Comments
batye
8/4/2016 10:26:42 AM User Rank Platinum
Re: culture club
@dmendyk I would say you are right and could not agree more as bottom line is a key... in any case how I see it...
dmendyk
7/24/2016 12:25:23 PM User Rank Platinum
Re: culture club
John -- Thanks for the comments. I remember one CEO who was adamant that "cultural change" was impossible to achieve, and then he spent the balance of his term trying to change the organizational culture. It didn't work -- as he had predicted. To add to your point, in my view business "culture" is rooted in money, in that members of the organization act to protect their economic interests. I learned this lesson early on, unloading trailers in a warehouse.
JohnBarnes
7/23/2016 8:22:39 PM User Rank Platinum
Re: culture club
MikeR, Dennis,
Leaping into the spongebath here, it seems to me that most cultural change is reactionary because cultures are homeostatic by nature; they try to keep change within tight bounds and exert various forces to do that, and they don't generate much spontaneous change. So it's more likely that the new gadget will induce a cultural change -- I can think of hundreds of examples from business history -- than that a cultural change will enable a technical one. This is disturbing to people who believe in "leadership" and "vision"; I sometimes wonder if that isn't a form of "management creationism" in which some of the senior leadership (and journalists) cling desperately to the old mythic explanations, rather than admit to evolutionary explanations, exactly because evolution by definition is directionless and opportunistic. A lot of us would rather believe that some Great Ancestor intended us to have these miracle machines and our society than that everyone just made it up as they went and we're descended from a mix of all the ones that didn't fail utterly. After all, if the myth is true, the CEO is a god-king calling forth the new world. If it's all just randomness, accidental selection, and evolution, then the mighty cockroach (forty times longer on Earth, so far, than human beings) and the eternal slime mold (probably five hundred times as long) are the real pinnacles.
Ariella
7/20/2016 8:34:03 AM User Rank Author
Re: digital transformation
@srufolo1 that makes a lot of sense. I'm sure you're right about that kind of confusion. Even in smaller organizations I've run into problems of each oen thinking that's another department's call.
pierre999
7/19/2016 3:38:45 PM User Rank Steel
Re: Too generalissimo
yes ! that's exactly what I'm thinking!
dcawrey
7/19/2016 2:01:34 PM User Rank Platinum
Re: Too generalissimo
I'm always a bit wary when the CFO is driving technical change. Often this means he or she is tasked with restraining spending.
For some IT projects that are needed at these businesses, big bucks will be spent. Having a CIO that recognizes this and acts as an agent of change is important – that's how innovative things will get done.
afwriter
7/19/2016 12:23:33 PM User Rank Platinum
Too many cooks
I think it is interesting that they would be fighting over who has to have more on their plate. Especially when it seems that not a lot of higher ups even understand a lot of this technology that is rolling out.
srufolo1
7/19/2016 11:50:20 AM User Rank Platinum
Re: digital transformation
It seems to me there has always been a disconnect as far as whose responsibility was what in enterprises. It's that way for security concerns and beyond. In addition, when doing business with a company, it has been historically confusing for solution providers about who the go-to person was. It used to be the IT guy. Then it was the CEO. So this disparity is not unusual. Maybe some job titles ought to be combined.
clrmoney
7/19/2016 10:58:39 AM User Rank Platinum
digital transformation
I'm not sure why some business don't all want to go digiital, I think some are old fashion in a way or will that cause some problems for them in the long run.
dmendyk
7/19/2016 10:38:26 AM User Rank Platinum
Re: culture club
The most effective way to achieve cultural transformation is through wholesale change and replacement, which can be achieved faster with new processes rather than retrained mindsets. CSPs are painfully aware of this, especially the ones that are having to modernize operations with a last-generation workforce. Some companies are trying to buy their way to cultural transformation, but those results are mixed at best.
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