WILL CORPORATE CULTURE SWALLOW DIGITALIZATION WHOLE?
Oleg Fomichev, Director for Strategic Planning and Development, ComplexProm
Leading a traditional company through a digital transformation, increasing economic efficiency, reducing costs, and entering new markets with new digital products is the dream of almost any top manager in a company with national or international ambitions. "Everyone does THIS," but not everyone is, or rather, rarely becomes successful.
• Are there major differences in the digital transformation of public and private companies? What are the determinants of perception of new digital models?
• Is corporate culture really the main "devourer" of failed digital transformation attempts?
• Are there peculiarities of the "national model" of digital transformation, or are Russian corporations and the state following global trends?
• The "secret ingredients" of digital transformation of leading companies: what out-of-the-box solutions and innovative practices have been implemented?
• The “inertia of dormancy”: where to start digital transformation to take a company out of its "comfort zone"?
• Risks: what are the risks of losing existing competitive advantages and a working business model and not gaining new "digital" advantages? Can digital transformation disrupt a company, and how can you prevent it?
• Digital transformation team: what is the likely proportion of people engaged and own employees at different stages of digital transformation?