Digital Workforces – Mindset und Kultur
Am 21. März hielt Carole Häusermann von mm1 Schweiz eine Keynote am F Ective Anlass in Zürich zum Thema „Welches Mindset & Kultur verlangt die (neue) Digital Workforce?“. Dabei beleuchtete sie insbesondere, weshalb die Kultivierung einer eigenen Unternehmenskultur bedeutsam ist, welches die zentralen Treiber der digitalen Workforce sind und wie es der mm1 Schweiz gelingt, diese Talente anzuziehen.
Why a "digital workforce culture" helps us progress
From our practical experience, we mainly see three ways in which companies can address their poorly cultivated corporate culture and thus, their innovation gap.
On the one hand, we see companies that deny the potential of innovation. On the other hand, we often address the "Robin Hood" concept. This company mainly has an opportunistic mindset and often relies on technological innovations. The third and–in our view–most promising path is followed by companies that develop a roadmap comprising a business model, data and even employees in a structured and integrated manner. As such, there is a consensus in the management team that the future direction will only succeed if the right "digital workforce" is on the same boat and takes joint responsibility for corporate development. In our opinion, this is crucial because: "Organizations don’t transform, people do!"
Study at the University of St. Gallen –driving forces of the "new digital workforce"
A study conducted by mm1 Switzerland at the University of St. Gallen was presented at the event. It illustrates the most important priorities of 130 students on the issue of "future of work". Out of six dimensions, teamwork is deemed the most important one, followed by talent development and continuous learning. On the other hand, the use of technology was categorized as the least relevant. As expected, the result of the public survey painted a different picture.
Cultural Journey @ mm1
"mm1 Cultural Journey" was presented to demonstrate how companies can shape culture to meet the needs of future employees. It begins with "team-focused recruitment". Apart from the usual procedures such as case studies, applicants are invited to a team dinner.
Another part of cultural journey is dedicated to the issue of "hands-on client work". It states that we use modern innovation methods. Specific hypothesis tests are increasingly being used while studies are used less. The "hands-on mentality" is practiced internally as well. All employees regularly meet for "office Fridays". It allows them to present and discuss ideas & projects together. This is an exceptional display of how everyone at mm1 meets as equals; whether it’s a working student or partner, all opinions are deemed valuable.
The "friends & fun" dimension illustrates that the mm1 family consists of employees and clients. Clients are regularly invited to internal mm1 events, and such events allow all participants to cultivate a balanced relationship.
A Video summarizes the highlights.
