数字文化：数字化转型的驱动力

1、J U N E2 0 2 1Digital Culture:The Driving Force of Digital Transformation2You are about to start a journey to digital culture or most likely you are already in the middle of it.This guide is designed especially for leaders like you: high-performing, busy, and looking for takeaways you can apply.You

2、know there is no one-size-fits-all solution and that failure is a natural part of growth. But you also know how valuable it is to learn from others experiences. Thats why this guide provides you with examples of leaders and companies on similar digital transformation journeys and shares what worked

3、for them.You also know that as a leader, change at your organization often has to start with yourself. So, we have included a section for you toreflect on where you and your company currently stand when it comes to digital culture.Finally, you may want to put the information in this guide into actio

4、n. We provide several suggested actions you can use right away to improve your own digital leadership and get your team involved in culture change.Welcome!Antonio NeriPresident & CEO, Hewlett Packard EnterpriseJulie SweetCEO, AccentureStephen K. KlaskoCEO, Jefferson Health President, Thomas Jefferso

5、n UniversityBadr JafarCEO, Crescent EnterprisesClick on the pictures to interactGisbert RuehlFormer CEO, Klckner & Co SERobert SmithCEO, Vista Equity PartnersWhat leaders are sayingReset3World Economic Forum | Digital Culture GuidebookThis interactive document will guide you through a digital office

6、 space. Each “room” presents a different way for you to learn about and accelerate digital culture:ReceptionLearn what digital culture isLearn how culture changesStakeholder Impact SpaceLearn how digital culture can drive stakeholder impactMirror RoomUnderstand where you stand with a guided self-ass

7、essmentWindow RoomSee what others are doing with trends and case studiesFuture RoomGet practical tips and guidelines on how to embed and strengthen the digital culture across your organizationContact SpaceSubmit a story for our case library or provide feedback on the guidebookLibraryReference additi

8、onal cases and resourcesGuidebook DirectoryClick the labels below to enter a room1. Reception3. Mirror Room5. Future Room6. Library2. Stakeholder Impact space4. Window Room7. Contact Space4World Economic Forum | Digital Culture GuidebookReceptionBack to Directory5World Economic Forum | Digital Cultu

9、re GuidebookClick on the screens and flipchart to interactReceptionBack to DirectoryWhat isdigital culture?Why should you care about digital culture?Why is changing culture difficult?How can you as a leader foster digital culture?Which behaviours, mindsets and values promote digital culture?6World E

10、conomic Forum | Digital Culture GuidebookOrganizations with a strong digital culture use digital tools and data-powered insights to drive decisions and Customer-centricity while innovating and collaborating across the organization.When implemented purposefully, digital culture can drive sustainable

11、action and create value for all stakeholders.What is digital culture?Create positive customer experiences through product and service offerings and relationshipsUse data to guide decisions and unlock valueCollaborate across the organization and with ecosystem partners toco-create innovative solution

12、sAdapt and continually improve products and processes; take risks and try new thingsData-drivenCustomer-centricCollaborativeInnovativePurposeful &Digital culture helps organizations integrate environmental, socialsustainableand governance (ESG) commitments and action across the organizationPillars o

13、f Digital CultureBack to ReceptionClick for more info7World Economic Forum | Digital Culture GuidebookWhat is digital culture?Why is digital culture urgent nowWhy should you care about digital culture? Organizations need it to stay competitive and relevantDigital culture is about being flexible and

14、having a workforce that can respond to new challenges so your company doesnt fall behind. According to our research, digital culture helps companies stay competitive in three ways:Click on the blue boxes to interactBack to ReceptionResetAdapt to rapidly changing business environmentsEffectively use

15、technologyDeliver (sustainable) stakeholder impact8World Economic Forum | Digital Culture GuidebookWhat is culture?Culture is like an iceberg, because only certain parts of it are visible.Organizational culture shows up in peoples behaviours and mindsets, which influence and are influenced by the co

16、mpanys practices and values. It is “the way we do things around here”. Often, there is not a single organizational culture, but many, because it varies across departments, countries, etc.Company lens:Organizational practices*e.g. operating model, organizational design, business strategy, performance

17、 metrics, leadership KPIs & incentives as well as technologies & digital architecture.Company values (partially visible)The stated purpose, vision and values of a company, which are increasingly prominent in todays value-driven business environment. Also covers the unstated rules and priorities that

18、 influence decisions.Individual lens:Behaviours - ActionsMindsets - Expectations, beliefs and assumptionsValues - Deeply held beliefsVisibleInvisible*Note: While organizational practices are a key element of organizational culture, they are not the focus of this guide. You can find additional resour

19、ces on how organizational structure can enable digital transformation in the library.Back to ReceptionReady to see how to apply this?Click here to see how culture changes9World Economic Forum | Digital Culture GuidebookWhy is changing culture difficult?Cultural transformation is difficult because it

20、 requires changing many things: the behaviours and mindsets of your employees, the organizational practices that influence them and the company values that guide them.Individual lens:Behaviours change more easily, but will revert if mindsets dont also change. Ultimately, behaviours must be consisten

