What Is Digital Culture


What is Digital Culture

Culture essays can take many different shapes. In order to be effective, it does not need to be too concerned with cultural theory or with the meaning of culture. An alternative would be to write a descriptive essay about a certain culture of one’s choosing in order to analyze how that culture shows itself via art, music, language, religion, politics, economics, morals, ethics, cuisine, sport, and other forms of expression. One may write an interesting article that analyzes the numerous parts of a culture that existed in the past or that exists today anywhere in the globe, and it would be published in a journal.

In an argumentative essay, one might argue that one form of culture is better or more successful at reaching the common good than another type of culture in order to achieve the common good.

When it comes to writing an essay about culture, the alternatives are virtually limitless.

Learn More About Digital Culture in These Related Titles

An essay about culture can take on a variety of formats. It is not necessary to spend as much time on cultural theory or on the meaning of culture. Instead, one may write a descriptive essay about a certain culture of one’s choice in order to analyze how that culture shows itself via art, music, language, religion, politics, economics, morals, ethics, cuisine, sport, and so on. One may write an interesting essay that analyzes the numerous features of a culture that existed in the past or that exists currently anywhere in the world.

In an argumentative essay, one may argue that one form of culture is superior or more successful at promoting the common good than another type of culture.

In summary, when it comes to writing an essay on culture, the options are virtually limitless.

What is Digital Culture?

It’s 7 a.m. Your phone vibrates in response to the alert. There are only 5 minutes left. You make a swiping motion on the screen. What happened to the snooze button? The other night, you downloaded an alarm clock app to use in the morning since you’ve been having problems getting out of bed. It’s one of those alarms that requires you to solve an issue in order to turn it off completely. You’re thinking about uninstalling the app. Sigh. You despise mathematics. Get out of bed and prepare for the day’s task.

  1. …loading…loading… Recently, your WiFi has been acting erratically.
  2. You pack your belongings and leave the house with an umbrella just in case.
  3. Is it better to take the subway to work or to hire an Uber?
  4. There are no UberX drivers available in your region.

UberBlack is too pricey. On your way to the train, you open Instagram, Facebook, Twitter, and Snapchat, and cycle through them in the same sequence you’ve done so for the past few days to catch up on what you’ve missed since the previous night’s festivities. You come upon the following:

  • Another someone who makes money off of boring videos, meaningless tweets, and moderately amusing Instagram memes
  • Spoilers for last night’s Game of Thrones episode
  • Selfies
  • “10 Ways to a Better You,” according to the heading of the listicle. Snapshots of last night’s antics on social media

You raise your eyes. The vast majority of people are strolling about with their heads down, gazing at their phones, or both. Bright billboards above you advertise the latest in technological advancement. Your wrist catches on something. It’s your wristwatch alerting you to the receipt of a text message. Your coffee is purchased at the coffee shop across the street, and you pay with your watch. Before getting on the train, you set up a playlist on your phone with offline podcast episodes that you downloaded the night before, put your headphones on, hit play, and shut out the rest of the world for a few minutes.

  1. It won’t transfer a video of a street performer that you took right before getting on the train, so you utilize the last drop of service to send a video to your pals.
  2. Connection to onedaywishfulthinking comes and goes as you move through each station.
  3. As you walk out of the railway station, you are overcome with a sense of accomplishment and euphoria.
  4. It is often referred to as “digital literacy.” In current culture, it is the outcome of omnipresent technology and infinite access to knowledge, and it is the result of disruptive technological innovation.
  5. You’re experiencing it.
  6. It is a combination of hacking, social engineering, and contemporary psychology.
  7. I believe you have grasped the concept.

The importance of these concepts is sometimes neglected as technology becomes second nature to us.

For example, we’ve developed the on-demand economy to provide us with the goods and services we require immediately, and cloud computing to allow us to work while on the go.

Moreover, as Moore’s law explains, because technology does not stop, we must adjust by adapting our culture as necessary.

To learn more about what makes technology tick, why it is made, how it alters the way we live our lives, why it causes us to behave the way we do, and what this implies for our future, we want to go deeper into the subject.

Everything has a cause and an effect relationship.

Interested in assisting us in our exploration and analysis of digital culture? Please refer to our submission rules for more information on how to submit your work.

Digital culture

Digital culture is defined as culture that has been influenced by the development and widespread usage of digital technology.

What is digital culture?

