digital transformaton and organizational culture
TRANSCRIPT
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
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AgendaI - Introduction
II – StudyApproach
Results
III – Perspectives
Introduction
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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
?
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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 [email protected]
Ségolène AlquierESCP Europe [email protected]
Gabriel Goolam HousseinESCP Europe [email protected]
Emmanuel BonnargentESCP Europe [email protected]