Driving Digital Transformation: Why Culture and Structure Matter
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AI for HR

Driving Digital Transformation: Why Culture and Structure Matter

/ Report

Among the most critical drivers (or obstacles) to digital transformation are factors human capital executives help manage: organizational culture, structure, leadership, talent, and skills. This report, the first in a series on the human capital impact of digital transformation, explores how organizations are using culture and structure to meet digital business goals. We highlight four companies—GE, Haier, L’Oréal, and Travelex—that have made significant progress towards digital transformation. These and other examples illustrate how organizations are redesigning their cultures and structures to achieve enterprise-level digital transformation and what they have learned in the process.

Among the most critical drivers (or obstacles) to digital transformation are factors human capital executives help manage: organizational culture, structure, leadership, talent, and skills. This report, the first in a series on the human capital impact of digital transformation, explores how organizations are using culture and structure to meet digital business goals. We highlight four companies—GE, Haier, L’Oréal, and Travelex—that have made significant progress towards digital transformation. These and other examples illustrate how organizations are redesigning their cultures and structures to achieve enterprise-level digital transformation and what they have learned in the process.

Authors

Mary B. Young, D.B.A.

Mary B. Young, D.B.A. Mary B. Young, D.B.A.

Former Principal Researcher, Human Capital
The Conference Board

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Sherlin Nair

Sherlin Nair Sherlin Nair

Research Associate, Human Capital
The Conference Board

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