Implementation of a Digital Workplace Strategy
The digital workplace strategy may require a cultural change that needs to be supported by "learning measures". The article points out the benefits of a good digital strategy to the firm. It also discusses the ways that the digital strategy impacts the employees. Be attentive to the digital toolbox and how the digital strategy can be a business driver.
Introduction
The increasing integration of digital technologies in all aspects of our lives is both a benefit and a challenge for organizations, employers, and employees.
Organizations are benefiting from such digital transformation including also digitization of the workplace, i.e., through increased productivity, cost savings, a more mobile and agile workforce, increased flexibility, and adaptability in the marketplace. Enterprises are collaborating more globally and with more diverse and global staff. Employees could work from anywhere and stay connected through smartphones, collaborate with peers, and stay on top of digital trends. Organizations should be proactive in creating new systems and policies and rethinking their culture around digital developments in the workplace in order not to lose clients, productivity, and employees.
The keys of success of digital workplaces are an effective implementation of a digital workplace strategy with a changed learning and culture. Culture is an incentive for behavior; organizations and managers should assure that staff behavior is suited to technological solutions, supports its adoption, and uses it for work, communication, and cooperation. Entrepreneurship education should be also adapted to digital transformation in order to prepare employees and employers for digital workplaces.
This chapter presents besides some aspects like a digital European workplace initiative and a framework, which could be the basis of a digital workplace strategy, some proposals for improving entrepreneurship skills. As an important issue of a digital workplace strategy is a suitable learning concept to foster a digital culture and employees' behavior which can be integrated into entrepreneurship education and training programs.
The role of entrepreneurs and of entrepreneurship education and how it will be changed in order to prepare entrepreneurs for the digital transformation and digital workplaces are shortly presented.
The scope of this chapter is, on one hand, to discuss with academics who work in the field of digital transformation and with students, to find new scientific methods for problems like cultural and behavior change. On the other hand, the author has experience in learning methods for entrepreneurs and would like to help organizations and employees, particularly in SMEs, to achieve skills and competences for a successful digital transformation and digital workplace results.
The author works in many European projects aimed to improving work and education/training of entrepreneurs in the digital era. Included in this chapter are issues necessary for small- and medium-sized companies (SMEs). They are the result of surveys done within some of these projects about SMEs' problems in connection with digital transformation and of organized training. The author works currently at the planned training modules and will organize training sessions with SMEs from Germany within the current European project Reinnovate.
We think the problems discussed in this chapter will be used also within the German initiative Mittelstand 4.0-Kompetenzzentrum standards which supports companies and staff within digital changes. The author discussed with some companies within this program about changing culture and staff behavior within digital workplaces and how to improve entrepreneurs' digital skills.
Organizations are benefiting from such digital transformation including also digitization of the workplace, i.e., through increased productivity, cost savings, a more mobile and agile workforce, increased flexibility, and adaptability in the marketplace. Enterprises are collaborating more globally and with more diverse and global staff. Employees could work from anywhere and stay connected through smartphones, collaborate with peers, and stay on top of digital trends. Organizations should be proactive in creating new systems and policies and rethinking their culture around digital developments in the workplace in order not to lose clients, productivity, and employees.
The keys of success of digital workplaces are an effective implementation of a digital workplace strategy with a changed learning and culture. Culture is an incentive for behavior; organizations and managers should assure that staff behavior is suited to technological solutions, supports its adoption, and uses it for work, communication, and cooperation. Entrepreneurship education should be also adapted to digital transformation in order to prepare employees and employers for digital workplaces.
This chapter presents besides some aspects like a digital European workplace initiative and a framework, which could be the basis of a digital workplace strategy, some proposals for improving entrepreneurship skills. As an important issue of a digital workplace strategy is a suitable learning concept to foster a digital culture and employees' behavior which can be integrated into entrepreneurship education and training programs.
The role of entrepreneurs and of entrepreneurship education and how it will be changed in order to prepare entrepreneurs for the digital transformation and digital workplaces are shortly presented.
The scope of this chapter is, on one hand, to discuss with academics who work in the field of digital transformation and with students, to find new scientific methods for problems like cultural and behavior change. On the other hand, the author has experience in learning methods for entrepreneurs and would like to help organizations and employees, particularly in SMEs, to achieve skills and competences for a successful digital transformation and digital workplace results.
The author works in many European projects aimed to improving work and education/training of entrepreneurs in the digital era. Included in this chapter are issues necessary for small- and medium-sized companies (SMEs). They are the result of surveys done within some of these projects about SMEs' problems in connection with digital transformation and of organized training. The author works currently at the planned training modules and will organize training sessions with SMEs from Germany within the current European project Reinnovate.
We think the problems discussed in this chapter will be used also within the German initiative Mittelstand 4.0-Kompetenzzentrum standards which supports companies and staff within digital changes. The author discussed with some companies within this program about changing culture and staff behavior within digital workplaces and how to improve entrepreneurs' digital skills.