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Organization

The following are questions about the organization culture, competencies and organizational structure of your organization, which are in place to create and deliver your offering.

34. Co-operation between departments

Which statement best matches your organization?

Our departments work in silos with little contact between them

Our departments have some co-operation and mutual dialogue

Although we still have departments, they work very closely, openly and naturally with each other, focusing on what’s best for the customer

×

Break the silos

In conventional organizations, people do not interact well and few take responsibility for the whole. These types of gutter problems are everywhere, but this can be changed! Breaking the silos will allow for a flow society where the individual is in the centre. This will be necessary in order to be fast enough and to deliver the best customer experience. Lisa Lindström’s words below provide an excellent approach.

35. The organization’s digitalization work

Which statement best matches your organization?

No part of the organization works with digitalization to any great extent

The organization is divided into digital and traditional, and the two sides have little to do with each other

The organization is divided into digital and traditional, and a lot of time is spent co-ordinating the operations

The entire organization works towards a common goal with a plan, digital or not, and the digital is a natural part of the operation

×

Organizing through different phases

Organizing a transformation is a tricky topic, which does not really have a universal answer. We always recommend, however, establishing a transformation team for the transformation who keep a holistic and focused perspective on the transformation.

Organizing through different phases

Organizing a transformation is a tricky topic, which does not really have a universal answer. We always recommend, however, establishing a transformation team for the transformation who keep a holistic and focused perspective on the transformation.

36. Do you have the right competencies to succeed in adapting your organization to a digitalized world?

No, we have obvious competence shortcomings Yes, we have access to the right competence
×

To keep in mind regarding digital competence

First we must understand the difference between general and specific digital maturity in the individual. Our approach is to start building general digital maturity among staff members, followed by bringing in a growing number of specialists with specific digital maturity. Secondly, it’s important to create a culture that retains staff members’ digital maturity, i.e. the skills they have gained during the maturity process.

To keep in mind regarding digital competence

First we must understand the difference between general and specific digital maturity in the individual. Our approach is to start building general digital maturity among staff members, followed by bringing in a growing number of specialists with specific digital maturity. Secondly, it’s important to create a culture that retains staff members’ digital maturity, i.e. the skills they have gained during the maturity process.

To keep in mind regarding digital competence

First we must understand the difference between general and specific digital maturity in the individual. Our approach is to start building general digital maturity among staff members, followed by bringing in a growing number of specialists with specific digital maturity. Secondly, it’s important to create a culture that retains staff members’ digital maturity, i.e. the skills they have gained during the maturity process.

To keep in mind regarding digital competence

First we must understand the difference between general and specific digital maturity in the individual. Our approach is to start building general digital maturity among staff members, followed by bringing in a growing number of specialists with specific digital maturity. Secondly, it’s important to create a culture that retains staff members’ digital maturity, i.e. the skills they have gained during the maturity process.

To keep in mind regarding digital competence

First we must understand the difference between general and specific digital maturity in the individual. Our approach is to start building general digital maturity among staff members, followed by bringing in a growing number of specialists with specific digital maturity. Secondly, it’s important to create a culture that retains staff members’ digital maturity, i.e. the skills they have gained during the maturity process.

To keep in mind regarding digital competence

First we must understand the difference between general and specific digital maturity in the individual. Our approach is to start building general digital maturity among staff members, followed by bringing in a growing number of specialists with specific digital maturity. Secondly, it’s important to create a culture that retains staff members’ digital maturity, i.e. the skills they have gained during the maturity process.

37. What is the balance like between the organization of today and tomorrow?

The balance should be in phase with the changeability of the external environment; i.e. great changeability provides more focus on innovation (tomorrow) and vice versa

Very poor Very good

38. Swiftness and flexibility

Are you as an organization good at continuously changing and redirecting resources as necessary?

No, we are very poor at that Yes, we are very good at that
×

Harvard Business Review - reading suggestion

To understand why and how to create an agile organization, reading this article is a good start.

Harvard Business Review - reading suggestion

To understand why and how to create an agile organization, reading this article is a good start.

Harvard Business Review - reading suggestion

To understand why and how to create an agile organization, reading this article is a good start.

Harvard Business Review - reading suggestion

To understand why and how to create an agile organization, reading this article is a good start.

39. Which of the following statements best match most of your organization’s management when it comes to organizational work from a digital perspective?

This is about the competencies that are needed, and the structure and culture that are needed to be successful in a digitalized world.

They neither expressly support it, nor are they active

They are not active, but they expressly support it

They expressly support it and are active in the process

40. What describes your organization culture best?

Failing is not okay Having the courage to fail is important; we learn from it and move on
×

Smart failures

Smart failures teach you to reduce the risk in the investments you make and to learn from the efforts that fail. Check out Eddie Obeng’s highly energetic TED talk. Listen up! It’s fast.

Smart failures

Smart failures teach you to reduce the risk in the investments you make and to learn from the efforts that fail. Check out Eddie Obeng’s highly energetic TED talk. Listen up! It’s fast.

Smart failures

Smart failures teach you to reduce the risk in the investments you make and to learn from the efforts that fail. Check out Eddie Obeng’s highly energetic TED talk. Listen up! It’s fast.

Smart failures

Smart failures teach you to reduce the risk in the investments you make and to learn from the efforts that fail. Check out Eddie Obeng’s highly energetic TED talk. Listen up! It’s fast.

Smart failures

Smart failures teach you to reduce the risk in the investments you make and to learn from the efforts that fail. Check out Eddie Obeng’s highly energetic TED talk. Listen up! It’s fast.

Smart failures

Smart failures teach you to reduce the risk in the investments you make and to learn from the efforts that fail. Check out Eddie Obeng’s highly energetic TED talk. Listen up! It’s fast.

41. What describes your organization culture best?

Focus on working in the right way Focus on achieving goals and targets

42. What describes your organization culture best?

Unwilling to change Willing to change
×

Creating and leading change

John P. Kotter’s 8-Step Process for creating and leading change is an excellent process to follow. It is summarized below:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Enable action
6. Generate short-term wins
7. Sustain acceleration and expand the scope
8. Institute change as an integral part of the culture

Read an interview with Kotter.

Creating and leading change

John P. Kotter’s 8-Step Process for creating and leading change is an excellent process to follow. It is summarized below:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Enable action
6. Generate short-term wins
7. Sustain acceleration and expand the scope
8. Institute change as an integral part of the culture

Read an interview with Kotter.

Creating and leading change

John P. Kotter’s 8-Step Process for creating and leading change is an excellent process to follow. It is summarized below:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Enable action
6. Generate short-term wins
7. Sustain acceleration and expand the scope
8. Institute change as an integral part of the culture

Read an interview with Kotter.

Creating and leading change

John P. Kotter’s 8-Step Process for creating and leading change is an excellent process to follow. It is summarized below:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Enable action
6. Generate short-term wins
7. Sustain acceleration and expand the scope
8. Institute change as an integral part of the culture

Read an interview with Kotter.

Creating and leading change

John P. Kotter’s 8-Step Process for creating and leading change is an excellent process to follow. It is summarized below:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Enable action
6. Generate short-term wins
7. Sustain acceleration and expand the scope
8. Institute change as an integral part of the culture

Read an interview with Kotter.

Creating and leading change

John P. Kotter’s 8-Step Process for creating and leading change is an excellent process to follow. It is summarized below:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Enable action
6. Generate short-term wins
7. Sustain acceleration and expand the scope
8. Institute change as an integral part of the culture

Read an interview with Kotter.