Changing competitive tensions are requiring organisations to rapidly evolve new capabilities and skills, necessitating an imaginative approach to technology that demonstrates autonomy, openness, innovation and speed. The biggest limitation is no longer technology itself, but the imagination of those who must deploy it.
To succeed in a disrupted world, leaders will need to forge an agile and connected enterprise with a future-focused workforce. For both individuals and organisations, there needs to be a reconciling of the demand for digital skills to deploy and manage technology, and the human skills to live and work with this technology. Positioning the enterprise for success as the work of humans and machines converges, will require a digital mind-set.
This digital mind-set must be evident across the workforce, and at the heart of the organisation, in order to succeed in these times of continuing and extraordinary technological advances.
Automating what is already there is only half the battle. Imagining what should be there is the other half…
Whether we consider an individual, a team, or an organisation as a whole, a digital mind-set balances four principles:
Everyone is seen as a leader and encouraged to act and challenge. When this aspect is present, it is expected that individuals seek and possess the autonomy and freedom to act, while being accountable for meeting business objectives. Everyone across the enterprise is encouraged to share details and updates on priorities, projects, and progress, with a focus on interdependencies among team members.
A connected enterprise reflects the impact of digital disruption on changing enterprise value chain, business outcomes, and customer experience. When this aspect is present, individuals are expected to enact and apply design-thinking to support and build future-focused business.
An innovative and flexible culture encourages agility, collaboration, and change. This requires the creation of a work environment in which roles can evolve and people can collaborate across role boundaries, and instilling a strong 'learning to learn' mind-set that maintains a focus on tomorrow as much as today.
Everyone in the organisation is encouraged to productively innovate how tasks, roles, and delivery are conducted between humans and machines. When this aspect is present, it allows organisations to unleash their own potential towards common business goals.
The self-assessment has been designed to help individuals see their strengths and relative weaknesses against our researched model of the mind-set needed to successfully build and navigate a digitally transformed future.
If a representative sample of employees completes the self-assessment a KPMG firm can then provide an organisation assessment that can highlight strengths, opportunities and potential issues. In due course we will include benchmarks by country and industry.
To find out more about conducting an organisation assessment, or if you are interested in finding out more please contact us.
Evidence-based reasons for why you should embed a stakeholder-centric approach into your new ways of working and tools to help you do so.
Embedding a stakeholder centric approach into your new ways of working,