¿Qué les impide a las empresas adoptar una cultura digital?

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  • Frente al 40% de la alta dirección que cree que sus empresas tienen una cultura digital, solo el 27% de los empleados está de acuerdo con esta afirmación.
  • La innovación sigue sin ser una realidad para numerosas organizaciones: Existe, pero en teoría, no necesariamente en la práctica.
  • Además, a la hora de localizar el problema, un 62 % de los directivos señala que la cultura corporativa reinante es el principal obstáculo en su proceso de transformación digital.
  • Sin embargo, un 34% de las empresas están “adelantadas” en la carrera de la cultura digital por lograr un buen desempeño en cultura digital y por conseguir con el arraigo de la cultura deseada en todos los niveles de la organización.

Capgemini, en colaboración con Brian Solis, analista digital de prestigio internacional, acaban de publicar las conclusiones de su último estudio The Digital Culture Challenge; Bridging the employee-Leadership Disconnect. Según el estudio, el 62% de los consultados considera que la cultura corporativa reinante es el mayor obstáculo en el proceso de transformación digital de una empresa, con el consiguiente riesgo de pérdida de competitividad en el entorno actual. Además, esta percepción ha empeorado en 7 puntos porcentuales (pp) desde 2011 —año en que Capgemini realizó el primer análisis en este ámbito—, cuando el porcentaje fue del 55%.

[section label=”Sólo el 27% de los empleados cree que su empresa tiene cultura digital” anchor=”Sólo el 27% de los empleados cree que su empresa tiene cultura digital”]

Sólo el 27% de los empleados cree que su empresa tiene cultura digital

El estudio de Capgemini, basado en 1.700 encuestas a profesionales de 340 compañías en 8 países y entrevistas en profundidad con expertos académicos, pone de manifiesto la considerable diferencia entre la percepción que la alta dirección y los empleados tienen respecto a la existencia de una cultura digital dentro de sus organizaciones. Frente al 40% de la alta dirección que cree que sus empresas tienen una cultura digital, solo el 27% de los empleados está de acuerdo con esta afirmación.

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Fuente: Capgemini

Los profesionales consultados valoraron el concepto de “cultura digital” de sus empresas respecto a siete dimensiones: entorno de colaboración, innovación, cultura abierta, habilidades y mentalidad digital (digital mindset), agilidad y flexibilidad, orientación al cliente y uso de datos para fundamentar decisiones. La información recabada permitió identificar algunas de las razones que explican esa divergencia de percepción; por ejemplo, que los máximos responsables no transmiten de forma clara la visión digital, la ausencia de roles digitales de referencia y la falta de indicadores clave de desempeño (KPI) adecuados para medir los objetivos de transformación digital.

En palabras de Cyril Garcia, director de Servicios Digitales y miembro del Comité Ejecutivo de Capgemini a nivel mundial: “Las tecnologías digitales pueden aportar un importante valor, pero las empresas solo podrán aprovechar ese potencial si adoptan la cultura digital adecuada, desplegada y sostenida en el tiempo. Las empresas deben utilizar un modelo que apoye e inspire a todos los empleados para propiciar un cambio cultural de forma conjunta. Reducir la falta de conexión entre alta dirección y empleados es un factor clave para el crecimiento. Las empresas que hagan de la cultura digital un eje estratégico verán mejorar sus relaciones con los clientes, atraerán el mejor talento y se situarán en el camino hacia el éxito en el mundo digital de hoy.”

[section label=”Existe innovación en teoría, pero no necesariamente en la práctica” anchor=”Existe la innovación en teoría, pero no necesariamente en la práctica”]

Existe la innovación en teoría, pero no necesariamente en la práctica

La innovación sigue sin ser una realidad para numerosas organizaciones: Existe, pero en teoría, no necesariamente en la práctica. Un empleado que participó en el estudio dijo que: “Trabajar en entornos ágiles e innovadores no está en la naturaleza de la empresa y tampoco ha sido el área de enfoque del liderazgo“.

Solo el 7% de las empresas considera que su organización tiene la capacidad de concebir y probar ideas de forma continuada y de ponerlas rápidamente en práctica. Por otro lado, si bien el 75% de la alta dirección cree que su empresa tiene una cultura de experimentación y asunción de riesgos, solo el 37% de los empleados base está de acuerdo.

Para que la innovación se arraigue, se necesitan maneras de trabajar que permitan tomar riesgos, alentar el nuevo pensamiento y la experimentación, y facilitar la comercialización de las ideas. Para ello, las organizaciones deben premiar activamente esta clase de iniciativas y propiciar entornos donde los empleados puedan experimentar.

