Editorial
| DOI | https://doi.org/10.1108/SHR-12-2017-0085 |
| Pages | 1-2 |
| Date | 12 February 2018 |
| Published date | 12 February 2018 |
| Author | Javier Bajer |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Editorial
Javier Bajer
Digital transformation needs a new culture
Dear HR and businesscolleagues.
I bet you agreethat having data does not make an organisation“digital”.
Most organisations arecollecting all sorts of data, hoping to make more intelligentdecisions,
informing performancemanagement and increasing market share. Having accessto data (or
even insights)does not mean people will use it to drive value.
Digital transformation can only exist if an organisation uses data to inform a new way of
thinking – and doing. Having information on customer or employee behaviour is necessary
but not sufficient when it comes to transforming outcomes. It is only the transformation of
culture that willembrace data to add a new type of value.
In this issue of Strategic HR Review, we want to share some examples of how digital
transformationmanaged to make a difference in a few organisations:
nIn The Future of HR and Information Capability, Wayne Brockbank, Dave Ulrich, David
Kryscynski and Michael Ulrich examine the impact that HR departments have when
they focus their information agenda on improving the organisation’s information
capability, instead of on HR departmental activities.
nIn Creating a High Performing Organization in Today’s Data Driven World, Heidi Pozzo
explores what leading organisations do to achieve success in today’s data-driven
world, drawing on a variety of real-world examples of organisations that managed to
create focus and leverage resources to achieve outsized results during their own
transformations.
nIn So You’ve Just Hired a Killer Chief Digital Officer – Now What ? Michael Doonan
discusses what’s involved in setting up your new Chief Digital Officer for success –
starting with identifying the type of workplace IT executive that best fits your company,
and having the right expectations and support in place for them to be successful.
nIn How HR Execs Can Use Technology to Connect a Divided Workforce, Mike Hicks
looks at how HR professionals can use digital workplace transformation to bring
employees together and bridge divides between generations, remote workers and
various cultures.
nIn How the Employee Benefits Market is Going Digital, Nicky Dunderdale examines how
new technology can be leveraged to improve the management and communication of
employee benefits – delivering more tailored benefit packages that bolster employee
engagement and, ultimately, help organisations recruit and retain the best talent.
nIn Why People Matter Far More Than Digital Technology Or Capital, Michael Gale and
Chris Aarons caution against paying too little attention to the “people component” of
DOI 10.1108/SHR-12-2017-0085 VOL. 17 NO. 1 2018, pp. 1-2, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 1
To continue reading
Request your trial