Swiss Culture vs. Digital Culture
•Descargar como PPTX, PDF•
0 recomendaciones•349 vistas
Format court de 20 minutes donné dans le cadre du Philias CSRDay 2016
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (9)
Similar a Swiss Culture vs. Digital Culture
Similar a Swiss Culture vs. Digital Culture (20)
Más de alineisoz.ch
Más de alineisoz.ch (20)
Último
Último (20)
Swiss Culture vs. Digital Culture
- 1. 1
- 3. 3 One man?
- 5. CSR Day 2016
- 6. Experiences DigitalTransformation Practice leader @Emakina Founder of Blackswan Columnist @Bilan & @LeTemps Lecturer (@SAWI & HEC) Member of Committees (SAWI & CSDA) Speaker
- 7. Flightplan How being «Swiss » makes DT a challenge (or not)? Digital vs. Switzerland? Switzerland vs. Digital? The key to DT? Develop your agility Workshop 1 Workshop 2
- 9. Who rules the digital world?
- 15. Founding Myths Swiss LegendAmerican Legend
- 20. Technology Economy based Research based
- 21. Equality Yes we can… Yes we do…
- 23. In my life
- 24. In my company
- 25. It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.Charles Darwin It is not the strongest of the species that survives, nor the most intelligent, but the one most adaptable to change. Leon C. Megginson Paraphrasing Charles Darwin
Notas del editor
- In 2004, a american guy name Mark Zuckerberg, created Facebook. A social media wich changed our lives and our social interactions and put us, citizen and consumers, finally in the center of the world. 12 years later, Facebook has become the biggest nation in the world with 1 and a half billion people being the foundation of its business model…
- Please just take a minute to remember where it all began, and with whom. Actually, in 1989, Tim Berners-Lee, an english computer scientist, launches the idea of an information management system able to use the internet to share informations and documents around the world. In 1990, he connects the concept of hyperlinks with the already existing Internet. The world wide web, www, was born. You’re maybe asking yourselves why I am talking about Tim Berners-Lee when my conference is supposed to talk about Switzerland in a digital world…?
- Well, maybe it’s because mister Tim Berners-lee wouldn’t have been able to create and developp he’s idea elsewhere than few miles away from the place we are today… in the European Organization for Nuclear Research known as CERN and based in Geneva. And maybe because 4 years later, he left the Cern to join the MIT, in the US….This story is a typical example of Switzerland’s strengths and weaknesses when it comes to digital…
- Ladies and gentlemen, my name is Aline Isoz, and I’m very glad to have the chance to spend this hour with you and to share some of my thoughts and experiences regarding the complex relationship we, swiss people, have with the third and the fourth industrial revolutions…
- First of all, please let me introduce myself in a few words… I’m a digital transformation consultant, guiding companies and more specifically HR in companies in their transformation process. In 2010 I’ve founded Blackswan, a small business helping companies to manage their Brand in a digital world. Since 2012, I’m writing for Bilan magazine, I’m also sharing my experiences with students or advisory boards and giving a lot of conferences in Switzerland.
- As you know, our session will be divided in two part: first, I will try to determine if or how swissness might be an asset regarding Digital transformation processes. Then, we will do two exercises to help developping a key competence for digital transformation: agility.
- So let me start with the beginning: What about digital versus Switzerland or Swissness
- When it comes to digital culture, we are most of the time talking about the same actors: GAFA and Natu (Google, Amazon….). And as you can notice, those companies have something more in common than their innovative business models: they were all born in the US and are spreading a north american way of thinking, acting and being. That’s why I took, the US model in opposition with the swiss model for my coming examples…
- So, when we talk about specific notions, we are actually comparing historical way of doing and behaving. In the digital age, our perception of excellence is most of the time related to user experience. And the key success factor of it is actually simplicity… Just think about the iPhone revolution which introduced the unique button as a digital based access to knowledge and people! In the opposite corner, you have the swiss perception of excellence, based on the number of complications available in your analogical device…
- Another very important notion in a digital era is innovation. And the digital economy sold us Collaboration, Cocreation and sharing as the new way of innovating. While Elon Musk and Mark Zuckerberg are marketing an Open Innovation state of mind, Switzerland has made out of patents its working capital… By now, we stay among the most innovative countries in the world. But what will happen if the criterias defining innovation would change?
- Even when it comes to politics, American and Swiss have two very different ways of conceiving what makes a good politician: the American election process looks like a TV show in which the harder you hit the more you’re inclined to win. And there are no holds barred. In the meantime, in Switzerland, most of us even don’t know who might be the current President of the confederation. And who cares: we all know that seven people are trying to find the best way to make the whole country win…
- Are we lacking in leadership? Maybe. That might explain why companies born in a digital age have introduced new ways of managing organisations and people, transforming the traditional manager into a coach or an innovation factor while we still keep our very military vision of hierarchy… Or maybe it’s because we see employees as people being only able to execute, not to take decisions. And if that’s right, when you look at the competences that we keep rewarding at school, who is to blame?
