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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.
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
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.
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 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 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.
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.
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.
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.
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.
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.
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.
Are you as an organization good at continuously changing and redirecting resources as necessary?
To understand why and how to create an agile organization, reading this article is a good start.
To understand why and how to create an agile organization, reading this article is a good start.
To understand why and how to create an agile organization, reading this article is a good start.
To understand why and how to create an agile organization, reading this article is a good start.
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
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.
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.
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.
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.
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.
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.
