The study published by Capgemini and analyst Brian Solis, entitled “The Digital Culture Challenge: Closing the Leadership Gap-Employee,” revealed a deep cultural divide between management and staff.
Capgemini and Solis have interviewed more than 1,700 employees in 340 companies in eight countries, finding a significant gap between leadership and employees about the existence of a digital culture within their companies.
The 40 percent of senior executives believe that their company has a digital culture, but only 27 percent of employees surveyed agreed with this statement.
Among the participants, 20 percent are senior executives, 40 percent midrange managers and 40 percent of employees who do not have decision-making roles. The research involved five industrial sectors: automotive, banking/insurance, consumer products, retail, and telecommunications.
To compete with the future, companies need to invest in a digital culture that reaches all. The research shows that culture is both the first hurdle that the catalyst of the digital transformation and innovation. Many executives believe that their culture is already digital, but employees do not agree. This gap means the lack of a vision and a digital strategy and a tactic execution plan from above.
Cultivating a digital culture of signs that you understand how technology is changing behavior, business and market dynamics. It helps all stakeholders to grow more effectively in an evolving business scenario.
Overall, the report found that 62% of respondents see the corporate culture as a major obstacle in the path to becoming digital. In addition, the data show that seven percentage points worsen the situation since 2011 when Capgemini started its research in this area.
The survey asked participants to rate the digital culture of their company based on seven factors: collaborative practices, innovation, open culture, digital-first mentality, agility and flexibility, client-focused and data-driven culture.
The report highlights that employees do not see the culture of their company as “digital.” The conclusions stated that the “gap on digital culture” is a consequence of the fact that management does not communicate a clear vision of the digital company, who lack role models and digital KPI aligned with the digital transformation objectives.
Digital technologies can bring significant value to the business, but companies can unlock that potential only if it is widespread and entrenched the right digital culture.
Companies need to engage and inspire all employees to enable cultural change; work on this gap between leadership and employees is a key factor for growth. Companies that make a strategic pillar of the digital culture will improve their relationships with customers, attract the best talent and are ready for success in the digital world.
Even the innovation is critical for many companies. Only 7 percent of companies surveyed believe it can test new ideas and implement them rapidly. This figure reflects the perception of employees on the culture of innovation. Only 37% of respondents say that their company has a culture of innovation, experimentation, and risk, compared with 75% of senior executives.
In addition, there is strong disagreement on collaborative practices. 85 percent of executives believe that their company promotes internal collaboration, but only 41 percent of employees agree.
Research has also found considerable differences between what the management and employees perceive as a clear digital strategy. The 60 percent of respondents in positions of leadership claimed to have a clear strategy to realize their digital goals, while only 37 percent of employees are in line with this statement.
In conclusion, the report stresses that companies are not engaging employees in the process of cultural change. Engaging employees is crucial to form an effective digital culture and accelerate the cultural and digital transformation of the company. Leaders and company management are crucial to translate the broader digital vision into tangible results and reward positive digital behaviors.
Capgemini and Solis recommend the implementation of digital change agents and upgrading of employees by spreading a digital culture, the design of new digital KPI focused on conduct and made tangible the transformation of digital culture and invest in digital skills.