Shulou(Shulou.com)06/02 Report--

Facts have proved that in a large enterprise, digital transformation is impossible. Because traditional middle managers will try their best to resist any change to the status quo. The lack of cultural change usually does not lead to meaningful progress.

According to Gartner, proactive and adaptive culture is a key asset, and some CIO may play a role in establishing the right mindset and practices within their enterprises. Gartner predicts that by 2021, some CIOs will be responsible for cultural change as chief human resources officers (CHROs).

Enterprise change management objectives

"many CIO have realized that culture can be the accelerator of digital transformation, and they have the ability to strengthen the culture they need through technology selection," said Elise Olding, vice president of research at Gartner. "working with CHRO is the perfect way to combine technology selection with the design process to form ideal work behavior."

The mission and values of an enterprise usually belong to the category of human resources. According to Gartner's assessment, the relationship between IT and human resources can reveal how IT makes technical and process design decisions to promote the desired corporate culture.

Enterprise architecture can adopt principles consistent with cultural characteristics, and when business analysts design processes, they can create them based on expected characteristics. Therefore, IT supports the way enterprises cooperate with HR.

However, cultural change is a process. This means that digital innovation will face obstacles in people's thinking and practice. "" A good way to promote cultural change and adopt new technologies and processes is cultural hacking. Start with a small, proactive user base and use it to show quick victories and results, "Ms. Olding said.

Change is a constant job.

A recent survey by Gartner found that 67 per cent of companies have completed their cultural change programmes, many of which are due to the fact that current culture has been identified as an obstacle to digital transformation. But it is very difficult to overcome employees' old-fashioned thinking.

Christie Struckman, vice president of research at Gartner, said: "in 50 per cent of cases, the transformation initiatives were obvious failures, and the CIO reported that the main obstacle was culture." "the reasonable conclusion is that CIO should start with cultural change and start the digital transformation, rather than waiting for the solution to be solved later."

Why do you need to change the diversity of thinking?

Today's companies need to make better decisions quickly, ideally on the front line. To achieve this goal, the team must be composed of multidisciplinary and diverse members with autonomy and responsibility to act and achieve financial goals. Diversity and inclusiveness are critical to the success of these teams.

That said, if the DharmI program is properly expanded and actually reaches front-line employees, it will only contribute to business results. Companies often overlook the expansion of Dempi programs to frontline employees, such as unconscious bias training.

A number of technologies can increase the scale and efficiency of DharmI projects, such as diagnosing the current state of inclusion, developing leaders who promote inclusiveness, and integrating inclusion into day-to-day business execution.

The dumped I program is an area where CIO and CHRO can work together easily and effectively. For example, CIO can support authorization behavior because they have accumulated a great deal of experience in agile development and product team collaboration.

Raise expectations for real change

Chief executives must enforce the required internal collaboration in their leadership teams and eliminate those who are closed-minded. Unfortunately, some people will never change.

IT must work with human resources to develop incremental plans to monitor, measure, and enhance tolerance for open-minded people who embrace change. Gartner's research shows that meaningful inclusion strategies can improve performance by more than 30 per cent in different teams. Raise expectations and achieve real change.

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