With the rise of the internet as a mass medium of communication and the widespread use of personal computers and other electronic devices such as smartphones, digitalisation has exerted an especially pervasive influence on culture. In today’s world, where digital technologies are so widely used, the study of digital culture has the potential to encompass all aspects of everyday life and is not restricted to the internet or modern communication technologies. However, while it would be unnatural to distinguish clear-cut eras distinct from one another, culture shaped by digitalisation differs in a number of ways from its predecessors, which have been referred to as print culture and broadcast culture, respectively.

According to Miller (2011), the specific characteristics of digital culture can be explained by the types of technical processes that are involved, the types of cultural forms that are emerging, and the types of experiences that are associated with digital culture.

Digital Culture and technical processes

With the rise of the internet as a mass medium of communication and the widespread use of personal computers and other devices such as smartphones, digitalisation has exerted an especially pervasive impact on cultural life in recent years. In today’s world, when digital technologies are so widely used, the study of digital culture has the potential to include many elements of daily life and is not confined to the internet or current communication technology. However, while it would be unnatural to establish clear-cut periods separate from one another, culture created by digitisation varies in a number of ways from its predecessors, which have been referred to as print culture and broadcast culture, in a number of ways.

As stated by Miller (2011), the unique qualities of digital culture may be described by the sorts of technological processes that are engaged, the types of cultural forms that are evolving, and the types of experiences that digital culture includes.

Cultural forms

Given the ease with which digital content may be reproduced, distributed, and updated, digital cultural goods have the potential to be in a continual state of ‘becoming,’ and are thus better regarded as processes rather than finished products in certain regards. In networked and hyperlinked digital environments, for example, the established cultural form of ‘narrative’, along with authorship, has been problematicatized: products are never completed, reading paths are hyperlinked and networked, and relationships between creators and audiences are often anti-hierarchical, with products being collaboratively constructed.

  • Online fan fiction, collaborative digital art, and internet memes are just a few instances of the type of contemporary cultural output taking place today.
  • Miller (2011, p.
  • Non-permanent modifications and recontextualizations of things are possible with relative ease.
  • For example, music, film, and television streaming services – which are typically delivered in a customised manner because to database-driven automation – are prominent examples of this.

It is reasonable to anticipate that virtual reality technology will continue to revolutionize cultural forms and participation.

Digital experience

It is still usual to draw a difference between what is referred to as the ‘virtual’ and what is referred to as the’real’. Because virtual environments are intangible, this is a deceptive distinction: just because they are intangible does not imply that they are not “real.” The use of terminology such as “cyberspace” and “meatspace” to distinguish between the “virtual” (or online) and the “offline” tends to reify obvious divisions between the two; yet, our experience is of both at the same time.

  • This has been discussed in the context of online bullying.
  • Simulation is an immersive experience brought about by the building of a model of a world, which may sometimes closely imitate the offline world.
  • Virtual experiences, as was the case with, for example, Second Life, are occasionally dismissed through the use of the well-known contrast between simulation and representation.
  • Video games are yet another example of a digital cultural media that has the ability to create a fully immersive environment.

Digital culture and new types of research

Understanding digital culture necessitates the development of novel and innovative research methods, and new approaches such as the broad field of digital humanities, digital hermeneutics, and digital ethnography have emerged to further our understanding of culture as it has been shaped by digitalisation.


Knowing and Understanding Digital Culture, by Vincent Miller, 2011. Sage Publications, London.

Why is a digital culture essential for a digital transformation?

If you wish to begin a digital transformation in your organization but your team does not have a digital culture, you will almost certainly run into difficulties. When it comes to digital transformation, everyone requires the correct attitude, which means you may have to shift a few mindsets, including your own. You are mistaken if you believe that digital culture is nothing more than working with digital software. Sorry to disappoint you, but this is not the case. It extends beyond digital tools to include changing skills, settings, and artifacts that deliver relevant information and make your routines easier to complete and maintain.

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You have to become familiar with and comfortable with the tools and abilities in order to utilize them appropriately, don’t you think?

It will be demonstrated in this post how you may transform such non-digital attitudes in order to establish a digital culture in your organization. Let’s get this party started!

What’s a digital transformation?

A lot of difficulties will undoubtedly arise if you attempt to implement a digital transformation in your organization when your team lacks a digital mindset or culture. As a result, you may need to alter a few mindsets, including your own, in order to successfully navigate the digital revolution. You are mistaken if you believe that digital culture is nothing more than working with digital software. I’m sorry, but that is not the case. It extends beyond digital tools to include changing skills, settings, and artifacts that deliver relevant information and make your routines easier to complete and manage.

