changing, customer attention is shifting, and we live in a time where customer needs are fluctuating.
'What they must first realise is that it’s the market who will decide, but it’s their people who will get them there.'
Companies might be experiencing an uncertainty in what exactly lies ahead, yet have a sheer certainty in what they want to achieve. What they must first realise is that it’s the market who will decide, but it’s their people who will get them there.
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