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Creating a Digital Culture


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Responding to the digital agenda presents a range of challenges, not least of which is an enormous cultural shift. As disruption across all sectors takes hold we are being forced to embrace a new set of values that will challenge the thinking and behavior of your employees. Admittedly, these values may be uncomfortable as people gradually face up to the reality that the stability of the pre-digital world has evaporated. This session highlights some key steps which you can take to ensure your organizational culture and the behavior of your people really are supporting the move towards a digital culture.
Jat Sahi

Published in: Technology
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Creating a Digital Culture

  1. 1. 0 Copyright 2016 FUJITSU Fujitsu Forum 2016 #FujitsuForum
  2. 2. 1 Copyright 2016 FUJITSU Creating a Digital Culture Jat Sahi Digital Lead Retail & Hospitality @sahi_jat
  3. 3. 2 Copyright 2016 FUJITSU Life has accelerated….
  4. 4. 3 Copyright 2016 FUJITSU Disruption is everywhere… Mobile Handsets: $75bn Streaming Music: $20bn On Demand Films: $6bn Print & Advertising: $45bn OTT Communications: $54bn
  5. 5. 4 Copyright 2016 FUJITSU In retail we have seen the beginning -10 0 10 20 30 40 50 60 70 80 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Net income Revenue Shopping in 2020? When VR market will be £162Bn ($5Bn today)
  6. 6. 5 Copyright 2016 FUJITSU “Culture eats strategy for breakfast” Peter Drucker
  7. 7. 6 Copyright 2016 FUJITSU “Ten years ago, had you asked me about culture and values I would have rolled my eyes and recited a line from Dilbert. But when I started as CEO I began to appreciate just how important they were. Culture and values provide the foundation upon which everything else is built. They are arguably our most important competitive advantage, and something that has grown to define us…” Jeff Weiner, CEO Linked-In
  8. 8. 7 Copyright 2016 FUJITSU How Excellence is achieved here… Avoiding Failure at all costs  Waterfall  Silos assumed  Answers ‘in here’  (Dissenting) voices unheard  What’s right for our business model?  Lives on opinion  People are constrained to roles – robots! Learning through thoughtful experiment  Agile  Collaboration expected  Answers are anywhere  All voices heard  What’s right for our customer/user?  Lives on data  People are full human beings – changing, relationship Truth Delusion
  9. 9. 8 Copyright 2016 FUJITSU Digital Culture is Purpose NOT Vision driven “We want to be the biggest car company in the world”  It’s about ME  Defined end-state “We want to help people travel the world”  It’s about OTHERS  Ongoing journey Purpose Vision
  10. 10. 9 Copyright 2016 FUJITSU Purpose Organizations These organizations didn’t know what they’d grow into (Vision). They had a fixed idea of what they wanted to do (Purpose). We want to make tools for the mind, for all mankind We want to let people find and discover anything they might want to buy online We want to organise the world’s information We want to connect the world’s people We want to build a human centric intelligent society
  11. 11. 10 Copyright 2016 FUJITSU Purpose and Vision create different organisations The future is so unpredictable, this goal is out of your hands.  Stress and uncertainty  Encourages caution, over analysis and sticking to existing paradigms - waterfall  Demotivating – Only complete at the end  Vision doesn’t set a general direction – could be many ways to achieve it  Lack of general direction leads to tension, individualism, politics and mistrust  Paying the bills You can always decide what you are trying to do, it’s in your hands  Focus and confidence  Positive, creative and ready to explore new ideas and paradigms – agile  Motivating – on mission everyday!  Sets a general direction (within which you can test and experiment)  Encourages openness, trust and collaboration every day.  Enriched life ‘Help people travel the world’ ‘Biggest Car company’
  12. 12. 11 Copyright 2016 FUJITSU What we do > How we think > Results What world do your colleagues, experts and executives live in? Siloed Fit-in Role focus Certainty Get it Right Role Self expression Collaborative Purpose/Customer focus Experiment/Risk Get it Quick Human Many digital innovators carry innovation alone Enabling your whole organisation is likely to achieve more – think Apple!
  13. 13. 12 Copyright 2016 FUJITSU Where do you start? – “Great company to work for. Lots of career development opportunities and support. Senor management are all very visible, involved and approachable” “Traditional IT department behaviour – siloed engagement between business lines and IT team staff should be encouraged/promoted on regular basis to ensure not alignment with one another but rather true integration with the business “management, they don't listen, and hinder all chances of performing to your potential. listen to the people who are actually on the floor, not the TDM's” “… Management should look more at recruiting good people from within the company….could listen more to staff and their ideas. A lot of wasted talent..” “focus more on the thousands of shop staff…..because without them the company would cease to exist .” Are you open to hearing this? Many different projects to be part of, approachable senior management, dynamic culture, great work / life balance
  14. 14. 13 Copyright 2016 FUJITSU Is this how we change? Analyse Think Change
  15. 15. 14 Copyright 2016 FUJITSU ‘Switch’ Model of Change See Feel Change To bring collaboration, self-expression, humanity, customer/market focus and speed into your organisation make these things visible
  16. 16. 15 Copyright 2016 FUJITSU Digital can help us be seen
  17. 17. 16 Copyright 2016 FUJITSU But it could also be this simple
  18. 18. 17 Copyright 2016 FUJITSU Traditional behaviour This is what I want to do Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok! Ok!
  19. 19. 18 Copyright 2016 FUJITSU Digital Innovative behaviour I’m looking for X reasons this won’t work? (and how you’d fix them) ? ? ? ? ? ? ? ? ? ? ? ? ? ?
  20. 20. 19 Copyright 2016 FUJITSU All eyes and ears need to be open! External Awareness and Internal Transparency ALERT
  21. 21. 20 Copyright 2016 FUJITSU The toughest part…. Under increasing pressure to conform, eventually everyone tested got this wrong, even though they knew what was right. Disruption is when newcomers see and react to the truth ahead of incumbents.
  22. 22. 21 Copyright 2016 FUJITSU Building a Digital Culture Set a Purpose for your organization not a Vision Look deeply at current organizations most common processes, roles, systems and events – what thinking do they encourage? Find and support the community ready to grab and support values How can you make digital values highly visible? Be Brave – face the truth!
  23. 23. 22 Copyright 2016 FUJITSU