También existe una acusada disonancia con respecto a las prácticas colaborativas. El 85% de la alta dirección cree que su organización promueve la colaboración internamente, pero solo el 41% de los empleados está de acuerdo con esa afirmación.

La alta dirección considera que sí tiene visión digital, pero los empleados discrepan. Mientras que el 62% de la alta dirección afirma que tiene una estrategia claramente definida para la consecución de sus objetivos digitales, solo el 37% de los empleados considera lo mismo.

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Fuente: Capgemini

Además, a la hora de localizar el problema, un 62 % de los directivos señala que la cultura corporativa reinante es el principal obstáculo en su proceso de transformación digital –En 2011 ese porcentaje era del 55%–.

El informe pone de relieve que las empresas no consiguen que sus empleados participen en el viaje hacia el cambio de cultura corporativa. Implicar a los empleados es fundamental para inculcar una actitud digital efectiva y acelerar la transformación cultural de la organización. La alta dirección y los mandos intermedios son esenciales para traducir la visión digital en resultados tangibles y para incentivar las conductas digitales positivas.

Uno de los expertos consultados para el estudio, Ian Rogers, Chief Digital Officer de LVMH, así lo explica: “El gran momento de una organización ocurre al aceptar que la transformación digital no es una cuestión meramente técnica, sino un cambio cultural”.

[section label=”Un 34% de las empresas están ‘adelantadas’ en la carrera de la cultura digital” anchor=”Un 34% de las empresas están ‘adelantadas’ en la carrera de la cultura digital”]

Un 34% de las empresas están “adelantadas” en la carrera de la cultura digital

El estudio identificó un segmento de empresas “adelantadas” en la carrera de la cultura digital (34% de la muestra) por lograr un buen desempeño en aquellas siete dimensiones que describen la cultura digital y porque con su modelo de liderazgo han conseguido con creces el arraigo de la cultura deseada en todos los niveles de la organización.

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Fuente: Capgemini

Reino Unido, Suecia y Estados Unidos son los países con mayor presencia de organizaciones adelantadas en cultura digital (63%, 60% y 56% respectivamente). Por sectores, lo son el automovilístico (43%), el de productos de consumo (38%) y el de telecomunicaciones (32%).

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Fuente: Capgemini

[section label=”Los Front-Runners: impulsores de la cultura digital empresarial” anchor=”Los Front-Runners: impulsores de la cultura empresarial”]

Los Front-Runners: impulsores de la cultura digital empresarial

El informe diferencia entre “Front-Runners”, “Followers” y “Slow-Movers” basándose en el porcentaje de liderazgo y empleados que coinciden en que existe una alta prevalencia de dimensiones de la cultura digital en sus organizaciones.

Estas empresas Front-Runners tienen, por lo general, una política de selección de personal diferente que da preferencia a personas con conductas y pensamientos creativos y autonomía (83% de las “Front-Runners” frente al 29% de las Slow-Movers). Además, modifican los perfiles de los puestos y los indicadores clave de desempeño (KPI) para alinearlos con el enfoque digital (75% frente al 17%) y vinculan el sistema retributivo a los objetivos de transformación digital (70% frente al 13% del grupo de Slow-Movers).

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Fuente: Capgemini

Los Front-Runners miden y monitorean la evolución de la cultura, los esfuerzos de cambio cultural. La medición de la efectividad es crítica. Front-Runners tienen el doble de posibilidades de medir la evolución de la cultura utilizando balanced scorecards que los Slow-Movers. Al poner las medidas en su lugar, Front-Runners poner de relieve lo que está funcionando en comparación con lo que no es mientras constantemente monitorear el progreso.

Los Front-Runners tienen una visión clara para la transformación digital, fuerte y claramente articulada, de manera que ofrecen a sus empleados una imagen convincente de cómo la compañía operará de manera diferente en el futuro. También ayuda a los empleados a entender hasta qué punto las suposiciones anteriores ya no pueden ser válidas. Encontrando que: el 77% de los Front-Runners tienen una visión digital concreta, una estrategia claramente definida y un plan de acción, mientras que sólo alrededor del 3% de los Slow-Movers tienen una visión y un compromiso similares.

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Fuente: Capgemini

[section label=”¿Cómo puede una empresa crear cultura digital?” anchor=”¿Cómo puede una empresa crear cultura digital?”]

¿Cómo puede una empresa crear cultura digital?

