Businesses late to digital are struggling with retention strategies. The root of the problem arises from legacy staff rotation programs, as a result we’ve observed direct impact on digital performance and team dynamics. So this makes fixing this problem the number one priority for senior executives and HR practitioners across APAC. Continue reading “The staff retention challenge in the digital age”
The ongoing challenge of gender inequality continues to be alarmingly high. Many trends show females are not being offered opportunities or not holding senior roles despite their track record and abilities. E.g. 19% of the technology workforce in Australia is made up of females and only small portions of these are senior roles. (afr.com2015). Moreover, Google reportedly investing over $150M into diversity programs, so this demonstrates it’s a global issue, especially within technology sectors. Ironically and anecdotally, most of us perceive the tech sector to be forward thinking. Continue reading “Unconscious Bias – a costly hand break for modern day businesses.”
By Marcelo Silva, Founder & CEO at DTS
The customer is now in total control of the way organisations do business and ‘digital’ has been thrust to the heart of a customer-first strategy. Businesses of all shapes and sizes are focused on ‘being digital’. As a result, regardless of an organisation’s size, every business is undergoing some form of disruption and thus digital transformation. IDC predicts digital transformation initiatives will more than double by 2020, from today’s 22% to almost 50% of organisations. Continue reading “Three reasons why digital transformation projects fail (and what you can do about it)”
At DTS we maintain a broad view defining diversity as age, gender, LGBTI, ethnicity and in the digital transformation context, talent, skillsets and experiences acquired from outside the industry and sector. DTS allocates higher competitive benchmarking scores within the all-important People & Culture dimension should a company demonstrate clear progress in these areas.
Recently, its been well documented that many high profile Silicon Valley tech giants are struggling with ongoing Gender Diversity issues, especially in relation to the composition of their boards and senior executive layers. According to Equilar, if the US continues at the current gender trajectory board parity will be achieved by 2055! Continue reading “Australian Diversity case studies from EnergyAustralia & ANZ Bank”
PART 2 of DTS Research Series
Over the past 10 years businesses have fallen into the trap of leading with technology solutions when investing in digital transformation. Their haste has contributed to the fact that 70% of digital transformation projects fail or end up on the scrap heap.
The DTS Digital Experts research highlights just how crucial getting People & Culture right before you consider technology & platforms. Whether your just starting your transformation journey or you’re well on you way People & Culture is a strategic imperative and must receive the focus and investment it deserves.
Strong leadership and Digital Advocacy by Senior Executives was considered the strongest drive for People, Culture and Structure – and it was also the strongest of all the drivers we tested. “Digital Competency and Expertise” within senior management and broader roles, as well as, “Coaching & Development” in relation to digital technologies and business processes, was also ranked highly.
For a complete summary of the bespoke research contact firstname.lastname@example.org