WINNER: CMI Management Book of the Year Awards 2018 - Management Futures Category Building Digital Culture aims to answer a simple question: How can organizations succeed when the environment they operate in is changing so quickly? The last thing businesses need today is a digital strategy. Instead, their strategy needs to be fit for our fast-changing digital world, where businesses have more data than they know what to do with, a media landscape that's exploded in size and complexity, the risk of a new disruption around every corner, and only one certainty: that this change won't let up. Building Digital Culture doesn't address whether or not you should advertize on Facebook or invest in virtual reality. It doesn't seek to unearth a silver bullet to make digital investments a sure-thing. It steps back from the hype, and argues that whatever digital might mean for your business, if you don't create a digital culture you'll most likely fail, or at least fall short of what you want to achieve. Combining more than 30 years of experience at the forefront of marketing and digital developments, and based on more than 200 hours of research, candid interviews and contributions from brands including Twitter, Deloitte, HSBC and many more, Building Digital Culture will help you navigate from being a business that tolerates or acts digital, to one that truly is digital.
Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.
This book explores how digital technologies are transforming cultural heritage preservation, documentation, and archiving. It delves into the technical aspects of digitalization techniques, digital preservation strategies, and the use of advanced technologies like virtual reality and augmented reality in the context of cultural heritage. Digital Cultural Heritage: Challenges, Solutions and Future Directions covers the digital documentation and archiving of cultural artifacts, which involves the use of imaging techniques, data storage, and metadata management. This aspect would resonate with engineers specializing in imaging technology, data management, and information systems. The chapters showcase the breadth of innovative ideas in delivering, communicating, interpreting, and transforming cultural heritage content and experience through multi-modal, multimedia interfaces. Aiming to offer a balanced overview of digital heritage and culture issues and technologies, the book pulls together expert views and updates on these four broad areas, namely, (a) Smart Cities and Digital Heritage, (b) Heritage and Education, (c) Culture and Society, and (d) Digital Documentation and Preservation. The book will resonate with engineers specializing in imaging technology, data management, and information systems and those exploring the intersection of digital technology and museums, such as interactive exhibits, digital displays, and virtual museum experiences. It will also be of interest to researchers, curators, and educators as well as the culture-minded public seeking to understand how the burgeoning field of digital heritage and culture may impact our social, cultural, and recreational activities.
Comments by global thought leaders on Business of Staffing: A Talent Agenda: "Your section on how HR needs to change in a digital context is spot on with those twenty points" (M. S. Krishnan, Associate Dean, Global Initiatives, Accenture Professor of Computer Information Systems, Professor of Technology and Operations, Ross School of Business, University of Michigan, Ann Arbor, Michigan). "Ganesh Shermon has really nailed it. He really knows this area well. Well worth reading for anyone interested in this field" (Mark Smith, National Industry Leader, Financial services, KPMG LLP; earlier Global Head of People & Change Practice). "A must-read for today's HR professionals as they seek to learn evidence-based practices as they transform their talent management performance" (Laura Croucher, Americas leader, KPMG HR, Transformation Centre of Excellence).
This book explores how digital culture is transforming museums in the 21st century. Offering a corpus of new evidence for readers to explore, the authors trace the digital evolution of the museum and that of their audiences, now fully immersed in digital life, from the Internet to home and work. In a world where life in code and digits has redefined human information behavior and dominates daily activity and communication, ubiquitous use of digital tools and technology is radically changing the social contexts and purposes of museum exhibitions and collections, the work of museum professionals and the expectations of visitors, real and virtual. Moving beyond their walls, with local and global communities, museums are evolving into highly dynamic, socially aware and relevant institutions as their connections to the global digital ecosystem are strengthened. As they adopt a visitor-centered model and design visitor experiences, their priorities shift to engage audiences, convey digital collections, and tell stories through exhibitions. This is all part of crafting a dynamic and innovative museum identity of the future, made whole by seamless integration with digital culture, digital thinking, aesthetics, seeing and hearing, where visitors are welcomed participants. The international and interdisciplinary chapter contributors include digital artists, academics, and museum professionals. In themed parts the chapters present varied evidence-based research and case studies on museum theory, philosophy, collections, exhibitions, libraries, digital art and digital future, to bring new insights and perspectives, designed to inspire readers. Enjoy the journey!
In the globalization era, social media become more popular in everyone's daily life with its user friendly and effective functions. Social media support the people across the world in communicating, meeting new people, making socialization, sharing knowledge, learning different experiences and interacting with each other instead of distance and separation between persons. Moreover, social media can encourage the increasing of intercultural adaptation level of people who are facing different cultural experiences in new communities. The study shows that people use social media to become more adaptable with the new cultures of the host countries and to preserve their connections with home countries.
