Organisation, People and Skills: What Great Looks Like

Organisation, People and Skills: What Great Looks Like In The Digital Age

To be successful in business, a variety of technology and digital capabilities are required. A solid strategy, efficient processes and cutting edge technology are all important factors. This all means nothing if the people and skills required to execute the strategies and operate the business are not in place. People are the most important asset of business even in a modern world of automation, technology and remote-first working.

A great business demonstrates excellence across 4 key capabilities to attract and retain the talent they need to develop and support their business model.

Organisational Structure: Remodel for Success

Digital is infused across the organisation and into all day-to-day activities with strong cross-functional collaboration and communication. As such, there isn’t a specific ‘digital team’. The structure and hierarchy promote communication, has a clear chain of command and clearly shows employees how to advance their careers.

Teams are cross-functional, small, empowered and decentralised with end-to-end shared accountability of outcomes rather than structured into projects, products or functions. This promotes knowledge sharing and optimises utilisation. A distributed resourcing model is in place across multiple sites with remote working being the default.

Leadership and Culture: Digital by Default

Leaders understand business fundamentals and how to exploit digital and technology capabilities to create value. They are natural collaborators, continuous learners and curious that take smart risks, invent and simplify. They encourage entrepreneurism to enable the business to succeed in the fast-changing digital world, encouraging ideas and empowering others to reinvent or redesign the current business model, processes and ways of working. They empower change and experimentation and advocate customer-centricity, data-driven decision making and agility.

This culture is driven from the executive board with technology and digital being front and centre of all executive communications and their behaviours; they live digital and educate the whole organisation to become digital. Leaders are also able to enforce new behaviours to keep digital and technology roadmaps and programs on track and make changes to ways of working become the new business as usual. Employee satisfaction is continually high and continually measured with employees empowered with purpose, autonomy and mastery at the core. Executives enable teams to work at speed by eliminating unnecessary red tape and giving them the resources they need.

Technology managers are encouraged to maintain their engineering craft and advocate an engineering culture to avoid extensive time being spent on people management and administrative tasks

People and Skills: Retain, Engage, Develop

The business has identified the skills and knowledge required to deliver the technology and digital needs of the business with upskilling, reskilling and hiring goals based on specific needs. A healthy learning and development culture is in place, programs exist to embed new skills across all areas of the organisation with the greatest investment placed on learning from others from within and outside of the business.

Priority is given to retaining, engaging and developing existing employees versus recruiting new employees Everyone understands which competencies they need to achieve their own individual and team goals, understands how these competencies are assessed and knows how to seek competency development if they seek it or need it.

The business is renown as a reputable company in attracting digital and technology talent with tried and tested processes for attracting candidates with the right skills, knowledge and experience to apply for open positions. Hiring decisions focus on mindset and experience more than qualifications. Effective tools, processes and standards are in place for on-boarding new recruits and getting them working effectively.

Third-Party Relationships: Efficiency with Trust

A vendor workplace has been established that allows the business to engage with trusted and validated third-parties to ensure consistency of work and gathering of performance metrics. Multiple partner relationships are in place to deliver complementary, value-adding technology offerings to the business, with clear established performance objectives and orchestration. Core value stream work is undertaken by internal teams to reduce knowledge or intellectual property dependencies on third parties.


At Momentum, our digital and technology leadership and expertise can help you to improve your culture, mentor your leaders, and establish a distributed working model with a trusted vendor marketplace. Contact us for a confidential conversation.

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