Abstract
The organization's culture is a key part of its successful move into the digital age. Industrial organisations are implementing company-wide digital transformation programmes in response to new risks and opportunities provided by fast emerging digital technologies. There is a serious shortage of adaptable project and organisational teams with a well-defined implementation approach. Companies must assess their current competencies, organisational structure, and corporate culture to identify which technologies are crucial and how they will be implemented. This chapter focuses on technology-based attributes like strategy, leadership, and culture. Researchers, practitioners, and industrial organisations will benefit from the findings of this study because it provides a digital strategy for commercial organisations. It is imperative to review the relationship between a company and its partners and customers in light of digital technology's impact on business operations and market offerings. This chapter makes it possible for future research, which helps this field and theories move forward.
TopBackground
The Industrial Revolution in electricity technology has far-reaching consequences for industry and society. To begin with, the need for fuel compelled the coal industry, which had already expanded significantly by the early 18th century, to continue expanding and innovating. The steam engine, which increased the demand for coal, helped people get more efficient mine pumps and better ventilation systems. When mechanical and analogue electronic technology were replaced by digital electronics in the final years of the twentieth century, this was known as the “digital revolution.” Using computers and other digital technologies has changed our relationship with our surroundings and continues to do so today. There have been a wide range of effects on the economy as a result of the digital revolution. Globalization, for example, would not be possible in today's world without the emergence of the internet. The revolution changed the way people and businesses interacted with one another and with the world around them. Small and medium-sized businesses now have access to large global markets. The widespread use of digital technology in recent years has been attributed to the rise in economic output and its associated activities. The digital revolution has led to a need for new work skills because of new technology.
Key Terms in this Chapter
Digital Nudges: Digital nudging is a method that uses user interface (UI) design features to influence users' choices in digital settings. UI design elements include graphics, text, and minor features.
Customer-Centric: Customer centricity is the capacity of an organization's employees to understand and meet the needs and expectations of its customers.
Technology Centric: Technocentrism is a value philosophy based on technology and its capacity for environmental control and protection.
Digital Trend: The digital trend represents significant shifts in the way marketers should communicate with their target audiences.
Employee Engagement: Employee engagement defines a worker's excitement and commitment to their job. It is connected to work happiness and morale, and it's vital to a company's success.
Agility: Agility in the digital age refers to the capacity to detect and grasp market possibilities created by digital technology.
Catalytic Leadership: The catalytic leader brings together people from many agencies to solve interrelated public challenges.