Strategy and culture are among the primary levers at top leaders’ disposal in their never-ending quest to maintain organizational viability and effectiveness. The approach provides clarity and focuses on collective action and decision making. It relies on plans and sets of choices to mobilize people and enforced by both concrete rewards for achieving goals and consequences for failing to do so. In this session, we suggest that culture can be managed to maximize its value through commonly used social and behavioral models.
· Identifying process to determine the scope, activities, and the actors involved, the linkages to drive workflow and objective
· Identifying the hidden process dependencies and test the process before introducing to a live business environment
· Implementing changes to process while mitigating the risk of change-related process problems
§ Identifying core competencies in digital business
§ Building a digital model with a cadre of people
§ Hire, train, and retain talents through performance metrics
§ Understanding automation potential by analyzing work activities
§ Considering deploying automation with the cost of labor and related supply-and-demand dynamics, factoring issues on regulatory and social-acceptance
§ Examining technical feasibility with technologies automating occupational activities