digital transformaton and organizational culture

DIGITAL TRANSFORMATION &

ORGANIZATIONAL CULTURE

Enterprise Digital Summit - Paris, 2nd of June 2016

Denis Meingan – KnowledgeConsult

Ségolène Alquier – ESCP Europe studentEmmanuel Bonnargent – ESCP Europe

studentGabriel Goolam Houssein – ESCP Europe

student

2

AgendaI - Introduction

II – StudyApproach

Results

III – Perspectives

Introduction

3

4

IntroductionThe main issue of the study

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Organizational culture

Digital transformation

ArtefactsBeliefs

Behaviours

RulesValues

Perceptions

Traditions

ProcessesVision Cloud

Internet of things

ERP

CRM

MOOC

Governance

Big Data

Analytics

Social media

DSI

Information system

Security

Main issue

Identity

The influence of organizational culture on digital transformation

?

5

Study

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Approach The method used to determine organizational culture

We based our work on the OCAI model defined by Kim Cameron and Robert Quinn to identify the type of organizational culture for each

company

Clan Adhocracy

Hierarchy Market

External

Internal

Flexibility

Stability

Clan Agreable and welcoming work environnement

HierarchyStructured and formalised work environnement

AdhocracyDynamic and creative work environnement

Market Work environnement driven towards results

Main Values- Commitment- Communicatio

n- Developement

- Efficiency- Uniformity - Rapidity

- Transformation

- Agility - Innovation- Profitability - Market shares - Reaching

goals

Approach An example of an identification of an organizational culture in a company

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Main cultures

Organizational culture1. Dominant characteristics

2. Organizational leadership

3. Management of employees

4. Organization glue

5. Strategic emphases

6. Criteria of success

Approach The model used to determine progress in digital transformation is built around two aspects

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Progress in digital transformation

Organization Position and implementation to conduct digital transformation

Launching of a digital transformation project

Technical ISDTechnical and functional ISD

Technical and functional ISD with change management

CDOCommunity manager

ToolsExisting tools with their level of implementation in the company

WorkstationInformation systems

Communication/collaboration/content toolsEvolved software tools

Tools for WebInnovative technological devices

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ApproachA sample of the 30 organizations interviewed

*With the participation of Isabelle Deniau** Confidentiality for other companies

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ApproachDifferent business sectors and various profiles were surveyed

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Business sectors Profiles

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Results The repartition of organizational cultures in the sample

Hierarchy - Clan

Market

Adhocracy

Clan

Hierarchy – Market

Clan – Adhocracy

Clan – Market

Adhocracy - Market

Hierarchy

Results Four groups for the progress in digital transformation

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ResultsPresentation of the four groups

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Air Balloon

Glider

Airliner

Fighter Jet

Standard tools

Recent and emerging

tools

Evolved tools

Innovative devices

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ResultsDetailed description of the four groups

- Technical ISD (Sometimes inexisting)- Internet access- Office complete and recent- ERP- CRM- Internal specific development- E-learning- Shared directory- ESN emergence

- Technical and functional ISD- Recent cellphone devices- Recent fixed equipment- ESN (use of social network)- Intranet- Documentary management- Big Data emergence- Analytics emergence- Use of social networks- Instant messaging emergence- E-reputation management- Beginning of project with innovative technological devices

- Technical and functional ISD with change management- Recruitment on social networks and webites- Laboratory of tests and technologies- Use of the Cloud- Web TV- Web Conferencing- Big Data- Analytics- More frequent use of project with innovative technological devices

- Chief Digital Officer- MOOC- Visualisation of information- Frequent use of project with innovative technological devices

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ResultsModel of organizational culture vs digital transformation

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Number of organizations

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ResultsThe « hierarchy » and « hierarchy-clan » organisations have the most advance digital transformation. Why ?

HIERARCHY – CLAN

HIERARCHY

« Hierarchy » culture: makes easy the structuration and formalisation of initiatives, digital ones included

DIGITAL TRANSFORMATI

ON

« Clan » culture: favours the involvement of each employee in setting up new ideas, digital devices included

Both enable digital transformation at this level of progress

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Perspectives

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PerspectivesApproaches to decipher and change organizational cultures

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Approach Content ReferenceIntegrated Proposition of a culture model as a framework to

decipher and change the culture of organizations Robert Cooke Daniel Denison Olivier Devillard et Dominique Rey Gerry Johnson et Kevan Scholes Marc Lebailly et Alain Simon Edgar Schein

Organisation type Definition of various types of culture, at least four, and trough them, identification of the culture of an organization and proposition of levers to change it

Kim Cameron et Robert Quinn Marcella Brenner Carolyn Taylor

Process Formalization of phases, steps and deliverables to assess et change the culture of an organization

Larry Senn Carolyn Taylor

Values Identification of values, as foundations of the culture and actions to reach the desired culture

Richard Barrett Chris Edmonds Thierry Wellhoff et Jean-François Claude

Experiences Focalization on the results for having the culture change, actions to do for obtaining the results, beliefs for generating the actions and experiences for creating the beliefs

Roger Connors et Tom Smith

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Contacts

Denis MeinganKnowledgeConsultdenis.meingan@knowledgeconsult.com

Ségolène AlquierESCP Europe studentsegolene.alquier@edu.escpeurope.eu

Gabriel Goolam HousseinESCP Europe studentgabriel.goolam_houssein@edu.escpeurope.eu

Emmanuel BonnargentESCP Europe studentemmanuel.bonnargent@edu.escpeurope.eu