Sixty-four percent of marketers expect their role to change in the next year; 81% in the next 3 years and while two in five (40%) marketers surveyed stated that they wanted to reinvent themselves, only 14% of those marketers actually know how to go about it. Lack of training in new marketing skills (30%) and organizational inability to adapt (30%) are cited as key obstacles to becoming the marketers they aspire to be.
Culture is not something that changes with a memo from the CEO or with a town hall meeting.
It has an intangible quality that requires sensitive nudging and precise targeting of new key behaviors, which is why changing culture takes time. It gives an organization its personality and shapes both its internal processes and the way it is seen by the outside world.
You can look for the few behaviors that already exist in your company that support the new approach. You can reinforce those behaviors in formal and informal ways. By doing this, you can enable the culture to change itself. You can’t change the culture just by trying to convince people of the merits of digitization. The trick is to focus on the way people act on a day-to- day basis.
To fully embrace the digitization path requires companies to adopt new ways of working. In short, they must develop a digital culture. They can use the formal levers to help change processes and adapt organizational structures and roles and responsibilities. They can use the informal levers to encourage people to change the way they think, feel, and behave to embed the digital way of doing business in their day- to-day work. If senior management addresses only the formal aspects and develops structures without targeting critical behaviors, the transformation is unlikely to take root over the long term; similarly, a push to change behavior just by bringing in role models and nurturing pride builders will have limited success if the more formal corporate structures that support the staff are not in place to sustain it.