Drugi jezik na kojem je dostupan ovaj članak: Bosnian
The consulting firm VETTURELLI conducted research among 30 Croatian digital companies with the aim of gaining insights into the design of organizations and the work principles of these companies. Focus of research was placed on organizational culture and value systems, internal processes, and human resource management, and the result are insights into the models, methodologies and tools that digital companies use in their management and work processes.
The research has shown that Croatian digital companies are agile, flexible, open for collaboration and transparent, with a great focus on the development and autonomy of employees, as well as attracting talents.
Digital organizational culture is recognized today as an important element of a successful business model, and at a time when numerous companies undergo a digital transformation process, understanding how digital businesses work is becoming even more important.
“Digital (native) companies understand the importance of a strong internal culture and are aware that it is the engine that enables their fast development and adaptation to the market and new technologies. It has become commonplace that digital business models and work principles are taken as a benchmark in defining the processes of traditional companies,” explained Sanja Petek Mujačić, partner and business transformation consultant at Vetturelli.
Key insights from the research:
Adaptation and reaction to changes in the environment, customer centric system and flexibility are the key elements in organization management
As a key feature, leading digital companies single out the organization’s agility and responsiveness (29.2%), which represents the ability of the organization to feel the changes in the environment and respond to them efficiently and effectively, which is linked to the use of digital technology. In the second place, the respondents indicated the openness to collaboration (20.1%), followed by customer centric model (17%).
Digital companies are flexible (71%) and avoid the classic scheme of vertical structures. Sanja Petek Mujačić states: “Unlike traditional organizations that run their business on the long stages of research and development, digital organizations communicate with the target audience at an early stage, test and market the product on the market, and upgrade it in line with feedback.”
Open communication, strong culture and employee development plan are key for internal resource management
Leading people at digital companies highlight good atmosphere and team spirit (83%) as the most important internal resource, followed by work on interesting and challenging projects (70.1%) and creativity (41.7%) as key elements in building relationships with employees (current and potential). A common practice is regular feedback on the work of employees in 70% of companies, and 60% of respondents have developed a system of valorisation and rewarding of employees for personal contribution.
Clear vision and strategy, and a harmonized value system make the culture stronger
Digital companies are very active in internal communication, nurturing a culture of transparency and openness. They talk with employees about goals, values, and changes. There is often a clear “internal code of conduct” (values are defined at 86% of respondents, and desirable behaviors at 68% of respondents).
This insight into the market could encourage more traditional Croatian companies to think about the importance of organizational culture as well as its role in the digital transformation process, and according to research on the global stage, as much as 62% of the obstacles to successful transformation of companies come from unharmonized organizational culture and goals.
Digital transformation doesn’t involve only organizations for whom use of technology is key to product and service development, but applies to all companies that understand the importance of adapting to the market and the digital age. It is a transformation that places the human to the forefront, and their role in the process and technological changes.
“Croatian companies should look for answers to questions about how to change their inner culture to become stimulating for innovative thinking, attracting and retaining open-minded talents. The vision and culture needed for the digital transformation and transformation of an organization do not happen on their own. They need to be stimulated,” said Sanja Petek Mujačić.