We were in the mids of 2019 when we decided to organize a young researchers conference as the most important transnational event, subsequent to the inauguration of the UNESCO Chair of Culture Policy and Cultural Diplomacy of Istanbul Bilgi University established in 2018, held together with the chairs working in the same field. While deciding on the method, content, and form of participation of the conference we consulted with UNESCO chairs, with which we have been in cooperation for a long time. As a result, we decided to invite “young” researchers who are in the early stages of their academic career, irrespective of their age, and who have had their master’s degree and/or conducting doctoral studies. Our purpose was to ensure that they would start a dialogue with their colleagues in similar statuses and benefit from the comments of reviewers having experience in the profession, through the assessment of their presentations. We wished the conference that we planned to last two days to address the main themes of cultural policy. Hence, we projected holding of five sessions on the themes of “Culture as Agent in International Relations,” “Managing and Sharing Cultural Heritage,” “Cities: New Actors of Cultural Policy,” “Cultural Industries: Film as a Case,” and “Culture and Arts in all Their Forms.” Our call for applications has been welcomed with considerable interest. At that time, another thing happened as well. We wanted those young researchers would meet face-to-face, get to know each other, and exchange their views outside of the conference. However, the pandemic broke out and we were faced with the choices of postponing the conference or acknowledging to hold it online, due to travel prohibitions and lockdowns. As a result, the second alternative prevailed to maintain the excitement of the studies of the researchers. Our conference was held online, while Covid-19 was reigning with all its severity, on 21-22 August 2020. At the conference, papers of a total of eighteen researchers in charge at universities or working professionally in the sector in four continents took place. The fact that almost all of the researchers included the original features of the practice, which emerged from the theoretical literature in different subfields of cultural policy, but which they followed closely or were a part of directly, in their analyzes, was attention inviting. At the same time, it was possible to see in the presentations the traces of the (mostly negative) impacts of the international political environment, which continues with tensions, hot or cold conflicts, and inequalities, in addition to the oppressive political environment prevailing in the countries of today, on cultural policy. On the other hand, the lack of presentation and discussion of enough examples concerning cultural policies at the city scale was noteworthy. However, the quest of the young ones working in these disciplines, for new concepts and different methodological approaches, was extremely clear.
The accessibility of cultural resources via digital platforms is empowering Vietnamese cultural professionals to promote their culture to local and international audiences. This shortform book investigates the significance of digitization in Vietnamese culture, illuminating how cultural professionals are empowered through the process of digitization. The author shows how digitization is not an entirely comprehensive, ethical, or sustainable solution for the cultural sector in Vietnam, as cultural professionals working at nonprofit art spaces and artists experience both opportunities and challenges in digitizing art and culture. Drawing on new interviews with cultural professionals working in the cultural sector in Vietnam, the book will be of interest to scholars and reflective practitioners involved with the cultural and creative industries in South East Asia and globally.
What happens when cultural policy turns digital? Digital Transformation and Cultural Policies in Europe analyzes and compares different digital cultural policies of Europe. Through case studies of seven European countries (UK, Germany, Croatia, Sweden, Spain, Norway, and Switzerland) as well as the analysis of EU digital cultural policy, the book investigates what happens when cultural policy gets changed and challenged by digital culture. Based on a thorough discussion of key concepts and analytical perspectives, this collection also offers a unique multi-disciplinary contribution that shows how digital cultural policy is hyperconvergent. These policies contain established ideas of cultural policy – such as democratization, welfare, access, and national, protectionist ideas – brought together within a digital framework, while also adding new cultural policy tools and instruments, such as digital standards, international regulations, directives, etc. The book shows how digital cultural policies are works in progress, struggling to align their aspirations with their effectiveness. Overall, this book provides a valuable tool for understanding the current policy framework of digital culture. It will be of interest not only to scholars and students in cultural and creative industries but also to creative professionals and policy makers.
Digital transformation is not about technology--it's about change. In the rapidly changing digital economy, you can't succeed by merely tweaking management practices that led to past success. And yet, while many leaders and managers recognize the threat from digital--and the potential opportunity--they lack a common language and compelling framework to help them assess it and guide them in responding. They don't know how to think about their digital business model. In this concise, practical book, MIT digital research leaders Peter Weill and Stephanie Woerner provide a powerful yet straightforward framework that has been field-tested globally with dozens of senior management teams. Based on years of study at the MIT Center for Information Systems Research (CISR), the authors find that digitization is moving companies' business models on two dimensions: from value chains to digital ecosystems, and from a fuzzy understanding of the needs of end customers to a sharper one. Looking at these dimensions in combination results in four distinct business models, each with different capabilities. The book then sets out six driving questions, in separate chapters, that help managers and executives clarify where they are currently in an increasingly digital business landscape and highlight what's needed to move toward a higher-value digital business model. Filled with straightforward self-assessments, motivating examples, and sharp financial analyses of where profits are made, this smart book will help you tackle the threats, leverage the opportunities, and create winning digital strategies.