21、t with values.Mindsets take time to change because they are formed through experience.Values cannot be changed directly, but they are important to understand because they influence behaviour. When individuals values are aligned to those of an organization, it creates psychological safety and a feeli

22、ng of belonging.Company lens:Organizational practices* should be designed to encourage desired behaviours. This include performance metrics, leadership KPIs, incentives, and even your operating model anddigital architecture.Company values should guide your strategy and transformation goals. Publicly

23、 stated can be updated in line with evolving ambitions, but changing the true priorities of your company, agreeing on its purpose, and aligning incentives and policies with these values, requires careful attention and honest conversations.*Note: While organizational practices are a key element of or

24、ganizational culture, they are not the focus of this guide. You can find additional resources on how organizational structure can enable digital transformation in the library.Back to ReceptionNeed to go back to the basics?Click here to see what is culture10World Economic Forum | Digital Culture Guid

25、ebookWhich behaviours, mindsets and values promote digital culture?Existing organizational culture is often at odds with digital culture (collaboration, innovation, data-driven insights and Customer-centricity). Thats why it is important to recognize the behaviours, mindsets, values and organization

26、al practices that inhibit or promote its adoption.Click on the blue boxes to interactBack to ReceptionResetCollaborativeData-drivenCustomer-centricInnovative11World Economic Forum | Digital Culture GuidebookHow can you as a leader foster digital culture?Individual lensBehavioursModel from top, commu

27、nicate desired behaviour, provide timely feedbackDiscourage unwanted behaviours, address fears and resistanceHelp your teams to understand current habits and build new ones in support of desired behaviourIntroduce behavioural nudges and incentivesMindsetsCommunicate desired mindsets and how they imp

28、act specific behaviour (e.g. how to approach sales or how to approach giving feedback)Discuss mindsets with your team (individually and/or as a group) to identify what is holding them back from the desired behaviourTake a systems approach: If a team or individual is resistant, target the behaviours

29、of those around them. (If they see others being rewarded for changes, then their attitude towards change will improve)ValuesThere is no direct way to change others values, so as a leader, focus on helping your team to understand the overlap of personal and organizational values toincrease motivation

30、Use storytelling to share your own values (and how you discovered them), so your people can start the journey themselvesCompany lensOrganizational practicesAnnounce new policies, processes or ways of workingRealign incentives and KPIs to reward desired behaviours (e.g. include metrics like hours of

31、learning, feedback from team members)Alter strategic directions, business models or operating modelsUpgrade systems, introduce new technologyCompany valuesArticulate a vision for your organizations desired societal impact and employee experienceSet goals to bring current stakeholder impact into alig

32、nment with your vision and openly discuss trade offs and prioritiesUse storytelling to highlight core company values, so your people (and prospective employees) can ask themselves if they are a good fit for the companyBack to ReceptionLearn more about Responsible Leadership12World Economic Forum | D

33、igital Culture GuidebookStakeholder Impact SpaceBack to Directory13World Economic Forum | Digital Culture GuidebookClick on the screen to interactStakeholder Impact SpaceClick the cushions for deep dives on each digital culture pillarWhat is stakeholder impact?How can digital culture drive stakehold

34、er impact?What should my company watch out for?CollaborativeData-drivenCustomer-centricInnovativeBack to Directory14World Economic Forum | Digital Culture GuidebookSustainable and responsible supply chainWork with suppliers to reduce environmental impacts, ensure human rights and support Diversity &

35、 InclusionBehavioursPartner with suppliers to improve their environmental and social impactOrganizational practicesSeek preferred suppliers with strong ESG credentialsRegularly audit suppliers for social and environmental standardsCreate a supply chain “control tower” for safe and fair workingcondit

36、ions and environmental sustainabilityMindsets“Suppliers are critical partners”Company valuesCompany commitments, e.g. no use of prison labour, no child labour, no forced labourInclusive workplaceEnsure diversity, equity and inclusion at workBehavioursCentre and empower diverse talent through inclusi

37、ve language and interactionsSeek inter-generational feedbackOrganizational practicesUse technology to understand employee experience and engagement levelsTrain and incentivize managers to enhance inclusion and belongingStandardized performance evaluations to increase objectivityUse digital tools to

38、improve accessibility, e.g. voice-assistantsMindsets“Diverse teams perform better”“Psychological safety improves performance”Company valuesRespect, compassion, fairness“Our company is a great place to work for all our people”Openness and collective actionDrive ESG impact through cross-industry engag

39、ement and collaboration with external partnersBehavioursShare data and work with others beyond the companyOrganizational practicesExamine how your company influences laws and institutions,e.g. political contributions, participation in industry foraCheck that policies are in line with values, e.g. UN

40、 SDG target for zero instances of briberyJoin industry pacts for best practicesPartner with NGOs and start-ups to speed innovation and promote fair practicesMindsets“Social licence to operate can be revoked”Company valuesCorporate citizenshipDeep dive: Examples of collaborative culture enabling stak

