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Introduction

The next generation of digital initiatives will bring new challenges, not just in delivering technically superior solutions, but also in changing attitudes toward the use of these technologies.

Highlights

  • Successful initiatives will need to incorporate entrepreneurial skills in managing expectations, creating alignment, building commitment, and constructing partnerships.

Features and Benefits

  • Learn how organizational culture is not one-size-fits-all, and different approaches are needed to address the specific needs of each organization's culture.
  • Understand the importance of assessing whether the organization’s dominant style of leadership is a satisfactory match for the realities of its internal culture.
  • Learn why the "burning deck” does not always work predictably as a lever for driving change.

Key questions answered

  • What are some well-tested methodologies and models for driving cultural change in the enterprise?
  • What are some practical "soft skills" that managers need to consider when driving a digital initiative?

Table of contents

Summary

  • Catalyst
  • Ovum view
  • Key messages

Recommendations

  • Recommendations for public sector leaders
  • Recommendations for vendor partners

A change agenda needs to be carefully grounded in the reality of existing corporate culture

  • Make an honest assessment of corporate realities
  • Use this simple tool to assess the underlying realities in your organization

Carefully consider whether the "burning deck" is a viable lever for driving change

  • Fixing what isn't broken is always a difficult challenge

Consider Maslow's "Hierarchy of Needs" when developing your transition plan

  • This enduring management tool continues to deliver valuable insights, even in the digital age
  • What needs to be done?

Different approaches to driving change are a better fit for each organization's culture

  • Use this planning tool to address the relationship between corporate culture and change complexity

Digital initiatives typically require a good dose of well-grounded pragmatism

  • Sometimes well-researched theory must give way to pragmatic necessity

Assess whether the organization's leadership style matches its corporate culture

  • The big challenge is to moderate leadership style to match changing requirements

Citizens want government to be careful, consistent, and trustworthy, as well as modern, agile, and responsive

  • Bureaucracy is not dead
  • 21st-century enterprises need to be more responsive
  • What sort of culture should organizations have today? Would it meet emerging needs?

Appendix

  • Methodology
  • Further reading
  • Author