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Its the culture, stupid - How Digitalization impacts the need for a new culture

Its the culture, stupid - How Digitalization impacts the need for a new culture

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How Digitalization impacts the need for a new culture
It’s the culture, stupid
Dr. Joël Krapf
www.joel-krapf.com
| 2
What changed?
What changed?
| 3
Digitalization and other mega trends lead to a VUCA world
| 4
Culture is "made by people" - how can there be a "digital" culture?
https://joel-krapf.com/2018/09/09/digitale-kultur-eine-einfache-begriffsklaerung/
New technology changes
„what we do around here“
To be successful, we change
„what we do around here“
"Digital" culture has two meanings
| 5
In the "old" world, solutions can be "thought through" - the problems
are simple or complicated
| 6
In the VUCA world, solutions can only be tried out, there is no "right"
solution - the problems are complex

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Its the culture, stupid - How Digitalization impacts the need for a new culture

  • 1. How Digitalization impacts the need for a new culture It’s the culture, stupid Dr. Joël Krapf www.joel-krapf.com
  • 3. | 3 Digitalization and other mega trends lead to a VUCA world
  • 4. | 4 Culture is "made by people" - how can there be a "digital" culture? https://joel-krapf.com/2018/09/09/digitale-kultur-eine-einfache-begriffsklaerung/ New technology changes „what we do around here“ To be successful, we change „what we do around here“ "Digital" culture has two meanings
  • 5. | 5 In the "old" world, solutions can be "thought through" - the problems are simple or complicated
  • 6. | 6 In the VUCA world, solutions can only be tried out, there is no "right" solution - the problems are complex
  • 7. | 7 The impact of the VUCA world can only be understood if the difference between complex & complicated is clear Complicated ▪ Cause-effect not obvious, but present ▪ Good practices helpful ▪ Typical problem-solving strategies: More data, time, resources, experts vs Complex ▪ Cause-effect not present or unclear ▪ Emergent practices helpful ▪ Typical problem-solving strategies: Bringing (many) different people together
  • 8. | 8 Agile as the sweet spot for complex problems Agile Lean CUSTOMER NEEDS UNCLEAR CLEAR KNOWN UNKNOWN TECHNOLOGY Avoid
  • 9. | 9 After a phase of efficiency pressure, we are again in an age of high innovation pressure Oesterreich, B. & Schröder, C. (2016). The collegially managed company. Munich: Vahlen
  • 10. | 10 it is not the strongest that survive, nor the most intelligent, but the one most responsive to change - Charles Darwin
  • 11. | 11 "Old" world: Every grip must fit "New" world: Fail early, Fail often
  • 12. | 12 Agile comes in different flavors – there’s no one size fits all
  • 13. | 13 The change from the "old" world to the "new" world requires a paradigm shift The "old world" was complicated and therefore focused on efficiency through "command & control". The "new world" is complex and needs a focus on effectiveness and agility Maximising "shareholder value for short-term profit Maximising "Customer Value for long-term profit Optimisation of existing DL & products, to maximise efficiency Disruption of existing DL & products, to maximise effectiveness Information flows top-down in order to Maintain control 360° information flow, to maintain speed Perfection, efficiency and control to secure the existing success Speed, effectiveness and trust to disrupt the existing success Leadership through control, enforcement and planning Leaders as "Gardeners", "Coaches" and and "explorer Work according to job profile Work in (multiple) roles Top-down hierarchy with clear chain of command, to ensure control Networks of self-organised teams, to increase adaptability Linear approach with clear milestones, to maintain control and planning Iterative approach to generate value to generate value through rapid feedback Purpose Innovation focus Information flow Values Leadership Working style Org structure Processes