Digital Transformation

I heard recently that in response to their “emissions scandal” VW have unleashed a new set of rules on “proper legal and ethical behaviour” on their staff. The irony of those who created the culture that caused the problems in the first place being the ones to issue the rules is staggering.

It’s the same with Digital Transformation. The biggest challenge is that the transition to a new world is in the hands of the old. Those who can bring themselves to use the phrase “Digital Transformation” are invariably those who least understand, or would like, its implications.

The true transformation of a digital culture is in behaviours and interactions between people. It is in the ability to more directly connect with each other in the workplace, to reduce unnecessary steps and overheads, and to be able to adapt and respond to challenges more quickly. All of this threatens the status quo and the authority of many of the gatekeepers who have, until now, been deemed necessary.

As I have said before, most organisations want tinkering rather than transformation. They would rather rearrange the deckchairs on the Titanic than face the true challenges of “Digital”. They find it easier to digitise their dysfunctions than to face up to them.

This is human nature.

The brave will try harder.

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