- The visible part of our cultural differences that everybody can observe immediatly is our way of dressing in the professionnal framework. If you look at the successful entrepreneurs of the digital economy, they have all worked a lot on this specific aspect despite the fact it looks very natural to them. Steve Jobs had his black turtleneck, Zuckerberg it’s grey t-shirt, and even Ellon Musk has left his tie. And of course, they are all wearing jeans…. On the other side, when you look at our CEO’s, even they are also dressed in the same way, it’s more in a conservative perspective… and ties are still part of the business game in an analogical world.
- Beside those anecdotic facts, one of the major break-up between the american and the swiss mindset probably lies in their specific roots. Every nation has got it’s heroes and myths, all of them being vectors of the value they convey. And even though we have an apple in common, our values are slightly different…
- After this short presentation of our challenges regarding Digital culture, let’s have a look on our assets… Cause yes, we have some!
- One of the main issues regarding the various technologies invading our lives is security. And people are more and more aware of the dangers related to their personal informations. We have get used to agree to terms we do not even read or understand, but times are changing. The more people gain in digital maturity, the more they require security and confidentiality guarantees. And let me tell you that when it comes to those aspects, Switzerland can rely on a proven know-how…
- The period we are living in is also called the information age. But the digital actors are more focused on collecting valuable information than on giving valuable information. In Switzerland, we have a historical tradition of printing and we remain one of the countries with the highest number of newspaper per capita. If we can assume that the pure players have the advantage of developing smart business models, Switzerland surely has a role to play in filling the information pipeline with consequent contents…
- America has also always been very strong in scaling products and services to a mass level, turning it’s culture into a desirable vision of globalization… Despite the effeciency of its marketing, america is rarely considered as premium oriented when it comes to quality. In Switzerland, we may have the opposite fault: everything we build or produce has to be long lasting, lifetime guaranteed. Nespresso is one of the example of how mixing the exclusive image of Swiss requirement with relevant marketing can bring us to the next level…
- As for my previous example, notice the power of marketing and converting things in business models by having a look at Google, Facebook and the others… Those technological unicorns have been supported by investments of Venture capitalists managing high risks, but ready to take the chance to lose 10 times in order to win once. In Switzerland, we invest in things we sure about. We take calculated risks and we are focused on long term results. The advantage: people like Tim Berners-Lee know that they can create and research without any return on investment pressure. The Downside? As soon as inventors have their product or service, they leave to scale elsewhere.
- Digital culture, as well as north american’s, is based on success stories. A few very particular people are given in example, making people believe that the american dream is still achievable. In the Silicon Valley, those who we talk about are former Ivy League students. Or they were already rich before they became famous. Your gender, colour or school determines your sucess in one path or another. In Switzerland, the whole system has been based on accessibility to the largest number: no matter your gender, colour or school, you have access to every type of education you want, to healthcare, to sports and gather support when you need to. In switzerland, almost everyone can live with the job he get paid for. We have a public system that enables us to concentrate on living and not on surviving. Of course, this is a huge advantage. But it also has is dark side: we are not programmed to compete to win nor to adapt for survival .
- So, what does it means when we talk about managing and seizing digital transformation in companies? First of all, it means that you have to consider what people in your company are really able to do. Each culture has it owns requirements and ways to behave and there is no unique receipt that is going to work for everyone. In Switzerland, there are some advantages we can count on. And there are behaviors we can work on. Agility is one of the competences we can develop to face digital transformation with who we are. So, how can we extense capacities in agility. You have to start with small things. Because it’s the addition of small actions that are going to bring leveraging effects. So, let’s begin with something we can control: ourselves.
- As you can see, you have some post-its in front of you. So, What I’m asking you to do is to think about two habits you have in your personal lives: the seat you take at the family table, or your side in bed, or the road you take to go to work, what you’re eating for breakfast… 2 things you do mecanically and that I want you to write on two different post-its. When you have done that, please take 2 minutes to think about why you’re doing those two things and try to define if the reasons are rational or not. Once you’re finished, you can come with your post-it and put them here. Everything clear to you? So, please, let’s go… So, now that you’ve defined those two habits and the reasons why they’re even existing, try to figure out what you could change and improve by doing them differently.
- So, now that you have seen that there are some thing we do because we have always done them like that, I will ask you to do the same exercise, but for two things in relation with your professional life. It can be related to your own attitude or to internal requirements about processes, meetings and so on. Once you’re done, take other post-its and try to define if the reason why of those habits is relevant or not when it comes to performance, efficiency or culture in your company… Finally, write down one action for each one that you could easily put in place and explain what it may improve.
- I hope that with those two very simple exercises, I have showed you that digital transformation has less to do with tools or technologies than it has with a mindset. And that being able to face change requires competences which have no specific national origins: they have to be developed at school, in companies, and individually. Social responsibility of companies implies to offer to employees the opportunity to innovate, try to do things in a new way and develop an agile state of mind. Because if they don’t, you can implement all the tools you want, every latest technology, but you will never be able to transform the company fast enough. Transformation processes are the result of multiple small actions, not of five year plans coming top down. So here is my advice: if you want to be socially responsible, start with people. And start with embracing change instead of trying to control it.