Creating a Digital Culture

0 Copyright 2016 FUJITSU

Fujitsu Forum 2016

#FujitsuForum


Creating a Digital Culture

Jat Sahi

Digital Lead Retail & Hospitality

@sahi_jat


Life has accelerated….


Disruption is everywhere…

Mobile Handsets: $75bn

Streaming Music: $20bn

On Demand Films: $6bn

Print & Advertising: $45bn

OTT Communications: $54bn


In retail we have seen the beginning

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1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Net income Revenue

Shopping in 2020? When VR market will be £162Bn ($5Bn today)


“Culture eats strategy for breakfast”

Peter Drucker


“Ten years ago, had you asked me about culture and values I would have rolled my eyes and recited a line from Dilbert. But when I started as CEO I began to appreciate just how important they were. Culture and values provide the foundation upon which everything else is built. They are arguably our most important competitive advantage, and something that has grown to define us…”

Jeff Weiner, CEO Linked-In


How Excellence is achieved here…

Avoiding Failure at all costs

Waterfall Silos assumed Answers ‘in here’ (Dissenting) voices unheard What’s right for our business

model? Lives on opinion People are constrained

to roles – robots!

Learning through thoughtful experiment

Agile Collaboration expected Answers are anywhere All voices heard What’s right for our customer/user? Lives on data People are full human beings – changing, relationship

Truth

Delusion


Digital Culture is Purpose NOT Vision driven

“We want to be the biggest car company in the world” It’s about ME Defined end-state “We want to help people

travel the world” It’s about OTHERS Ongoing journey

Purpose

Vision


Purpose Organizations

These organizations didn’t know what they’d grow into (Vision). They had a fixed idea of what they wanted to do (Purpose).

We want to make tools for the mind, for all mankind

We want to let people find and discover anything they might want to buy online

We want to organise the world’s information

We want to connect the world’s people

We want to build a human centric intelligent society


Purpose and Vision create different organisations

The future is so unpredictable, this goal is out of your hands.

Stress and uncertainty Encourages caution, over analysis

and sticking to existing paradigms - waterfall Demotivating – Only complete at the end Vision doesn’t set a general direction

– could be many ways to achieve it Lack of general direction leads to tension,

individualism, politics and mistrust Paying the bills

You can always decide what you are trying to do, it’s in your hands

Focus and confidence Positive, creative and ready to explore new ideas and paradigms – agile Motivating – on mission everyday! Sets a general direction (within which you can test and experiment) Encourages openness, trust and collaboration every day. Enriched life

‘Help people travel the world’

‘Biggest Car company’


What we do > How we think > Results

What world do your colleagues, experts and executives live in?

Siloed Fit-in Role focus

Certainty

Get it Right

Role

Self expression

Collaborative

Purpose/Customer focus

Experiment/Risk Get it Quick

Human

Many digital innovators carry innovation alone Enabling your whole organisation is likely to achieve more – think Apple!


Where do you start? – Glassdoor.com

“Great company to work for. Lots of career development opportunities and support. Senor management are all very visible, involved and approachable”

“Traditional IT department behaviour – siloed engagement between business lines and IT team staff should be encouraged/promoted on regular basis to ensure not alignment with one another but rather true integration with the business

“management, they don't listen, and hinder all chances of performing to your potential. listen to the people who are actually on the floor, not the TDM's”

“… Management should look more at recruiting good people from within the company….could listen more to staff and their ideas. A lot of wasted talent..”

“focus more on the thousands of shop staff…..because without them the company would cease to exist .”

Are you open to hearing this? Many different projects to be part of, approachable senior management, dynamic culture, great work / life balance


Is this how we change?

Analyse Think Change


‘Switch’ Model of Change

See Feel Change

To bring collaboration, self-expression, humanity, customer/market focus and speed into your organisation make these things

visible


Digital can help us be seen


But it could also be this simple


Traditional behaviour

This is what I want to do

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok!

Ok! Ok!


Digital Innovative behaviour

I’m looking for X reasons this won’t work?

(and how you’d fix them)

?

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? ?


All eyes and ears need to be open!

External Awareness

and Internal

Transparency

ALERT


The toughest part….

Under increasing pressure to conform, eventually everyone tested got this wrong, even though they knew what was right.

Disruption is when newcomers see and react to the truth ahead of incumbents.


Building a Digital Culture

Set a Purpose for your organization not a Vision

Look deeply at current organizations most common processes, roles, systems and events – what thinking do they encourage?

Find and support the community ready to grab and support values

How can you make digital values highly visible?

Be Brave – face the truth!

Creating a Digital Culture

Technology

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