“We want change”, but who’s we? How to transition cultural change in the digital era as a team
| Pages | 210-214 |
| Date | 14 October 2019 |
| Published date | 14 October 2019 |
| DOI | https://doi.org/10.1108/SHR-07-2019-0054 |
| Author | Rafael Pablo Berges,Fabian Kon |
| Subject Matter | Hr & organizational behaviour,Employee behaviour |
“We want change”, but who’s we? How to
transition cultural change in the digital era
as a team
Rafael Pablo Berges and Fabian Kon
Abstract
Purpose –The new digital worldand the big corporations who have been around formore than 80, 100
or more years tend to be perceivedas incompatible. This study aims to highlight how the key to a digital
mindset is not the size of the company or the company’s track record, but an evolving organizational
culture. This case outlines the strategy, tools and techniques to make cultural change and digital
transformationpossible.
Design/methodology/approach –The authorssynthesize their organization’songoing transformation in
the past two years, engaging every person at Galicia, from top management to all 6,000þemployees
through workshops,especially designed meetings and internal communicationscampaigns to align the
company’sgoals and move forward together.
Findings –This case study pinpoints the key aspects that should be looked after when working on
organizationalculture and the main players and/or concepts that organizations shouldcount on as allies
for change.
Originality/value –This case providesconcrete methods and good practices to createcultural change
and employeeengagement, regardless of the scaleof the company, through first-hand learningsthat can
be appliedin any organization.
Keywords Change management, Culture, Employee engagement, Communication, Transformation,
Employee experience, Digital Transformation, Cultural change
Paper type Case study
Introduction
In a highly competitive industry such as finance and banking, and in a VUCA world, the
products we can offer are no longer the road to be the best bank in Argentina –customer
experience is. Our clients demand more flexibility, a more personalized experience and
speed, among other new demands.
Yet, when it comes to making a diagnosis of how we can improve and what’s
stopping us, the answer is not simply lack of technology or the need to optimize
processes, but what comes up as “cultural problems.” What does this mean? What is
culture?
We define culture as the way we choose to work, recognizable to our clients
and employees; and it is fundamental when it comes to designing our business
strategy.
Human resource (HR) policies and digital transformation go hand in hand because we
strongly believe that if our organizational culture represents us and our employee
experience is enjoyable, the client will perceive it, translating it into a positive customer
experience.
Rafael Pablo Berges and
Fabian Kon are both based
at Banco Galicia, Ciudad
Autonoma de Buenos
Aires, Argentina.
PAGE 210 jSTRATEGIC HR REVIEW jVOL. 18 NO. 5 2019, pp. 210-214, ©Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-07-2019-0054
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