Digital transformation can truly be successful only if it is implemented end to end. Digital is about a new way of doing things. There needs to be a focus on moving with speed, executing iteratively rather than sequentially, prioritizing experimentation and innovation, ‘failing fast’, and taking a lot more risks. In addition, technology has to become a core part of your DNA, whichever industry you are in. These changes cannot be sustained without rewiring the organizational culture. Change in the organizational culture is probably the most important enabler of digital transformation, allowing the enterprise to go beyond individual programs and effecting a more pervasive shift in its organizational DNA. I believe that in addition to culture there are at least seven organizational capabilities that are key to sustained success in the digital age. These are: proprietary knowledge building and sharing, innovation, agility, learning, diversity, change management, and enabling functions like HR and finance.
In this section, learn about expectations and best practices in the matter of organizational culture and these seven key organizational capabilities. Also get a perspective on how AI is likely to impact the future of work – the impact will be significant, but it is likely to be about man and machine, not man or machine. Enterprises and leaders need to understand the impact of AI for their specific industries and functions and take proactive steps to redesign jobs accordingly to benefit from this expected evolution in the nature of work.