Surely, you must become acquainted and comfortable with the instruments and abilities in order to utilize them appropriately.

Let’s get this show on the road.

What’s a digital culture?

Even though many individuals describe digital culture differently, we may define it as those who integrate internet technology into their job and personal life. Using digital tools and abilities to increase process performance in an industrial process is essential for the team working on it to be successful. Take note that I used the term “team” rather than “workers.” Digital culture is more collaborative than individual in nature. Surprise! Digital technology may speed up processes and give data that can be used to improve internal activities, customer service, and tool upgrades, but it takes more collaborative thinking to be effective.

According to information provided by McKinsey, the following are some important characteristics:

  • Individuals who are high performers, responsible, and self-directed
  • An environment in which they may achieve their full potential
  • Extremely well-coordinated and harmoniously integrated teams
  • Extreme discipline
  • The ability to act fast
  • A strong digital strategy is essential. High capacity for execution
  • Talents and digital champions
  • A long-term perspective
  • A will to take risks

Why is a digital culture important in industrial automation?

The industrial environment has a tendency to be quite conservative when it comes to finding answers. We are really concerned about the prospect of transitioning from our tried-and-true 4-20mA technology to digital technology, or from our traditional maintenance methods to new and more efficient ones. Industrial applications require, of course, solutions that meet their specific security and safety standards. That’s good, because digital technologies provide fresh opportunities to improve both of these aspects as well as others.

Data and history stored online, on the other hand, provide you with more in-depth knowledge and make it apparent and simple to examine and enhance performance.

Monitoring, on the other hand, must be done on a regular basis in order to get an understanding of asset behavior and learn to identify problems before they occur.

A digital culture is essential for making choices and making improvements in your process while using digital technology. If your staff does not have it, you will miss out on some of the most advantageous aspects of your new technology.

A digital service to simplify your life

It may appear that there is a lot to accomplish. It may even appear to be overpowering, but it is not need to be such. You may start with a modest implementation and work your way up to a more complex one, gradually changing both the process and the attitude. Digital solutions are frequently separated into services, allowing for the creation of tiny, simple apps to perform daily chores. Different digital services can be analyzed by the team for a routine point in a process, such as monitoring.

There are many different types of services available on the market, including those that may help you enhance the monitoring of your installed base, track the health of your field devices online, and more.

That’s all there is to it for today.

We’ll see you soon!

Characterizing a Digital Culture

To discover more about the author, Deborah Soule, please visit her website. A series of essays on digital transformation is being published in five parts. This is the fifth of those pieces. Take a look at Part One, titled What Stage Is Is Your Organization’s Digital Transformation Journey Currently At? ‘Stages of Transition in Becoming a Digital Organization’ is the title of the second section. Part Three is titled “Lessons from the Cultures of High-Performing Digital Organizations,” and it is divided into three sections.

Changing the way a company thinks and conducts may be a difficult and time-consuming task.

However, as digital technologies have an impact on multiple realms of activity, companies will need to adapt and fluidly reconfigure skills, connections, and processes in order to deal with the digital effects on their activities.

It may be defined as follows: Cultural transmission occurs in cultures through the dissemination of language, material things, rituals, institutions, and art, and it occurs in a similar manner as transmission from one generation to the next.

Over time, when a method of doing things appears to be effective, people begin to take it for granted and implicitly teach it to newcomers as the proper way to think and act “around here.” Visible artifacts such as logos, dress codes, and workplace design can provide clues about a company’s culture.

  • The benefit of organizational culture is that it maintains coherence and continuity even if individuals inside the organization come and depart from the company.
  • It helps an organization perform more efficiently and effectively in a familiar environment by shaping and guiding collective attention, energy, and effort in a recognized direction.
  • The difficulty lies in the fact that culture – which is both shared and subconscious – may be difficult to modify.
  • When beliefs, values, and standards are no longer clearly acknowledged, they can no longer be called into question.
  • As a result, culture is frequently connected with stability and the preservation of the status quo.
  • Where are openness to innovation and rapidity the most important values?
  • What type of culture do they have, and how does that culture help them perform better in today’s digital economy?
  • According to the findings of the research, the answer to all of these questions is yes.

