The human and culture factors in the digital change process

The (corporate) cultural, human factor has a decisive influence on the success of the transformation

Digitalisation in the business world is undoubtedly of great importance for the future viability of a company. It is important to emphasise that digitalisation is not an end in itself, but should create added value for customers. It is about reviewing your own business models and adapting them where necessary in order to be successful in the digital world.

When developing an individual digitalisation strategy, it can be very helpful to consult external experts. They can provide an unbiased view of the company and its processes and help to identify processes that can be digitalised. However, it is important not to focus exclusively on technical solutions. The human component must not be neglected. At DerNukleus, we don't believe in standardised modular solutions.

It is a widespread misconception that digital change processes consist solely of technical questions such as:

• Which systems guarantee that data is available when it is needed?
• Which tools can be used to organise collaboration across globally distributed locations?
• How do you manage the balancing act between high data availability and the protection of sensitive, business-critical information?

The focus should not be too much on the technical aspects

All too often, consultants suggest that change is possible through technical solutions alone. Clarifying such details is neither the first nor the most important step towards the digital future. Before that, groundwork needs to be done.

• How do you create the greatest possible added value for customers through digitalisation
• Which processes should be digitalised?
• Do my business models even work in the digital world? Will new business areas even open up? (Keyword disruption)

Answering these questions requires an honest analysis, regardless of personal interests, departmental boundaries or other sacred cows. And many companies fail at this critical point. On the one hand, they rely on conventional structures and traditional approaches; on the other, they underestimate internal forces of inertia.

Culture helps to break down forces of inertia

Jens Hahmann, Head Coach Human Touch at DerNukleus, sums up the realisation as follows:

The introduction of digital change requires open communication, a corporate culture that supports change and the involvement of employees. Managers must communicate the meaning and benefits of digitalisation to their employees, take fears and reservations seriously and give them the opportunity to try out new methods and tools and share their experiences. After all, it is ultimately the people in the company who can successfully shape change.

Successful change and the associated changes in the way we work and communicate with each other require committed, motivated people. Employees can successfully shape the digitalisation of a company or cause it to fail.

Leadership means coaching, encouraging and supporting

Digitalisation requires constant learning and further development of one's own skills. The half-life of knowledge is being shortened by digitalisation, which is why it is important to establish a culture of personal development. Employees should have the opportunity to continuously learn and develop their talents.
It is the most important task of company leaders to motivate their own workforce and show them how sensible - indeed, how there is no alternative to change. It is not technology that is decisive here, but above all a corporate culture that promotes innovation and good arguments.

This requires a management level that takes the following things into account:

• The will to change must be authentically exemplified and not just demanded by others.
• The reservations and fears of the workforce must be taken seriously. 
• The opportunities and benefits of digitalisation are illustrated with concrete examples. At the same time, possible negative aspects must not be concealed.
• Decisions are made jointly and communicated transparently.
• Heterogeneous teams of digital ambassadors communicate the sense and necessity of digital change to the workforce.

Employees must be given time and resources to test and develop new methods and tools in real-life scenarios and share their experiences. This is because digitalisation works organically. It can be organised step by step. Digitalisation is not a revolution that suddenly creates unchangeable facts. In the best-case scenario, management manages to establish a positive mindset among as many employees as possible that is willing to learn and change. People with this mindset understand that they can develop their skills and intelligence. This makes them virtually predestined to master the challenges of digital transformation.

Successful organisations are built around people's gifts and talents

The (corporate) cultural, human factor has a decisive influence on the success of the transformation. For us at DerNukleus, people are at the heart of the digital economy, which is built in organisations around the gifts and talents of employees. People are therefore at the centre of the digital transformation. 

Personal development becomes a normal part of life

It requires a corporate culture that is open, willing to learn and ready to change in order to successfully manage digital change and take advantage of the opportunities offered by digitalisation. The rapid pace of digital change is shortening the half-life of our knowledge and skills. Continuous learning and talent development will therefore become the basis for surviving in the future world of work. This requires a growth mindset.