Why Human Connections Should be at the Center of Digital Transformation: A Conversation with Brian Solis
In our operationalisation. All of these things need that reflection and our colleagues a tableau would say that this is exactly why you need a data culture so that we can cross functionally think about ways where we learn and add value. I also like to say the places where we could also so that we could move forward and then for example salesforce is a big investor in a company called automation anywhere and looking at ways where we can throw a into repetitive process of free up human resources that we can reflect so that we can accomplish more tasks that need human beings where we can train and reskill people to be more creative and innovative in these new areas. That are growing quickly. That's how we do it. It's a cross functional. It's an organizational transformations change management is digital transformation but we have to create a steering committee or a coe. That's designed to sort of drive this growth in this new direction and we also have to get back to this culture conversation. Which is we have to empower people to think differently and work differently with to reward them for moving in these direction so it makes change less strenuous and scary and we also have to have an articulation of where we're going and how we're gonna get there that's great and you you've mentioned culture and company culture and change and in this time that we're in where we're all remote it seems like keeping that cultural together is a real challenge and so i'm wondering how you think about continuing to empower people to be part of a culture employees customers managers inside of an organization and with customers as we integrate more technology into our daily lives and were more disconnected. How do we maintain company culture and build it and have it be the living thing that is on. Yahoo rightly rightly said it there. It is living entity and it requires constant cultivation and steering and validation and motivation stimulus. And but that's why it's referred to as her design i. It's something that needs to be designed something that has to be invested in so that it's healthy in an alive and that everybody feels like they're playing an active role in where we are and where we're going. Most companies have a culture. It's just not designed it's sort of a function or the net result of how we work and how we think and how we reward success or defining rewards success within the organization for example i've done In a past life a lot work with a company called gaping void out of miami and gaping void is a culture design studio that believes that culture is a management system. So for example. If we've ever heard that expression that culture eats strategy for breakfast jason cormon. Who's the president. Gaping void would save. Culture is the strategy. It's not one or the other once you have culture defined you have to start with. What is our future motivating state like michael. Were we going together and this is something that you believe in an can believe in and because i'm going to ask you to do things differently but you believe in it then. I'm going to show you new ways to move along with me. But i'm going to reward you for taking these new steps in this process and find ways to constantly reward and motivate you so that we move together but that you also help others around you move together in these ways and then we're going to define a new belief system and we're going to visualize that belief system within the organization. That's going to say we're not going to tolerate detractors. Were not going to tolerate things that take away from removing because we're all agreeing on a new social contract together at work that has human beings. This is where we're going to work together. This is how we're going to define and measure success and happiness and then we're going to visualizes called semiotics. We're going to visualize these messages at move us along the way longer journey. These visuals and the articulated beliefs are going to Confirm where we're going and they're going to validate what we believe. In between these articulated beliefs and semiotics essentially what you have is a construct for culture design of visualization and articulation of where. We're going and why what success looks like along the way and ultimately what success looks like and the more you start to move in those behaviors you would essentially you have is a new set of norms and once you have that new set of norms and behaviors. You actually have culture a desired culture. And if you look historically companies with an intentional culture out perform companies that don't have intentional culture and if also a leader leaves and organization and that culture isn't managed forward than the culture parishes with that leader so it is a constant investment and look not only do out perform companies with a better culture.