The shift from one business to another is often accompanied by a need for people in the organization to adopt new processes, ways of working and approaches to break down silos and relate differently to customers.

Business silos hold something important and make it hard to get at. They are bad when one is trying to change across departments and divisions. The bigger the company the more harmful a role silos play.

Silos create an environment where sharing and collaborating for anything other than one silo’s special interests is virtually impossible.

Shortcomings in organizational culture are one of the main barriers to company success in the digital age. The three digital-culture deficiencies include the following:
Functional and departmental silos
Fear of taking risks, and
Difficulty forming and acting on a single view of the customer
Building a culture of constant change and a state of constant revolution is key. Companies don’t make a change and then just sit back and wait for the next five years of business as usual these days are long gone. There is a need to build a new momentum and rhythm in the business that reflects the new reality of the industry in which they are operating.

Introducing new technology into the workplace isn’t about hardware or software: it’s about wetware, also known as human beings. If companies want to be the kind of nimble business that can make the most of successive waves of tech innovation, they need human beings who can adapt to change.

Thus successful digital transformations start with leadership embracing technology. This sends a clear message to the rest of the organization that the company is serious about implementing change. If digital transformation is done right, it starts at the top and moves down throughout the company.

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