41、eholder impactBack to Stakeholder Impact SpaceSee cases15World Economic Forum | Digital Culture GuidebookDeep dive: Examples of data-driven culture enabling stakeholder impactReal-time ESG insightsEmbed ESG data into core systems to enable real-time performance trackingBehavioursMeasure environmenta

42、l and social impacts across lifecycle of products and services, in supply chain and inlocal communitiesBenchmark DEI across the organization, e.g. employee diversity at level, percent of employees earning a living wage, gender pay gapOrganizational practicesEnable data-sharing across organizational

43、silos to understand aggregate social and environmental impacts in production, operations and supply chainUtilize standardized metrics facilitate cross-industry comparisonsMindsets“What isnt measured isnt managed”Company valuesContinuous focus on improving ESG KPIsESG TransparencyDefine ESG KPIs and

44、actively track performance towards goalsBehavioursTrack progress towards stated goalsFlag when at-risk of missing targets and implement plans to get back on trackOrganizational practicesEstablish KPIs, e.g. Scope 1, 2 & 3 carbon emissions, gender balance of workforceMindsets“Stakeholders appreciate

45、honesty about our progress”Company valuesSet time-bound targets and communicate them across the company, e.g. gender balance across all levels of management, 100% of employees earn a living wage,net-zero carbon emissionsStakeholder valueUse ESG metrics to inform business decisionsBehavioursGuide dec

46、isions and strategy with ESG considerationsOpenly discuss how to treat potential financial and sustainable trade-offsOrganizational practicesEnsure that dashboards and key decision documents include ESG metricsIntegrate ESG KPIs into performance evaluationMindsets“Sustainability is a key priority”“W

47、e should strive to select the most sustainable manufacturing inputs”Company valuesFinancial performance must not come at the expense of stakeholdersSee casesBack to Stakeholder Impact Space16World Economic Forum | Digital Culture GuidebookDeep dive: Examples of customer-centric culture enabling stak

48、eholder impactResponse to customer ESG demandsMeet evolving customer expectations by centralizing ESG in value propositionBehavioursBuild positive impact into value proposition, includingImpact on customer (e.g. healthy foods, financial well-being)Links to additional services (e.g. purchase of eyegl

49、asses supports access to vision care in rural communities)Sustainable products (e.g. recycled or organic inputs)Label products with ESG informationOrganizational practicesPartner with environmental or social certification providersReview existing products/services for bias or insensitivity andimplem

50、ent plan to rebalance (e.g. rebrand offensive brands)Mindsets“Diversity is an asset and differentiator that enables meeting nuanced customer needs”Company valuesCommunicate ESG value to customersIncentives for sustainable behaviourEncourage customers to make more sustainable choices during & after p

51、urchaseBehavioursEncourage customers to make more sustainable choices during and after point of purchase such as through delivery, reuse, recyclingDeepen customer relationship by educating customers on responsible use of products and services (e.g. less use of water, safe use of addictive products,

52、etc)Organizational practicesEngage customers on sustainability (e.g. platforms, blogs, app displaying CO2 impact of products)Offer sustainable options, e.g. carbon offsetsMindsets“The market for sustainable products and services can be expanded through customer engagement and education”“Reducing sco

53、pe 3 emissions requires customer engagement”Company valuesScope 3 emissions targets net-zero carbon emissionsTarget under-served marketsProvide products/services for unmet consumer needs, e.g. base of the pyramid, marginalized customer segmentsBehavioursAuthentically reach new customer segments by a

54、ligning regional and cultural expectationsDevelop new products, services and go-to-market strategies for under-served groupsCentre and empower diverse talent to create new customer offers and deepen customer relationshipsOrganizational practicesDiversify delivery channels to reach a range of custome

55、rsReview product/service portfolio for coverage across geographies and social groupsMindsets“We can tailor products and expand delivery channels to reach new customers”“Even groups who have not bought our products before arepotential customers“Company valuesEncourage out-of-the-box thinking and appl

56、ication of ideas to new contextsSee casesBack to Stakeholder Impact Space17World Economic Forum | Digital Culture GuidebookDeep dive: Examples of innovative culture enabling stakeholder impactSustainable products and servicesImprove ESG performance of products/servicesBehavioursPrototype ideas for m

57、ore sustainable or impactful products and services, e.g.Healthier foods, ed-techBattery electric vehicles, plastic-free packagingHold innovation sessions to reimagine products and servicesApply circular economy principlesOrganizational practicesFund research and development for improved impact of pr

58、oducts (e.g. for energy efficiency)Provide employee incentives for contributions towardsimproved sustainabilityMindsets“Sustainability challenges are value-enhancing opportunities that require innovation and creative solutions”Company valuesWe can create solutionsRecognize employees for their contri

59、butions towardssustainability goalsEngineering and technologyUse technology to improve efficiency, guarantee human rights in supply chain, etc.BehavioursInnovate engineering to improve sustainability in productione.g. use less water, reduce emissions by simplifying and shortening supply chain, etcIn

60、novate in production to increase health and safety of workersOrganizational practicesAutomate intelligent workflows and processes to create measurable efficiency gains and improve resource utilizationUse blockchain and other technologies to ensure a responsible supply chain, e.g. verifying that mine