Accelerating Organisation Culture Change : Innovation Through Digital Tools.

Cover -- ACCELERATING ORGANISATION CULTURE CHANGE -- ACCELERATING ORGANISATION CULTURE CHANGE: Innovation through DigitalTools -- Copyright -- Dedication -- CONTENTS -- LIST OF FIGURES -- LIST OF TABLES -- PREFACE -- ACKNOWLEDGMENTS -- 1. Change in the Digital Age -- 1.1 Importance of Culture in Digital Transformation -- 1.2 My Research Work in the Area of Digital Tools for Culture Change -- 1.3 Rapid Digitization and Advent of Industry 4.0 -- 1.4 Future of Jobs -- 1.5 Workforce Planning -- 1.6 Role of Leaders in Digital Transformation -- 1.6.1 A Visionary Mindset and Change Management Capability -- 1.6.2 Capabilities to Manage Multi-disciplinary Teams -- 1.6.3 Ability to Manage and Communicate in Various Media Forms -- 1.6.4 Ability to Develop Computational Thinking Capabilities -- 1.6.5 Harnessing Innovative and Adaptive Thinking -- 1.7 Culture as the Catalyst for Change -- 2. Organisational Culture and Change Management -- 2.1 Definition of Organisational Culture -- 2.2 Cultural Alignment -- 2.3 Organisational Change Management -- 2.4 Barriers to Culture Change -- 2.5 Managing Culture Change in Major Transitions Using the Eight-step Model: The Certis CISCO Story2 -- 2.6 Culture Instruments -- 2.6.1 The Competing Values Framework -- 3. Accelerate Culture Change Through Digital Tools -- 3.1 Introduction to Digital Tools for Culture Change -- 3.2 Collaboration and Culture Conversations -- 3.3 Digital Tools Used for Collaborative Decision Making -- 3.4 Structured Process in the Use of Digital Tools -- 3.5 Features of a Culture Brainstorming Tool -- 4. A Digital Toolkit for Culture Acceleration: CATM -- 4.1 Introduction to CATM -- 4.2 Competing Values Framework and OCAI -- 4.2.1 The Competing Values Framework -- 4.2.2 The Organisational Culture Assessment Instrument -- 4.2.3 The Six Dimensions of Culture -- 4.2.4 How Is OCAI Used?.

4.3 Group Decision Support System (Digital Brainstorming) -- 4.4 How Does GDSS Work? -- 4.4.1 Decision Rooms -- 4.4.2 Usability -- 4.4.3 Effective Utilization of the GDSS -- 4.4.4 Facilitators and Group Systems Support -- 4.4.5 Current GDSS Technologies -- 4.5 Design Principles of CATM -- 4.5.1 Introduction to Design Theories Underpinning CATM -- 4.5.2 Action Research -- 4.5.3 Design Science -- 4.5.4 Overlap of AR and DR -- 4.5.5 Action Design Research Methodology -- 4.5.6 Key Features and Capabilities of CATM -- 4.5.7 Framework of CATM Using ADR -- 4.5.7.1 Organisational Dominant BIE Model -- 4.5.8 Design Iterations -- 4.5.8.1 Requirements: Version RS0 -- 4.5.8.1.1 How is OCAI Used in This Project? -- 4.5.8.1.2 Group Process Requirements for Using OCAI -- 4.5.8.1.3 Measurements Using OCAI -- 4.5.8.1.4 Community and Groupings -- 4.5.8.2 Requirements: Version RS1 -- 4.5.8.2.1 Part 1: OCAI Culture Survey (Reciprocal Shaping) -- 4.5.8.2.2 Component-based Software Development -- 4.5.8.3 Requirement Specifications: Version RS2 -- 4.5.8.4 Requirement Specifications: Version R3A -- 4.5.9 Prototype Evaluation -- 4.5.10 Digital Tool Evaluation Methods -- 4.5.10.1 Reflection and Learning -- 5. Developing a Culture of Innovation: The Singapore University of Technology and Design Story -- 5.1 Background -- 5.2 Phase 1 of the Culture Project -- 5.2.1 Problems Observed -- 5.3 Deployment of CATM in SUTD -- 5.4 Screenshots of CATM -- 5.5 Response and Profile of Survey Participants -- 5.5.1 Participation Rates -- 5.5.2 Participant Profiles -- 5.6 Results on Efficiency of CATM versus Manual Method -- 5.7 Description of Data about Culture Change Using CATM -- 5.7.1 Validity and Reliability of the OCAI Instrument Used in the SUTD Culture Project -- 5.8 Results of Organisation-wide OCAI Scores -- 5.8.1 Results of Each Stakeholder Group -- 5.8.1.1 Senior Management.

5.8.1.2 Staff -- 5.8.1.3 Faculty -- 5.8.1.4 Students -- 5.8.2 Diagrammatic View of Perceived Current Culture by All Stakeholder Groups -- 5.8.3 Diagrammatic View of Desired Culture by All Stakeholder Groups -- 5.8.4 Perception of Culture by Regions -- 5.8.5 Results on Four Orthogonal Cultural Dimensions -- 5.8.6 Perceptions of Each of the Six Dimensions of Culture -- 5.9 Description of Culture Change Using CATM -- 5.9.1 Session 1: Pilot Testing with the Senior Management Team (22 Participants) -- 5.9.2 Session 2: Pilot Testing with Staff Members -- 5.9.3 Session 3: Pilot Testing with Faculty -- 5.10 Validation of CATM -- 5.11 Implementation Outcomes of Ideas Generated from CATM -- 5.12 Success from 2014 to 2019 -- 6. Managing Culture Change in a Technology Set-up Using CATM -- 6.1 Introduction of Mr Tan Tse Yong, the Accidental Entrepreneur -- 6.2 Interview with Mr Tan Tse Yong on the Effectiveness of CATM -- 6.3 Results of Using the CATM Tool in a Tech Start-up -- 6.3.1 Digital Brainstorming Sessions -- 7. Future of Digital Tools in Change Management -- 7.1 Digital Platforms for Change Management -- 7.2 Future State of Work -- 7.3 Future of Collaborative Tools -- 7.4 Putting the Human Back into Employee Communications -- 7.4.1 Interview with Dr Jovina Ang, Managing Director of Communications -- 7.5 Other Thoughts from Digital Leaders -- 7.6 What's Next in the Future of Culture Change -- REFERENCES -- INDEX.

This book introduces an innovative new digital approach to speed up cultural change in organisations and reduce failure rates through use of the Culture Acceleration Tool and Methodology (CATM). Including real life case studies, the book demonstrates the possibility of a higher success rate with organisational culture change management.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.