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Aligning the Organization for Its Digital Future
GERALD C. KANE
DOUG…
Aligning the Organization for Its Digital Future
GERALD C. KANE
DOUG PALMER
ANH NGUYEN PHILLIPS
DAVID KIRON
NATASHA BUCKLEY
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Managing directors and high chair positions stay more time in a company if this one is using a digital culture
Companies can attract talent and give opportunities to their own employees based on a digital culture
Soft skills = Important to a digital culture
A similar emphasis on organizational skills above technical ones for succeeding in digital environments was also reported for employees.
All areas in the company must be in sync
culture, people, structure, and tasks aligned with each other, company strategy, and the challenges of a constantly changing digital landscape.
"Digital transformation has reached a new stage in which digital technologies aren’t limited to separate digital divisions, channels, or functions but are used across organizations to support corporate strategies that address specific industry opportunities." (Page 4)
“However, the mounting pressures of a rapidly shifting business landscape are turning digital from a choice into an imperative. The longer a business waits, the more marginalized it will become.” (Page 6) / John Hagel
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2.- Market disruptions, including product obsolescence
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“Many business leaders still believe that if your product exists in the physical world, you can’t be digitally disrupted,” (Page 6) / Arun Sundararajan
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"Only 11% of respondents overall say that their company’s current talent base can compete effectively in the digital economy. On the part of maturing companies, the number rises to just 20%." (Page 8)
“Very few firms are able to forecast the talent they’re going to need and then take proactive steps to build, develop, and find that talent" (Page 8) / Dan Restuccia
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Companies are resilient to change, they don't want to change what they have been doing
Digitally maturing organizations emphasize developing existing talent and recruiting new talent, while early-stage companies are more likely to hire contractors and consultants. (Page 11) / Figure 7
1.- A change-oriented mindset (e.g., willing to embrace change, be flexible, adaptable, and curious)
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Organizational congruence is the primary ingredient for optimal corporate performance. its culture, people, structure, and tasks must be aligned
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All quotes and comments were based on the article published by MIT SLOAN MANAGEMENT REVIEW. Plagiary is not intended by any means.
The mind map is presented only as a summary of the article, and some ideas are stated in a quoted way