A breakfast briefing hosted by FT | IE Business School Corporate Learning Alliance
The key objective of this business breakfast is to act as a think tank addressing current and challenging questions related to business.
We addressed in October the topic of Cultural Transformation in a Digital World and discussed the impact this transformation has on HR and people management. The overall agreement is that cultural transformation has to be human-led, particularly in a VUCA environment where predictions are difficult to make and often incorrect.
Robin Kwong (Financial Times) also commented that one of the key dimensions of cultural transformation re. digitization is to make sure that you don’t have digital specialists and on-digital employees. The success of the transformation requires that everyone is related to digital in his / her daily work.
We explored the topic using the below questions as guidelines:
How is the digital revolution changing working pattern and skills required by companies?
This requires that all employees understand clearly where the company wants to go so that they are doing the extra mile needed for success, in a much more entrepreneurial mode. If the employees have left the company (for instance have created a start-up) and this adventure can bring value to the company, one of the challenges of the cultural transformation is going to be able to bring them back at a point in time.
In this cultural transformation, we need to make the life of our employees easier, give them visibility, attract / transform / engage them. This requires that we have some kind of a “lifelong relationship” with employees, even if they leave for a while and come back at a later stage (companies to manage their network of alumni?)
What is the impact for HR? How will the HR role change as key tasks become automated?
The digital world is changing several dimensions of work and raising questions such as
All these questions probably require management to have a better, more profound dialog with employees. To a certain extent, we need to move from a parent-to-child relationship to an adult-to-adult relationship. This also means that the recognition for efforts and success have to rely on a different symbolic, both because of the impact of digitization on employees and the increasing number of millennials in companies.
What are the main near term challenges to make this transformation a success?
Several challenges among which the most important ones are:
Robin Kwong, Head of Digital Delivery, Financial Times
Robin has a remit to push the boundaries of digital story-telling and to make imaginative project planning routine across the FT's editorial operations.
Professor Balvinder Powar, FT | IE Corporate Learning Alliance educator
Balvinder has extensive experience leading business, social, cultural, media and technology projects in Spain and internationally. His main skills include communications (internal and external), creative & strategic input, business development & senior management, team leadership, relationship management & business mediation.