Many high-performing digital firms are guided by a set of four values, according to the findings of the research mentioned above. These are the ones:

  • Aspirations to improve the world one client at a time are important to them, and they believe that technology can help them achieve their goals. The importance of speed: They place a high value on action orientation, preferring to move quickly and iterate rather than waiting until they have all of the data or all of the answers before taking action. Being open and wide in their involvement with varied information sources is more important to them than being secretive or selective in their information seeking and sharing practices
  • Their preference for high levels of discretion to participate flexibly in productive and exploratory activities over the use of controls and formally organized coordination is expressed in their preference for high degrees of discretion.

Across addition, we discovered a common set of digitally enabled habits in these firms, practices that reflect their values in action and that may be replicated elsewhere (i.e. values-in-practice). These are some examples:

  • A method of constantly and methodically (for example, through A/B testing) experimenting, learning from the outcomes, and adopting new information as soon as it is discovered Self-organizing: It is necessary to collaborate fluidly across functional, regional, and organizational barriers in order to solve difficult challenges and complete tasks. The use of data to drive actions and decisions: Accurate data collection and analysis in order to make choices, solve issues, and build solutions that can be scaled quickly and affordably Customers are a source of obsession: The ability to concentrate intensely and respond promptly to both spoken and unsaid demands of existing and future consumers
  • Keeping your eye on the prize: Being responsible for attaining goals and continuously pushing for quantifiable outcomes that make a meaningful impact in the lives of consumers

In summary, a “digital culture” is one that fosters quick adaptability and creativity in the face of rapidly changing technology and business settings. These principles and practices help organizations maintain coherence and continuity in the face of the transformational capabilities of digital technology while also enabling the inevitable and continuing change that is needed of them.

What is Digital Culture?

In theory, digital transformation appears to be just about technology, but in practice it encompasses much more than that. The transition to a customer-first approach represented by digital transformation reflects a shift in strategy and culture. It is also the process of transforming the organization into an agile service-led organization in order to prepare it for the future. In its 2018 ‘State of Digital Business Transformation’ study, the International Data Group (IDG) polled enterprises to better understand what they meant by the term “digital business.” The following places were discovered to be the most highly sought after by prospective employees:

  • Increase worker productivity by utilizing tools like as mobile devices, data access, and artificial intelligence-assisted operations. Possibility of managing business performance through the availability and accessibility of data
  • Meet and exceed the expectations of customers

Digital transformation is impossible to do without significant organizational change – digital culture is a critical component of successfully executing digital transformation. A task that is only half-finished, or worse still, a complete failure, is the result of failing to consider the cultural dimension of digital transformation. People’s willingness to embrace change with conviction is essential for both the early advocacy and the long-term success of your transformation. According to research, a firm with a strong digital culture has a direct impact on the financial performance of the organization.

A customer first focus– put the customer experience at the forefront of your business model. Create solutions for clients.
Quicker to action– in the future, opportunities won’t wait for unwieldy decision making processes to finish.
Teams, not individuals–no more silos or choke points; achieve goals through collaboration and shared resource.
Constant evolution–evolve products and services, and reduce the need for large scale change projects in the future.

Advocacy for social and economic change According to research, while the majority of C-level executives are active in digital transformation initiatives, fewer than half of normal employees are interested or engaged in the process. As a result, for many firms, half of their staff does not know or comprehend what digital transformation implies, let alone why it is occurring. There can be hesitation to accept new working habits, and even outright antagonism, as with any change; 26 percent of organizations report encountering opposition to change inside their company.

Developing a digital culture involves the following steps:

  • Promotion of social change through advocacy. However, while most C-level executives are active in digital transformation initiatives, fewer than half of normal employees are interested or engaged in the process, according to research findings Most businesses will find that 50% of their personnel does not grasp what digital transformation is, or why it is taking place. There can be hesitation to accept new working habits, and even outright antagonism, as with any change
  • 26 percent of corporations report encountering opposition to change inside their own organizations. It is all about thinking and perception when it comes to creating a great digital culture! A digital culture must be established in order to achieve the following:

Advocacy for social and political change However, while most C-level executives are active in digital transformation initiatives, fewer than half of normal employees are interested or engaged in the process, according to research findings. Most businesses will find that 50% of their personnel does not grasp what digital transformation is, or why it is occurring. There can be hesitation to accept new working techniques, and in some cases open antagonism; 26 percent of businesses report encountering opposition to change inside their company.

It is all about thinking and perception when it comes to creating a strong digital culture. Create a digital culture by completing the following tasks:


Employees must be involved in the digital transformation process at all levels of the organization. This entails the communication of objectives as well as training for all employees, regardless of their position within the organization. Engagement, on the other hand, is more than a single training session, a few emails, or an online compliance course — it is a continuous activity that should be integrated into the organization’s culture. What does this on-going communication look like in terms of structure?

