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Digital Cultures: Age of the Intellect

Digital Cultures: Age of the Intellect


HOW! Digital Cultures! We are often asked is there a method or a way to influence or build the desired culture. Is there something called a right or a wrong culture?  Would organizations seek to alter its cultural path consciously and is it possible to do so? Our answer to that is a resounding YES. What “you got” is what “you get” and “what you have”. Right or Wrong - Good or bad! And this is not about whether organizations are actually right or bad. It is what people perceive it to be in those organizations. One is not declaring that there a standard formula, and if executed effectively, organizations would have a new or a desirable, favorable culture. NO, such a recipe does not exist. But with equal resolute can also state that if organizations were to understand, appreciate their As Is culture, with all of its facets, aspects, players, issues, challenges, goals in regard to their existing culture, it is indeed possible to influence such an As Is culture to a To Be desired state culture. It is possible to influence cultures where there is an honest attempt to understand the gaps in what the leadership believes is a gap between existing and desirable culture (In their opinion or based on opinions received from its people, customers – whatever may be the appropriate process they have followed to gather reliable data) with an aim to build a desired outcome (Could be Ethics, Resources, Compliance, Economic, Structural, Strategic, Processes, National – Global, Work Environments, Policy Perspectives, Rewards, Customer Relationships, Product Qualities, Nature of Business and there are many such variables to be covered in this outcome definition). These actions would or may mean and necessitate influencing strategy, structure, technology, leadership, rewards, people, values, purpose, policies, programs, rituals, attitudes, behaviors and To Be processes. It does not mean that such organizations can wish away its past, its history, stories, rituals or challenges, leadership practices or reputational image dimensions, but it can surely attempt to alter its course by responding and answering questions with a “YES, we will continue”, “NO, we will discontinue”, “May be, we will continue”, “May be we will continue along with doing the following additional things”, “Do More, Do Less”, and so on…. This book will cover many case studies, client experiences and research content where researchers, management consultants and organizational scientists have helped transform/ alter / modify / influence / change corporate cultures. Every large company that has attempted transformation or have transformed, successfully or otherwise have in a small or big way influenced its culture. At the substantive level, large scale change management programs are always about changing cultures. At some level in this book, we will close by saying, “It is all about Intellect,All about PeoPle,Stupid! APPS!” Pun intended!

Comments by global thought leaders on Business of Staffing: A Talent Agenda: “Your section on how HR needs to change in a digital context is spot on with those twenty points” (M. S. Krishnan, Associate Dean, Global Initiatives, Accenture Professor of Computer Information Systems, Professor of Technology and Operations, Ross School of Business, University of Michigan, Ann Arbor, Michigan). “Ganesh Shermon has really nailed it. He really knows this area well. Well worth reading for anyone interested in this field” (Mark Smith, National Industry Leader, Financial , , KPMG LLP; earlier Global Head of People & Change Practice). “A must-read for today’s HR professionals as they seek to learn evidence-based practices as they transform their talent management performance” (Laura Croucher, America's leader, KPMG HR, Transformation Centre of Excellence).

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