Crear una cultura digital y conseguir el cambio requiere paciencia, tenacidad y medición constante. Para lograrlo, según el informe, las empresas necesitan:

  • Identificar y desplegar agentes o embajadores del cambio e involucrar y apoyar a los empleados en el fomento de la cultura digital.
  • Aplicar indicadores de desempeño digital (KPI) que se centren en la adopción y evolución de comportamientos más que en logros o errores.
  • Utilizar herramientas colaborativas para aumentar la transparencia y llegar a todos los empleados; fomentar trabajo colaborativo que conecte a los empleados con la dirección.
  • Invertir en las competencias digitales que realmente son prioritarias.
  • Hacer tangible el cambio de cultura.
  • Transmitir con claridad en qué consiste el enfoque digital y hacer visible la implicación de la alta dirección (por ejemplo, el desarrollo de nuevos comportamientos y actitudes por parte de los directivos les convertirá en modelo a seguir).
  • Adoptar un enfoque sistémico.

Para competir a futuro, las empresas deben invertir en una cultura digital que impregne y alcance a cada empleado. Nuestro estudio demuestra que la cultura puede ser el mayor inhibidor, pero también el gran catalizador para la transformación digital y la innovación. Muchos directivos creen que su cultura ya es digital, pero si se pregunta a sus empleados vemos que opinan lo contrario. Esta disparidad pone de manifiesto la falta, desde la alta dirección, de una visión realmente digital y de una estrategia y un plan de ejecución adecuado”, comenta el experto y co-autor Brian Solis. “Cultivar una cultura digital es una forma de negocio que comprende de qué forma la tecnología está cambiando los comportamientos, el trabajo y la dinámica del mercado. Ayuda a todos los participantes a crecer para competir con mayor eficacia en un entorno de cambio permanente”.

[section label=”Principales errores que impiden la transformación digital” anchor=”Principales errores que impiden la transformación digital”]

Principales errores que impiden la transformación digital

A pesar de que la transformación digital es ya una obligación para las compañías, las empresas cometen una serie de errores frecuentes durante este proceso.

Son muchas las compañías que no son bien dirigidas en este proceso y no hacen una transformación real“, afirma Jordi Damiá, director del ‘Digital Business Global Master’ y del ‘Digital Business For Executives program’ de Zigurat.

Estos son los principales errores descritos por Damiá:

  • No incorporar herramientas digitales: Es necesario que la incorporación de las herramientas digitales de gestión se de en todos los entornos, tanto en el tradicional, como en el mercado digital. Muchas compañías las aplican solo en lo digital.
  • Adaptación parcial: En el cambio hacia lo digital, algunas empresas adaptan o examinan únicamente los procesos de determinados departamentos, como, por ejemplo, solo el de marketing o el de distribución. Una transformación digital, supone revisar todos los procesos para adaptar aquellos donde en análisis coste-beneficio lo soporte.
  • Comparativas con empresas nativas digitales: La metodología para crear una empresa digital de nuevo es radicalmente diferente a la metodología necesaria para cambiar un negocio.
  • No tener en cuenta las dimensiones de la compañía: Una verdadera modificación del modelo de gestión implica normalmente un cambio de procesos, personas, recursos y tecnologías. No se pueden plantear modelos que, como mínimo, no revisen la necesidad de cambio de cada una de estas dimensiones.
  • No contar con profesionales experimentados: Todo proceso de cambio supone mucho más que la aplicación de una metodología, ya que como siempre la excelencia está en conocer y anticipar los riesgos e incidencias que puedan aparecer.
DOCUMENTO COMPLETO: The Digital Culture Challenge: Closing the Employee-Leadership Gap

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CAPGEMINI. The Digital Culture Challenge: Closing the Employee-Leadership. 2017 [consultado 16-08-2017]. Disponible en: https://www.capgemini-consulting.com/resource-file-access/resource/pdf/dti_digitalculture_report.pdf

CAPGEMINI. El factor cultural se confirma como el principal obstáculo a la transformación digital: el 62% de las empresas lo corrobora. 8 de junio de 2017 [consultado 16-08-2017]. Disponible en:  https://www.es.capgemini.com/noticias/el-factor-cultural-se-confirma-como-el-principal-obstaculo-a-la-transformacion-digital-el

SILICON. ¿Cual es el mayor obstáculo para la transformación digital de una empresa? 27 de julio de 2017 [consultado 16-08-2017]. Disponible en:  http://www.silicon.es/mayor-obstaculo-transformacion-digital-2347878

EL ECONOMISTA. Cinco errores que cometen las empresas al afrontar la transformación digital. 19 de julio de 2017 [consultado 16-08-2017]. Disponible en:  http://www.eleconomista.es/emprendedores-innova/noticias/8507416/07/17/Cinco-errores-que-cometen-las-empresas-al-afrontar-la-transformacion-digital.html

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