  • Emails, newsletters, channels in communication platforms (such as Microsoft Teams or Slack), corporate communities, intranets, and blogs are all examples of regular communications. ‘Town hall’ meetings held regularly by the corporation
  • Webinars hosted by the company Company executives participate in AMA (‘Ask Me Anything’) forums. Assigning digital champions to certain projects
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Companies should also develop a “manifesto” for their digital culture, as well as clearly stated objectives and plans. Individuals will require guiding principles to guide them toward behaviors that are consistent with the goals of the organization if traditional structures and ways of functioning are to be transformed.

What’s the story?

What information should you be conveying to your employees? To begin, people must comprehend what is taking place and why it is taking place. When it comes to working in today’s modern workplace, employees are accustomed to the notion of new technology and system updates, but digital transformation is not synonymous with “digital optimization.” In order to effectively adapt and reorient within their roles, employees must grasp how things will change for them individually as well as the overall goal of the shift.

Because employee empowerment and autonomy are at the center of digital culture, corporate leaders must act as advocates for the change they are advocating inside their own organizations.

The introduction of appreciation for work that is in line with the new business culture can also have an impact on employee behavior and attitudes.

What’s affecting productivity?

When it comes to performing to the best of their abilities, what is it that holds employees back? Some people believe that there is pointless everyday bureaucracy that is solely in place because “that is the way we’ve always done it.” Rather of relying on the recommendations of a distant expert, digital transformation asks workers “what will make you more efficient?” therefore empowering them to shape their own future.

Taking Risks

How can employees achieve to the best of their abilities if they are not given the proper tools and resources? Possibly, there is pointless everyday bureaucracy that remains only for the reason that “it’s what we’ve always done.” Solutions aren’t provided by an aloof expert; instead, it asks employees “what would make you more efficient?” so empowering them to shape their own future.

Digital Culture in AECReal Estate

The influence of digital transformation and digital culture will be enormous in the construction and real estate industries, since developing and sustaining long-term customer connections is critical to the success of the organization. When you consider the number of encounters that a typical person working on a project may have with a customer, it becomes clear that enhanced and more well-connected technology has a significant potential to boost productivity. This demonstrates the critical role that digital culture plays in ensuring that core technology is adopted and applied by all employees across the organization.

Educating and educating staff is essential in order to reduce the risk of “culture clash,” which is the reluctance or fear of embracing new technologies by employees in any particular firm.

If you are contemplating implementing Digital Asset Management as part of your company’s digital transformation plan and would want to learn more about the value and advantages that DAM can provide to your organization, you can reach out to us using our website’s contact form or live chat feature.

Digital success requires a digital culture

A well-known presentation by Netflix CEO Reed Hastings emphasized that the firm’s culture was established on the self-motivated and high-performing individuals that worked for the company. “A great workplace is not defined by cappuccino machines, lavish perks, and sushi lunches,” he explained. “Amazing colleagues work in a fantastic environment.” In particular, he noted that a culture of self-discipline, similar to that of a professional sports team, was essential for a fast-moving digital business like Netflix, which expanded into hundreds of countries in less than a decade, roughly ten times faster than traditional media companies such as Time-Warner or Disney had done.

  • We’ve discovered that, although having a solid digital strategy is important, you also need a culture that supports its implementation.
  • That strategy will only be successful in the long run if your execution is near-perfect throughout.
  • In today’s digital age, one of the most significant hazards is the failure to take chances.
  • As a matter of fact, our clients have told us that the most significant barrier in digital transitions is the absence of a strong and cohesive corporate culture.

Three steps to overcoming cultural barriers

So, how can you bring your organizational culture into alignment with your digital strategy? In our research, we looked at a variety of cultural variables and discovered that targeting the following three areas has the most influence on alleviating blockages. Support from the highest levels: It is now well recognized that a digital transformation requires the active support of the CEO throughout the whole process. This top-down support, on the other hand, must extend beyond the chief executive officer.

Furthermore, in order to truly change culture, it is necessary for support for a digital reinvention to permeate down the management hierarchy all the way to every front-line employee, ensuring that the whole organizational pyramid is geared towards digital.

In addition, corporate executives must have a clear understanding of the company’s digital potential as well as prior experience in the digital arena in order to be credible in the eyes of their workforce.

