created a startup culture
capable of facilitating technological transformation. They used the executive training budget to put their leaders into"hackathons" with startups to expose them to more agile ways of doing business. They asked the innovation team not to innovate, but to teach the entire organization how to innovate. They identified obstacles to change, tested out ways to remove them, and created shortcuts.
They’ll need to map those same experiences to the employee experience [through learning opportunities].Once the culture is aligned and there is organizational buy-in, it becomes easier to try to find solutions through rapid testing. Zsolt Katona, associate professor at UC Berkeley’s Haas School of Business, and co-faculty director of its , highly touts the idea of experimentation:
Digital transformation is never finished, but it’s a series of small and vigorous steps. The whole idea is you have to do these experiments, and do it fast, fail fast, and then move forward with other experiments. The process begins with asking the right question to benefit your immediate business goals or operations, and then gathering the data that would answer those questions.The trick is finding the people who not only possess the technical skills to carry out the changes needed, but who also know how to ask the right business questions.
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