Given the continuous change imposed by digital transformation, a proactive and adaptive culture is a critical resource and IT managers will have a key role in establishing the right mentality and practices in the company, so that Gartner expects that by 2021 they will be responsible for cultural changes as Chief HR

For Gartner’s research director Elise Olding, many of them have realized that culture can be an accelerator of digital transformation and that they have the means to strengthen the culture they want through technological choices. A partnership with CHRO is the perfect way to align technological selections and design processes to shape desired work behaviours.

The mission and values of an organisation are usually the responsibility of HR.

But the partnership between IT and human resources can shed light on how IT can make decisions on the design of processes and technologies that promote the intention of the desired organizational culture.

The company architecture can adopt principles that align with cultural traits and when the business designs processes can create them taking into account the desired traits. Therefore, IT supports the way an organisation acts in collaboration with human resources.

However, the change of culture is itself a process. This means that there will be obstacles to digital initiatives, people’s mentality and practices.

For Olding, a great way to restart cultural change and allow the adoption of new technologies and processes is the hacking of corporate culture: , you start to make it pass with a small group of motivated users and you

According to Gartner, 80% of medium-sized enterprises will change their culture as a way to accelerate their digital transformation strategy by 2021.

A recent survey found that 67% of organisations have already completed or were doing cultural change initiatives. The reason for many of these initiatives was that the current culture was identified as an obstacle to digital transformation.

Again: 75% of organizations with cutting-edge decision-making teams that reflect diversity and an inclusive culture will exceed their goals by 2022.

To achieve the objectives, teams must be composed of multidisciplinary and diverse members, with autonomy and responsibility to act and achieve financial objectives.

This is why Diversity and Inclusion (D & I) are crucial to the success of the working groups.

For Gartner, many technologies can improve the scope and effectiveness of D & I programmes, such as diagnose the current status of inclusion, develop leaders that promote inclusion and incorporate inclusion into daily business execution.

D & I initiatives are an area where IT managers and CHRO can work together in a simple and effective way.

For example, the former can support empowerment behaviors, as they have already gained a lot of experience with the agile development and product teams working together.

The IT department must work with human resources to set up monitoring, measurement and improvement programmes for inclusion.

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