In the process of transforming itself into a digitally focused organization, the bank eliminated the majority of its middle-management layer and transitioned away from a command-and-control style of leadership to one in which senior leaders set high-level direction and strategy while delegating significant autonomy to teams charged with execution.

  1. Cross-functional teams that are self-organized and non-hierarchical are empowered to complete projects from start to finish in digital businesses, which eliminates the need for such silos between departments, functions, and reporting lines.
  2. In order to guarantee that accountability is always held within the equivalent of a small to medium-sized business—a model that is more nimble than a worldwide, multi-tier organization—the teams normally consist of less than 100 individuals.
  3. In today’s digital age, one of the most significant hazards is the failure to take chances.
  4. According to our findings, businesses with high degrees of digital maturity (measured by what we call the digital quotient, or DQ) are more likely to have leaders who are willing to take on daring (and hence hazardous) projects.
  5. The degree of risk associated with a particular venture is frequently determined by the quantity of the investment at stake.
  6. Lower levels of the organization, on the other hand, are more likely to place smaller bets, such as when a mid-level sales and marketing executive alters product pricing or adjusts the company’s product mix.
  7. If your company does not have the correct culture, it will be difficult to transform it for the digital era.

In addition to being a senior partner in our Brussels office, Jacques Bughin serves as a director of the McKinsey Global Institute.

Digital culture: The dynamics of incorporation

This research examines the influence of a developing digital culture on learning by looking at the issue in Nigeria, the country with the highest population in Africa. Students and professors from higher education institutions were questioned through the use of social survey and purposive sample methodologies, respectively. Young people, who are mostly digital natives, have numerous sorts of smart digital gadgets in their possession, and they utilize them mostly for social connection with their peers, according to the findings.

Their professors and parents, on the other hand, are digital immigrants who are trying to understand and use technology, and who are unable to give the necessary leadership in its application.

Technology and digital information may be used as a strategy for social transformation and national development in Africa, and suggestions are offered as to how this might be accomplished.


Immigrants from the digital world Digital natives are people who grew up in the digital age. Universities and other institutes of higher learning LearnersLecturers Nigeria Technology Students at the university level Family life has always been traditional. Youth Copyright expires in 2021. David Baker is a writer who lives in the United Kingdom. Lucy Ellis is a fictional character created by author Lucy Ellis. Elsevier Ltd. is the publisher. All intellectual property rights are retained.

Building a digital culture: How to meet the challenge of multichannel digitization

Methods for overcoming the difficulties of multichannel digitisation

Executive summary

Many conventional retailers and other customer-facing firms have implemented new digitally enabled organizations, processes, and systems to compete in today’s market environment. In order to remain competitive, they are focusing on creating multichannel experiences, which includes drawing customers on the Web and through mobile devices, as well as through their existing retail storefronts. This technique, on the other hand, is not sufficient in and of itself to succeed in the digital era. It is possible for even well-designed systems to be undercut by an organization’s established culture — for example, when employees are reluctant to adopt the new behaviors necessitated by new technology.

  1. As a result, the much-needed move to a multichannel operating model is being put off until later.
  2. This is only possible if the organization has a culture that welcomes digital media and the ability to operate across several channels.
  3. Even at the scale of a major retail chain, senior management may take practical efforts to integrate a new way of thinking and new behaviors into corporate operations.
  4. The first are the formal levers of change — such as leadership policies, position definitions, and people procedures — that are designed to address the processes and structures that are necessary to enable digital transformation.
  5. The second group consists of informal levers, such as important behaviors, role models, and networks, that assist employees in changing their ways of thinking, feeling, and behaving as a result of their new experiences.

Using these formal and informal levers in a coordinated manner can assist individuals in adapting to new methods of conducting business and enable businesses to provide the multichannel experience that customers desire.

Embracing the digitization path

It is necessary for businesses to adapt new methods of functioning in order to fully embrace the digitalization road. In a nutshell, they must cultivate a digital culture. They can utilize the formal levers to assist in the transformation of processes, the adaptation of organizational structures, and the assignment of new roles and responsibilities. Using informal levers, they may persuade employees to change the way they think about, feel about, and behave in order to integrate the digital mode of conducting business into their daily work routines.

