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Digital transformation is one of those programmes that doesn't, at first, sound like a marketing initiative.
In some ways, it seems like IT should own it - it is 'digital' after all.
As your team grows and customer needs change, it’s important for leaders to revisit company cultural values and gauge whether they still reflect your mission.
When HelloWorld first began as ePrize in 1999, it was a Detroit startup with an entrepreneurial vision.
More than a third (40%) of businesses believe that recruiting staff with suitable skills is a significant barrier to digital progress, making it a bigger problem than 'legacy systems and processes'.
This finding comes from Econsultancy's latest research into organisational structures and digital leadership, entitled Effective Leadership in the Digital Age.
The survey of more than 400 senior staff looks at what makes a good leader and a good culture within a digital business.
It's been a personal mission of mine to try to find the appliable wisdom of digital transformation and culture change.
But to generalise can be counterproductive and it's hard to think of case studies as anything more than the sum of a million parts.
Earlier this week I attended a talk by L'Oréal’s Digital Employer Branding Manager, Alexander Onish, in which he discussed how the cosmetics brand uses social media to make it a more attractive employer and improve employee engagement.
Having previously worked for a learning and development company, I’m familiar with employee engagement.
You could describe it in any number of convoluted ways, but essentially it is a measure of how much your people actually care about their jobs and the company.
First of all, let me say, I will try my best to limit the BS in this post.
Secondly, why is company culture being featured on a digital marketing and ecommerce blog?
The answer is simply because the biggest challenges to the majority of companies (aside from continuing economic stress) are:
- Moving to the cloud.
- Advertising/marketing/selling in a multichannel 'userverse' (maybe a bit of BS there).
One and two are enmeshed, of course. They both pose questions for any company’s technology and culture.
Last question before we go on to discuss seemingly simple decisions (on the face of it) is ‘what qualifies me to give this advice?’ I have never run a business, let alone a multinational.
The simple answer is because I’ve been looking at lots of feedback from our Econsultancy user survey in which box 33 asked ‘Please tell us whether there is a particular digital-related challenge your organisation is facing’.
Our users left a lot of valuable feedback, and much of it about their culture.
How many big organisations are actually good places to work? How many are changing their organisational structure and creating an ethos of transparency?
SingTel seems to be one of the companies undergoing big changes whilst trying to maintain a distinctive company culture (distinctive in being amenable to the workforce). I've been secreting myself in far corners of its website, and digging up interesting truffles of culture.
In plain English, here's some great PR from SingTel's site about company culture and digitally led change. It is to be admired by all of you currently undergoing a change in business structure, strategy, or even identity.
NB. This post might seem like a big advert for SingTel. But, I'd simply like you to show you the messaging on SingTel Group's corporate and recruitment pages, and explain why I think this sort of thinking is quietly revolutionary.
Most of us will have experience of meeting people who are apathetic or downright resistant to digital. This is just a fact of life, but it can be problematic when that person is your boss.
In some companies I believe that generational change will be required before they’ll properly adapt to a multichannel world that includes lots of digital, mobile and social networking activity. Worryingly, I think some of the biggest, most established companies have serious issues in this area.
It needs to be explained that ‘digital’ does not mean ‘tech’. The internet is largely driven by people and the content they produce. That said, the detail is very important when it comes to optimising the customer experience. Digital is a key part of the overall experience and it requires investment and time. Unless the boss and all other stakeholders buy into the idea of doing it properly - and until they truly believe in it - you’re always going to be up against it.
Earlier today I gave some thought to the things you can do to persuade a boss with a Luddite mindset to embrace digital, rather than to fear it. I also asked the question to our Twitter followers: “What can you do to make the boss more digitally savvy?”
Below are a bunch of ideas that will help you to make the boss see the light. For it is very bright and shiny, and will not dim anytime soon.
[PS – I’m going to use the word ‘him’ rather than ‘him or her’ for 'boss' on general editorial principles, and not because I’m sexist]