Building Digital Culture aims to answer a simple question: How can organisations succeed when the environment they operate in is changing so quickly? The last thing businesses need today is a digital strategy. Instead, their strategy needs to be fit for our fast-changing digital world, where businesses have more data than they know what to do with, a media landscape that’s exploded in size and complexity, the risk of a new disruption around every corner, and only one certainty: that this change won’t let up.
Twenty-five years after the arrival of the Internet, we are drowning in data and deadlines. In this Age of Overload, trying to absorb so much information whilst maintaining a healthy balance in our personal and professional lives has become too complex, dissatisfying and unproductive. Something is missing – and according to Julia Hobsbawm, that something is ‘social health’.
‘Fully Connected’ provides a cornucopia of ideas and case studies
This book offers a thoroughly researched and accessibly written account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it.
The US/UK model of the firm, with its emphasis on shareholder value and its openness to the market in the buying and selling of businesses, is prone to a number of problematic consequences for employees, suppliers, and sometimes share-holders.
The most successful organisations are those with the most diverse and engaged workforces. Studies show an 80 per cent improvement in business performance among those with high diversity levels. When people feel included and able to reach their full potential, they are more engaged, more productive and often more creative.
Inclusive Leadership will help you drive culture change using organisational development principles.
We live in a world of constant change and disruption caused mainly by new technology. Yet, in business, there is widespread apathy, paralysis and confusion in many established companies in face of the obvious scope, scale, reach and pace of disruptive change. Why? Because Denial is the natural default response, given how executives’ brains function and how they are trained.