  • Similarly, a push to change behavior simply by bringing in role models and nurturing pride builders will have limited success if the more formal corporate structures that support the staff are not in place to sustain it.
  • When he was unable to or refused to do so, the organization resisted adopting its new digital identity.
  • There are just a few weeks between the announcement of another company bankruptcy.
  • “If you get the culture right,” says Tony Hsieh, founder and CEO of Zappos, “most of the other things will just take care of itself.”
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Digital Culture Series

Mr. Adam works as a manager for a large international firm. It is not necessary to know what his particular role is in this scenario. Each morning, he has reported to work at 8 a.m. on the dot, emailed his boss a note outlining the tasks he intends to complete throughout the day, and then brought his team together for a short update on the day’s events. He has been doing this for years, and while the individuals working with him have changed, his approach has remained constant. For many years, he was consistently praised for his implementation of this method.

  • Adam’s productivity, reaction times, and other aspects of his job were all criticized, among other things.
  • The team’s overall performance reached an all-time high as well.
  • Despite his best efforts, Adam’s productivity and engagement levels began to deteriorate after months of attempting to emulate their way of working.
  • In less than a year, he made the painful choice to leave his position at an organization to which he had dedicated more than two decades of his life.
  • A number of the firm’s most experienced and skilled employees depart because they no longer have a sense of belonging to the business.
  • This selection is heavily influenced by the concept of “fit.” “Fit” is a critical consideration in the placement of candidates for many firms – will the individual get along well with the rest of the team?
  • To put it another way, will the individual feel a feeling of belonging and ownership inside the business when they join?

As a result, many businesses dismiss ideal applicants despite the fact that they possess the skills and qualities that the firm desires.

As a result of the difficulty in changing organizational culture, cultural fitting has become a fundamental evaluation factor.

If the culture of an organization needs to change, the result is a large number of casualties, many of whom are highly experienced and brilliant individuals who leave the company because they do not connect with, or are incapable of adapting to, the new culture.

This is the stalemate in which corporations find themselves today, in the Digital Age.

Shortly put, companies are experiencing digital transformation, and a cultural transition from a “traditional culture” to a “digital culture” is critical to the organization’s success in its digital transformation.

This blog is an attempt to demystify the notion and construct of digital culture, as well as to explain why it should be of interest to all people in the world.

Digital culture and why it should matter to you

Culture has been defined as “the synergy of underlying ideas, assumptions, values, conventions, habits, symbols, and language that defines and distinguishes a group” for many generations in the United States. Because of the introduction of digital technology, this concept has evolved dramatically. Put another way, digital is the union of people and technology in its most basic form. Digitization is altering the environment around us, and we are adapting our technological capabilities to meet the demands of this evolving environment.

  • We must innovate and evolve if we are to be able to adapt.
  • In a nutshell, in order to keep up with the speed and pace of digital disruption, organizations must prioritize the evolution of their cultures as necessary.
  • However, at the end of the day, it all comes down to how people interact with technology in their daily lives and at work.
  • It has been replaced by unbounded innovation and relentless iteration, two tenets of the Digital Age that must be adhered to at all times (Read more: Digital BLUR framework).
  • This clearly necessitates a shift in perspective.

Digital Culture vs. Digital Mindset

It is commonly believed that digital culture and digital mentality are synonymous, which is incorrect. While there are numerous similarities between the two notions, the most significant distinction is the breadth and magnitude of each concept. When compared to digital culture, which is a construct at the communal level (see What is digital mentality and why is it important? for more information), digital mindset is a construct at the individual level. To ensure that an organization’s success, it is critical that at least the majority of its employees have the same or a similar point of view.

While digital mindset refers to how one thinks about and processes information obtained through digital technologies, digital culture refers to how the collective workforce responds to this information, behaves, and influences one another.

The following are critical components of a successful digital culture:

  • Risk management, a strong customer focus, and collaboration are all important.

As a result, these are fundamentals of digital culture rather than characteristics of a digital mentality since they present themselves in both attitude and conduct.

Risk aversion, a lack of customer focus, and silos have all been factors that have hampered corporations in the past. These are cultural issues, and overcoming them is critical to achieving a successful digital transformation strategy.

Part – 2: Uncovering the Importance of Digital Culture

It’s more accurate to refer to them as pillars of digital culture than of a digital mentality because they exhibit themselves in both attitude and conduct. Organizations have been hampered in the past by risk aversion, a lack of customer focus, and silos. The resolution of these cultural difficulties is critical to the success of digital transformation.

1. No digital transformation is complete without cultivating a thriving digital culture

According to a study done by Couchbase, more than 90 percent of digital transformation projects fail. Why? This is due to the fact that many firms feel that investing in digital technology would be sufficient to catapult them into the information era. Realistically, though, a successful digital transformation is the product of three factors: digital technologies, strong digital leadership, and most significantly, a strong and innovative digital culture. Two of these aspects are concerned with humans.

When it comes to digital transformation failure, one of the most often themes that comes up is the inability of the organization’s leadership to create a unilateral culture that supports the organization’s digital strategy.

Changing a current value system in favor of a new or improved one takes time, especially when you are working with an established and long-serving workforce, which is why it is important to be patient.

It is critical, however, that as a company’s culture emerges, it be recognized and handled effectively – a multigenerational, heterogeneous workforce implies a wide set of values and behaviors that characterize how things are done in the business.

2. Shortcomings in organizational culture are one for success in the Digital Age

Within a same business, there are people with varying levels of technological comfort – digital rookies coexisting with digital masters and natives, for example. Consequently, the way employees engage with technology and the value they gain from it are disproportionally influenced by the company’s policies. While this imbalance persists, firms will continue to struggle with establishing and maintaining a digital culture in their enterprises. However, the difficulties associated with a different thinking among the workforce extend beyond the lack of an united culture — agility inside the firm is impossible to create.

What exactly happens?

In an era where the business landscape is continually changing and clients want instant results, a gap of this magnitude will almost certainly end in the collapse of the firm.

3. A strong digital culture is an organization’s competitive edge

If there is one thing that digital disruption has taught us, it is that the future belongs to those that move quickly. However, technology alone will not be sufficient to move a business into the future. Putting people at the forefront of an organization’s strategy, concentrating on their performance, and ensuring that their purpose is aligned with the business’s vision will almost likely help the organization go forward. The reason why digital culture is important in this context is that the fundamental pillars of digital culture focus around people, performance, and purpose.

Organizations provide possibilities for peaceful cooperation amongst people with a wide range of points of view and methods to accomplishing things when they do so.

  • Unlock previously unrealized value
  • Provide clients with items that go above and beyond their expectations
  • Create a foundation for future breakthroughs

4. A strong Digital Culture is key to business longevity

Many organizations are currently at a standstill, either because they are unable to make sense of the disruptions taking place around them and how they relate to them, or because they are unable to realize the full potential of digital technology and the impact it can have on the organization’s overall performance and effectiveness. Daniel Rowles, CEO of Target Internet, advises enterprises in his book, “Building Digital Culture,” about the dangers of addressing digital disruptions the same way they have responded to other types of disruptions in the past.

As a result, firms have no choice but to take a chance and experiment with their products.

They’ve been able to do so not just because they respect innovation, but also because they have established an environment conducive to it.

With another way of saying this, it takes a robust digital culture.

5. Embracing Digital Culture can improve employee engagement

According to a survey conducted by Microsoft EMEA, firms with a strong digital culture exhibit the following characteristics:

  • Employees who feel empowered are five times more numerous than employees who feel engaged are four times more numerous. Workers who feel inventive are three times more numerous than employees who feel productive are two times more numerous.

What is the mechanism via which this is possible? Employees in the modern workplace are subject to the following facts and figures:

  1. They want to have a sense of ownership and responsibility for the work they perform. It is when individuals perceive a sense of purpose, worth and significance in their work that they are most driven. They are looking for openness, equality, and a sense of belonging. They are looking forward to receiving open and honest input.

We all know that the most valuable asset a firm has is its employees. When companies exceed their employees’ expectations, they are able to earn a 26 percent increase in profits. This is due to the fact that highly engaged employees:

  • Take fewer sick days
  • Remain with the organization for a longer period of time
  • Find ways to reduce costs while increasing value
  • Are ardent promoters of the organization
  • Are able to continually surprise and delight the customer
  • And, are able to retain the loyalty of their customers in an irreversible manner
  • And

Watch this video to learn how to establish a digital-first culture in your firm. The advantages of investing in the development of a digital culture are abundantly clear. The issue remains, however: how far has your business progressed along its path? In order to actually be able to brag about a successful digital transformation, it is imperative that a digital culture is fostered throughout the organization. The work put into the transformation process can only be beneficial if firms begin by converting their people’s thinking and the organization’s culture to be more digital-first in their approach to business.

Later chapters of this series will cover topics such as ‘the features of digital culture,’ ‘assistance for your elderly workforce to embrace digital change,’ and ‘how to develop a healthy digital culture. Thank you for your time and consideration, and we hope to see you on the other side!

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